Beneath, Beyond Burnout: Solving for Causes.

This article offers a different perspective of the current crisis in health care-burnout that is causing medical errors, disengagement, and economic chaos and forcing talented, experienced health care professionals to leave their institutions or their chosen professions altogether. The lack of meaningful impact lies in the focus on treating problems observed rather than on system issues underlying the more overt symptoms of burnout and attrition. The system within which health care workers perform impacts their capacity to consistently deliver high-quality care. Existing systems and structures often yield undesirable results, and harm individual workers. The authors explore strategies that focus on understanding and responding to the causes impacting staff and organizational performance. Lack of application of continually evolving evidence from numerous intersecting fields of neuroscience leads to the design of work systems that cause trauma and moral injury or that exacerbate original early life trauma, reducing the capability to operate successfully in the complex environments in which we work and live. It also leads to incomplete, insufficient, and, at times, outmoded systems of support for the well-being of all within the system. Too often, burnout results. In contrast to problem-solving, cause-solving requires holistic approaches to understanding interactions of system components. The authors will put forth a road map for creating components of a healing ecosystem that support trauma-informed and system-wide transformation. Recognition leads to commitment to systemic transformation toward a more healing system for all. Long-term, system performance cannot be sustained, nor organizational needs met, when people in the system are distressed.

Using the Targeted Solutions Tool® to Improve Hand Hygiene Compliance Is Associated with Decreased Health Care-Associated Infections.

BACKGROUND: In 2010 Memorial Hermann Health System (MHHS) implemented the Joint Commission Center for Transforming Healthcare's (the Center's) Web-based Targeted Solutions Tool ®(TST ®) for improving hand hygiene through-out its 12 hospitals after participating in the Center's first project on hand hygiene, pilot testing the TST, and achieving significant improvement for each pilot unit. Because hand hygiene is a key contributing factor in health care-associated infections (HAIs), this project was an important part of MHHS's strategy to eliminate HAIs. METHODS: MHHS implemented the TST for hand hygiene in 150 inpatient units in 12 hospitals and conducted a system wide process improvement project from October 2010 through December 2014. The TST enabled MHHS to measure compliance rates, identify reasons for noncompliance, implement tested interventions provided by the TST, and sustain the improvements. Data on rates of ICU central line- associated bloodstream infections (CLABSIs) and ventilator- associated pneumonia (VAP) were also collected and analyzed. RESULTS: Based on 31,600 observations (October 2010- May 2011), MHHS's system wide hand hygiene compliance baseline rate averaged 58.1%. Compliance averaged 84.4% during the "improve" phase (June 2011-November 2012), 94.7% in the first 13 months of the "control phase" (December 2012-December 2014) and 95.6% in the final 12 months (p < 0.0001 for all comparisons to baseline). Con comitantly, adult ICU CLABSI and VAP rates decreased by 49% (p = 0.024) and 45% (p = 0.045), respectively. CONCLUSION: MHHS substantially improved hand hygiene compliance in its hospitals and sustained high levels of compliance for 25 months following implementation. Adult ICU CLABSI and VAP rates decreased in association with the hand hygiene compliance improvements.

Memorial Hermann: high reliability from board to bedside.

BACKGROUND: In 2006 the Memorial Hermann Health System (MHHS), which includes 12 hospitals, began applying principles embraced by high reliability organizations (HROs). Three factors support its HRO journey: (1) aligned organizational structure with transparent management systems and compressed reporting processes; (2) Robust Process Improvement (RPI) with high-reliability interventions; and (3) cultural establishment, sustainment, and evolution. METHODS: The Quality and Safety strategic plan contains three domains, each with a specific set of measures that provide goals for performance: (1) "Clinical Excellence;" (2) "Do No Harm;" and (3) "Saving Lives," as measured by the Serious Safety Event rate. MHHS uses a uniform approach to performance improvement--RPI, which includes Six Sigma, Lean, and change management, to solve difficult safety and quality problems. RESULTS: The 9 acute care hospitals provide multiple opportunities to integrate high-reliability interventions and best practices across MHHS. For example, MHHS partnered with the Joint Commission Center for Transforming Healthcare in its inaugural project to establish reliable hand hygiene behaviors, which improved MHHS's average hand hygiene compliance rate from 44% to 92% currently. Soon after compliance exceeded 85% at all 12 hospitals, the average rate of central line-associated bloodstream and ventilator-associated pneumonias decreased to essentially zero. CONCLUSION: MHHS's size and diversity require a disciplined approach to performance improvement and systemwide achievement of measurable success. The most significant cultural change at MHHS has been the expectation for 100% compliance with evidence-based quality measures and 0% incidence of patient harm.

Proactive error prevention in the intensive care unit.

Care provided in the ICU accounts for nearly 30% of acute care hospital costs and, with the aging of Americans, there is an increased demand for critical care services [1]. Critical illness reduces an individual's physical resilience. Minute-to-minute care decisions and interventions mean life or death during this acute disease phase. Critically ill patients have limited ability to defend themselves from the consequences of health care error. This patient population has the least ability to communicate symptoms to health care providers. The risk of adverse events caused by medications or equipment malfunction is higher because patients in the ICU receive twice as many medications as patients in general care units [2] and often require mechanical support of normal body functions, such as breathing, eating, and eliminating body waste. Consequently, the patient in the ICU has a higher exposure to medical error than patients in other areas of the hospital.