Background to Clinical Risk Management and Root Cause …：背景临床风险管理的根本原因….pptVIP

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * IDENTIFYING KNOWLEDGE AND SKILLS OF MEDICAL LEADERS What knowledge and skills do medical leaders require to support a robust clinical governance system? What behaviour should they display? How can they acquire the skills and knowledge? What strategies do we put in place to support this and to overcome the barriers? Dr Lee Gruner Management for Clinicians 2008 * Overcoming the barriers Building systems and processes: Reporting Implementation of change following analysis of incidents Appropriate committee structure Appropriate policies Feedback systems Dr Lee Gruner Management for Clinicians 2008 * Success of Clinical Governance depends on: Educated and committed leadership A vision of what Clinical Governance will deliver in the context of organisational strategy Education of key staff Provision of appropriate resources – people/ time / funding A working coordination mechanism with appropriate systems- data/ reporting/ feedback/ policies A change management environment Dr Lee Gruner Management for Clinicians 2008 * Overcoming the barriers Education and training Structured education program Adequate resources for education Management led education of all staff Leadership Education of Board and executive Involvement of executive to drive the process Appropriate resources Dr Lee Gruner Management for Clinicians 2008 * Overcoming the barriers Resistance to change: Develop staff champions Adopt a change management approach Openly address the culture of blame Positive reinforcement of change Reward and recognition systems Dr Lee Gruner Management for Clinicians 2008 * Major implications in introducing clinical governance Development of leadership skills and knowledge amongst clinicians. Development of mechanisms to ensure the audit loop is closed - to ensure that change in clinical practice takes place in the light of audit, research, evidence, risk management and complaints fi