Why hospitals don't learn from failures
Subtitle: organizational and psychological dynamics that inhibit system change
By: Anita L. Tucker, Amy C. Edmondson
Contributors: Edmondson, Amy C.; Harvard Business School. Division of Research
Series: Working paper / Division of Research, Harvard Business School -- 03-059; Working paper (Harvard Business School. Division of Research) -- 03-059
Publisher: Division of Research, Harvard Business School
Published: 2002
Place of publication: Boston]
Language: eng
Number of pages: 28
Description: An increasing number of U.S. hospitals are operating in the red. Organizational learning is thus an imperative. Recent research suggests there are plenty of problems, errors and other learning opportunities facing these complex service organizations. In 2000, the Institute of Medicine issued a report estimating that 44,000 to 98,000 people die each year as result of medical errors. Great medical staff, not great organization or management, has historically been seen as the means for ensuring that patients receive quality care. Recently, however, the medical community has responded to increased public awareness of shortcomings by calling for systematic, organizational improvements to increase patient safety.
Notes: Includes bibliographical references.