MGMT534

040736

The emphasis on value-based care has lead healthcare payers, providers, and organizations to place increased focus on patient safety and quality. This increased focus has not lead to zero patient harm. Estimates of people dying as a result of healthcare errors range between 400,000 and 600,000 annually. The Agency for Healthcare Research and Quality has recently reported some progress in this area, but more work remains to be done. We still see adverse events and our hospitals are often not as reliable or safe as we would like them to be. This gap has been blamed on the complexity that exists in healthcare. As the complexity of healthcare continues to increase, how can we overcome this gap? Many healthcare organizations are utilizing the principles of High Reliability Organizations to answer this question.

This course will explore the principles of High Reliability Organizations (HRO's) and apply them to healthcare organizations. We will begin with investigating the need for a paradigm shift in healthcare culture that addresses healthcare reform, value-based purchasing, healthcare regulation and the increased complexity in healthcare that makes it nearly impossible to eradicate all healthcare errors. The course will then explore High Reliability Organization Theory and the driving principles behind it.

Once this groundwork has been laid, the course will explore the term reliability and how to measure it. Leadership, Management and Culture will be examined in the context of creating High Reliability Organizations as well as design and rollout. Finally, this course will explore graphical and statistical methods utilized by High Reliability Organizations and its financial impact.

To achieve the learning objectives for this course lectures, guest speakers, a textbook, additional related articles and websites will be utilized as well as case studies.

GRD - Regular Grades A, B, C, D, E

Graduate