What Other Information Suggests That John Hopkins Medical Center Makes an Effort to Generate Positive Emotions for Employees?
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Although these various individuals and organizations are generally referred to collectively as “the health care delivery system,” the phrase suggests an order, integration, and accountability that do not exist.
Both public and private organizations, such as faith-based organizations, government agencies, educational systems, and health and human services entities were engaged to assess the needs of the community. In total, the extensive primary data collection phase resulted in more than 1,460 responses from community stakeholders/leaders and community residents. The 2016 and 2013 CHNAs served as a baseline to provide a deeper understanding of the health as well as the socioeconomic needs of the community and emerging trends. In order to collaborate with the Baltimore City Health Department and a coalition of Baltimore City hospitals, The Johns Hopkins Hospital and Johns Hopkins Bayview Medical Center accelerated their CHNA process and are providing an updated CHNA in 2018, one year ahead of the three-year cycle required by the Internal Revenue Service (IRS). The 2018 CHNA is designed to be an update to the 2016 report by using similar methodology to build upon the previous work and findings while participating collaboratively with the larger coalition of hospitals. The development of the CHNA and the Implementation Strategy was led by the Office of Government and Community Affairs (Tom Lewis, Vice President), Dr. Redonda Miller (JHH President), and Dr. Richard Bennett (JHBMC President), and involved the contributions of over 1,460 individuals through direct interviews, surveys, and focus groups. Key stakeholder groups included, but were not limited to, community residents, members of faith-based organizations, neighborhood association leaders, health professionals, Johns Hopkins Medicine leadership, and other experts, both internal and external to Johns Hopkins.
Moskop et al4 assert that US health systems are not generally designed to encourage error recognition, reporting, and remediation. Teaching hospitals have focused on the sequelae of errors rather than teaching ways to prevent them or the value of disclosing them (Amalberti R, Auroy Y, 2005). Physicians' training and attitudes place additional barriers to reporting errors. As the gatekeeper for a patient's care, the physician who commits an error, especially one that harms the patient, may feel deep shame, guilt, and a sense of failure. He or she may believe that disclosing the error to the patient will do irreparable damage to the physician-patient relationship and to the patient's trust in the health care system in general. Furthermore, physicians have historically received little or no training in how to communicate with patients and others about errors. Reporting systems have been relatively cumbersome. The process of completing detailed forms, submitting them up the chain of command, and attending meetings and interviews has deterred many health care professionals from reporting all but the most egregious errors. Both institutions and individual practitioners view the threat of malpractice liability as a significant barrier to error reporting (Leape LL, 2002). The disclosure could have a double impact, leading the patient to file suit once informed of the error and providing admissible evidence to the plaintiff's attorney.
Amalberti R, Auroy Y, Berwick D, et al: Five system barriers to achieving ultrasafe health care. Ann Intern Med 142:756-764, 2005
Wu AW, Pronovost P, Morlock L: ICU incident reporting systems. J Crit Care 17:86-94, 2002
Billings CE: The NASA Aviation Safety Reporting System: Lessons learned from voluntary incident reporting, in Proceedings of Enhancing Patient Safety and Reducing Errors in Health Care. Chicago, IL, National Patient Safety Foundation, 1999, 97-100
Leape LL: Reporting of adverse events. N Engl J Med 347:1633-1638, 2002