question below

Health Care Errors
Student’s Name
Institution Affiliation
Health Care Errors
Medical errors are part and parcel of all medical profession and the best measures and practices put in place to minimize them is vital. Poor systems are often termed as the root causes of medical errors. Managers have the capability of effecting change on health workers in an attempt to reduce the errors. Active communication by a manager when responding to a reported error is a positive step towards the successful handling of an issue. By engaging the health worker and making the interaction personal, the chances of repetition of the mistake is minimum. The worker will also be motivated and build a rapport with the manager thus guaranteeing a stronger working relationship.
The manager should provide room for both individual and group feedback when responding to a reported case and not just make final decisions. Workers should be able to explain or be remorseful about an error that occurred and give suggestions to help evade the same mistakes in future (Porter-O’Grady & Malloch, 2011). This gives them a platform to admit mistakes without fear, and thus others learn from these mistakes and reducing total errors in the long run. Exercising positive recognition strategies enables medical practitioners to feel safe while admitting mistakes. They also ready to accept the consequences and to adapt to the corrective actions and interventions implemented.
The recovery process is promoted by training the employees to equip them with the required knowledge on current trends.

Managers also gain skills to effect behavioral change on a grand scale. Setting goals and targets by practitioners is based on the right path during the recovery process. Patient safety is mainly emphasized in setting the goals consequently reducing the number of errors (Porter-O’Grady & Malloch, 2011). Feedback on progress and challenges on weekly or monthly basis helps the recovery process by gauging the effectiveness of the measures taken.
Quantum leadership is where an organization is seen as a component of different parts and agents that are interconnected. These elements are dynamic, independent and cannot be whole without every component in place. This leadership thus recognizes all the professionals involved (Porter-O’Grady & Malloch, 2011). Traditional leadership is where the organization is centralized and hierarchical, and the parts are all aimed at achieving common goals. They are orderly and organized and do not tolerate fluctuations or modifications of its components. The parts of the traditional systems have boundaries and limitations that are restricting them, unlike the quantum leadership that emphasizes free and unlimited interaction for maximum output.
References
Porter-O’Grady, T., & Malloch, K. (2011). Quantum Leadership: Advancing Innovation, Transforming health care. Burlington, MA: Jones & Bartlett Learning.