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Measuring and managing the economic impact of disruptive behaviors in the hospital
Author(s) -
Rosenstein Alan H.
Publication year - 2010
Publication title -
journal of healthcare risk management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.221
H-Index - 16
eISSN - 2040-0861
pISSN - 1074-4797
DOI - 10.1002/jhrm.20049
Subject(s) - compromise , variety (cybernetics) , action (physics) , quality (philosophy) , patient safety , call to action , process (computing) , business , psychology , health care , medicine , marketing , computer science , political science , philosophy , physics , epistemology , quantum mechanics , artificial intelligence , law , operating system
Disruptive behaviors have been shown to have a significant negative impact on staff relationships, team collaboration, communication flow, and patient outcomes of care. They can be a major factor in contributing to the occurrence of adverse events that compromise quality care and patient safety and can put the patient and organization at increased risk. Whereas organizations generally are not reticent to make system enhancements designed to improve patient safety, they are more reluctant to address human factor issues such as disruptive behaviors for a variety of reasons. This article presents a 10‐step process for addressing both the economic and quality impact of disruptive behaviors in an attempt to stimulate a call to action.