to quality and high reliability,
and this was a wonderful
chance to have a facilitated
conversation with real-time
answers to important questions
and come to a consensus.”
Dr. Schreiber also said that
she wondered how the frontline
staff would have answered
the questions in the survey.
“Oro 2.0 is designed
for leadership, but I think
posing the same or similar
questions to frontline staff
would provide another level
of valuable insight,” she said.
Surgeons see firsthand
the results of preventable
harm caused to patients; as
such, they are a group that
can help champion the high
reliability cause at their
organizations by encouraging
leadership to use Oro 2.0.
Dr. Schreiber said she would
recommend Oro 2.0 to other
organizations. “This was a great
opportunity to safely assess the
culture of the organization as
it pertains to quality and high
reliability, including the key
components of improving our
performance and our value to the
customer, our patients,” she said.
“I suspect most organizations
will find they are at mixed
levels of readiness—from
‘beginning’ to ‘advancing’—
and no organization in health
care has likely achieved full
high reliability. So, there are
opportunities for all to learn.”
For more information
about Oro 2.0, visit the
Center for Transforming
Healthcare’s website at www.
centerfortransforminghealthcare.
org/ oro.aspx. ♦
Disclaimer
The thoughts and opinions
expressed in this column are
solely those of Dr. Pellegrini and
do not necessarily reflect those
of The Joint Commission or the
American College of Surgeons.
“The most valuable part of the assessment was the conversation
itself,” Dr. Schreiber said. “It is not often that most leadership
groups take the opportunity to step back and assess culture as it
relates to quality and high reliability, and this was a wonderful
chance to have a facilitated conversation with real-time
answers to important questions and come to a consensus.”
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