When this kind of attitude is common, it means that medical errors will decline and the quality of care that is being provided will increase. (Brown, 1992, pp. 18 -- 23)
How will the effectiveness (success) of your plan be measured?
The best way to measure the effectiveness of the strategy is through the use of outside consultants. These are third party individuals who will come into the facility and pose as: customers or staff members. What they are doing is identifying any kind of structural weaknesses. They will then, report their findings to a committee that monitors these issues at the hospital. At which point, the consultants will provide specific recommendations about how these challenges will be continually addressed. This will ensure that hospital is able to respond to the needs of patients and staff members by: objectively looking at different challenges they are dealing with. Once this occurs, it means that the facility can be able to evolve with the transformations that are taking place inside the industry. (Bardick, 2002)
Clearly, California Hospital Medical Center has a number of ethical and legal issues. The most notable include: the loss of customers, increasing negative perceptions and a bureaucratic structure (which is contributing to a sense of indifference). These problems are troubling, because they can increase in: the regulatory and legal risks that are facing the hospital. This means that the odds improve that there will be higher costs for: medical malpractice insurance and a reduction in the quality of care. Once this happens,...
This is the point that it will no longer be economically viable to keep the hospital open.
To address these issues, a new approach must be taken that will use a number of resources including: understanding the causes of the problem and giving staff members' reasons for wanting to change. These elements are important, because they will help the administration to know why the situation is occurring and how it can be changed. At which point, they can be able to use these resources as leverage to transform the operating environment inside the facility.
To ensure that this strategy is working, we will use outside consultant to pose as customers and staff members. Their purpose is to identify weaknesses and make recommendations about how these issues can be addressed. These different elements are important, because they are showing how this approach will create lasting change inside the facility by: objectively understanding and adapting to these problems. This will allow the hospital to evolve with these changes over the course of time.
Bibliography
Drug Errors Common in U.S. Hospitals. (2011). American Chiropractic. Retrieved from: http://www.americanchiropractic.net/medical_statistics/Drug%20Errors%20Common%20in%20U.pdf
Bardick, T. (2002). Role of External Management Consultants. Clinical Leadership, 16 (5), 281 -- 286.
Brown, M. (1992). Physicians and Management in Health Care. Gaithersburg, MD: Aspen Publishers.
