The state of risk prevention in a sample of Australian hospitals, medical centres and allied health servicesDeon V. Canyon
Department of Public Health Sciences, John A. Burns School of Medicine, University of Hawai’i at Manoa, 1960 East West Road, Biomed #D104B, Honolulu, HI 96822, USA. Email: email@example.com
Australian Journal of Primary Health 19(3) 244-249 https://doi.org/10.1071/PY11133
Submitted: 26 October 2011 Accepted: 18 July 2012 Published: 29 August 2012
This paper reports on an investigation into five risk prevention factors (technology, people, organisational structure, culture and top management psychology) to inform organisational preparedness planning and to update managers on the state of health care services. Data were collected by means of a 10-question, cross-sectional survey of key decision-making executives in eight different types of 75 health care organisations. Many organisations were found to have deficient risk prevention practices and allied health organisations were considerably worse than health organisations. Forty per cent of hospitals and chiropractic practices had out-dated or poor technology. Results on organisational culture and structure found that many executives associate these factors with risk prevention, but none of them appreciate the relationship between these factors and crisis causation. Gaps and areas for improvement are identified and a change in top management attitude is recommended to address resource allocation and implement appropriate risk prevention systems and mechanisms. Reactive managers need to increase their awareness of risks in order to become capable of preventing them. Proactive managers are those who invest in risk prevention.
Additional keywords: crisis prevention, organisational culture, organisational structure, reward mechanisms, risk assessment.
ReferencesAIRMIC, ALARM and IRM (2002) A risk management standard. The Institute of Risk Management. Available at http://www.theirm.org/publications/documents/Risk_Management_Standard_030820.pdf [Verified 13 August 2012]
Allen WM, Caillouet RH (1994) Legitimation endeavors: impression management strategies used by an organisation in crisis. Communication Monographs 61, 44–62.
| Legitimation endeavors: impression management strategies used by an organisation in crisis.CrossRef |
Armstrong M (2009) ‘Armstrong’s handbook of management and leadership: a guide to managing for results.’ (Kogan Page: London)
Australian Institute of Health and Welfare (2011) Australian hospital statistics 2009–10. Health services series no. 40. Cat. no. HSE 107. AIHW, Canberra.
Canyon DV, Adhikari A, Cordery T, Giguère-Simmonds P, Huang J, Nguyen H, Watson M, Yang D (2010) Types of crises experienced by health organisations. Asia Pacific Journal of Health Management 5, 58–64.
Canyon DV, Adhikari A, Cordery T, Giguère-Simmonds P, Huang J, Nguyen H, Watson M, Yang D (2011) Top management support for crisis management in Australian health organisations. Asia Pacific Journal of Health Management 6, 43–46.
Chapman J (2005) Predicting technological disasters: mission impossible? Disaster Prevention and Management 14, 343–352.
| Predicting technological disasters: mission impossible?CrossRef |
Cooper D (2001) ‘Improving safety culture: a practical guide.’ (Applied Behavioural Sciences: Hull, UK)
Cooper D, Grey S, Raymond G, Walker P (2005) ‘Project risk management guidelines: managing risk in large projects and complex procurements.’ (John Wiley & Sons: Chichester)
Heerkens GR (2002) ‘Project management.’ (McGraw-Hill: New York, NY)
Kletz T (2001) ‘Learning from accidents.’ (Gulf Professional Publishing: Oxford)
KPMG (2001) ‘Enterprise risk management – an emerging model for building shareholder value.’ (KPMG Australia: Melbourne)
McGregor D (1960) ‘The human side of enterprise.’ (McGraw-Hill: New York, NY)
Mitroff II, Pearson CM, Harrington LK (1996) ‘The essential guide to managing corporate crises.’ (Oxford University Press: New York, NY)
Office of Safety and Quality in Healthcare (2012) Root cause analysis. Available at http://www.safetyandquality.health.wa.gov.au/clinical_incid_man/root_cause.cfm [Verified 13 August 2012]
Ong MS, Colera E (2010) Safety through redundancy: a case study of in-hospital patient transfers. Quality & Safety in Health Care 19, e32
| Safety through redundancy: a case study of in-hospital patient transfers.CrossRef |
PMI (2004) ‘A guide to the project management body of knowledge.’ 3rd edn. (Project Management Institute: Newton Square, PA)
Ridley J, Channing J (2008) ‘Safety at work.’ 7th edn. (Elsevier Butterworth-Heinemann: Oxford, UK)
Roberts KH (1990) Some characteristics of one type of high reliability organizations. Organization Science 1, 160–176.
| Some characteristics of one type of high reliability organizations.CrossRef |
Smith D (2003) Business continuity and crisis management. Management Quarterly. Jan, 27–33.
Stapenhurst T (2009) ‘The benchmarking book: a how-to-guide to best practice for managers and practitioners.’ (Elsevier Butterworth-Heinemann: Oxford)
Stranks J (2006) ‘Health and safety at work: an essential guide for managers.’ 8th edn. (Kogan Page: London)
Taylor G, Easter K, Hegney R (2004) ‘Enhancing occupational safety and health.’ (Elsevier Butterworth-Heinemann: Oxford)
Trebble TM, Hansi N, Hydes T, Smith MA, Baker M (2010) Process mapping the patient journey: an introduction. BMJ (Clinical Research Ed.) 341, c4078
| Process mapping the patient journey: an introduction.CrossRef |
Weick KE (1993) The collapse of sensemaking in organisations: the Mann Gulch disaster. Administrative Science Quarterly 38, 628–652.
| The collapse of sensemaking in organisations: the Mann Gulch disaster.CrossRef |
Weick KE, Sutcliffe KM (2001) ‘Managing the unexpected.’ (Jossey-Bass: San Francisco, CA)
Whittingham RB (2004) ‘The blame machine: why human error causes accidents.’ (Elsevier Butterworth-Heinemann: Oxford)
Wobcke W, Dunn A (2012) Agent-based modelling for risk assessment of routine clinical processes. Lecture Notes in Computer Science 7057, 511–522.
| Agent-based modelling for risk assessment of routine clinical processes.CrossRef |