HRO Healthcare Coursework Example

Applying HRO Concepts in Healthcare
High Reliable Organizations (HRO) are institutions which operates in domains of complex and high risks environments to reduce the number of anticipated accidents. Concepts of HRO is attractive in health care as there are risks with significant or potential catastrophic consequences in case of occurrence of failures. Usually, high-reliability principles go beyond useful standardization of healthcare processes and get considered as an environment of collective mindfulness. In other words, it is where employees, physicians, caregivers, management and other stakeholders identify problems before they present substantial threats to patients.
One crucial point I find about HRO concepts in healthcare is that; implementing HRO model and evidence-based practices in hospitals or clinics result in health improvements. The achievements are observed in outcomes such as effectiveness, culture or efficiency of an organization, quality customer satisfaction, documentation, and compliance. The HRO model enables physicians to practice leadership and designs an institution in preventing problems. The model of HRO is a mission which need be shared as a common destiny by physicians, to address healthcare needs and expected future requirements (Mckee, 2016). High Reliable Organization functions to recognize and trace small errors before they can induce great harm to people. The process of integrating HROs concepts in healthcare facilities include evaluating, designing, educating, incorporating methods and collecting data.

During evaluation, teamwork, a culture of safety services delivery gets objectively or professionally assessed by employing critical reporting and right assessment tools. Instructional programs are applied by encouraging professional to professional interaction and research methods to improve HRO theory and practices.
Another interesting point is that teamwork is an essential HROs component since it cannot achieve excellent reliability when members are not efficiently engaged. Team members have specific duties or role which they perform interdependently sharing a common goal. Usually, individuals working in health environments must possess quality attitude, knowledge and skills to deliver better care. Leaders and staffs in these organization are trained better techniques that would help enable situational awareness and facilitate effective communication to improve a culture of safety (Mckee, 2016). For example, power industries and commercial aviation have allowed high preventable death rates by appropriately utilizing best reliable concepts. Through teamwork, few or no mistake are made unlike when the physician works individually, and it gets sustained by commitments from each member. One characteristic of HRO is that it is hypercomplex in that there are extreme varieties of interdependent components, levels or systems in the procedures like the command hierarchy. The successiveness of the organization thus accounts for teamwork effort.
Another relevant point to understand is that HRO concept operates with guiding principles like a preoccupation with failure and sensitivity to an operation. Reliability organization typically employs a system of thinking to design for safety, being keen on awareness of its emergent. Every team member in an HRO thinks about the potentials for failure by understanding that risk emerges regularly form unimagined situations (Mckee, 2016). HRO team realizes that their task is complex and dynamic, thus seek the underlying explanations to create an environment that recognizes problems early enough. In that way, it helps respond immediately to the situations, preventing catastrophic outcomes. The effort to develop HRO can be attainable in health care using cultural and managerial strategies like employing a six-sigma method. The approach looks into stages of defining, measuring, analyzing, improving and controlling healthcare services as a model which offers team support and performance I health organizations.

Reference
Mckee, A. P. (2016). Physicians Lead the Way in Transforming Healthcare. Frontiers of Health Services Management, 32(3), 33-38.