that action items may be assigned
to management personnel.
• Get feedback. Use formal
methods to provide feedback to
frontline providers to ensure the
appropriate buy-in from all levels
of the organization.
• Measure. Evaluate whether
rounds are effective in improving
the organization’s culture.
When participating in Safety
Leadership Rounds, surgeons
may want to consider asking
or being prepared to answer
the following questions:
•Have there been any near-misses
that almost caused patient harm?
•Is there anything we can do to
prevent the next adverse event?
• What specific intervention from
leadership can make the work
you do safer for patients?
•How are you engaging patients
and families in their care?
Once Safety Leadership
Rounds are established and
implemented, it is important
to assess their impact on the
safety culture. An article in
the July 2014 issue of The Joint
Commission Journal on Quality
and Patient Safety details how
England’s National Health
Service found variations in the
implementation of Walk Rounds,
potentially mediating their
impact on safety culture.
In the study, safety
modification and expansion of
WalkRounds, and the authors
contend that such deviations risk
replacing the main objectives of
rounds as a form of surveillance
that could alienate frontline staff
and produce fallible insights.
They also suggest that leadership
should attempt to ensure that
WalkRounds adaptations align,
rather than conflict, with the
intervention’s model of change.*‡
As Safety Leadership Rounds
continue to evolve, surgeons
can work with leadership to
ensure that rounds continue
to promote an institution-wide
safety culture and improve
patient safety and quality of care.
For more information on
Safety Leadership Rounds, access
Patient Safety Initiative: Hospital
Executive and Physician Leadership
Strategies, a complimentary
guide from the Joint
Commission Resources’ Hospital
Engagement Network available
A LOOK AT THE JOINT COMMISSION
*Joint Commission Resources Hospital
Engagement Network, Patient Safety
Initiative: Hospital Executive and Physician
Leadership Strategies. Oakbrook, IL: Joint
Commission Resources; 2014; 9.
‡Martin G, Ozieranski P, Willars J, et
al. Walkrounds in practice: corrupting
or enhancing a quality improvement
intervention? A qualitative study. Jt Comm
J Qual Patient Saf. 2014; 40( 7):303-310.
During Safety Leadership Rounds, informal conversations
occur between leadership and staff about safety issues
within the institution. Surgeons can use Safety Leadership
Rounds to demonstrate a commitment to safety and
teamwork and to identify opportunities to improve the lines
of communication across all levels of the organization.