Read the case study Patient Safety at Grand River Hospital & St. Mary’s General Hospital in your Learning Resources.Conduct an analysis of the case and write a 10- to 12-page (excluding title page a

******* ****** AT ***** ***** HOSPITAL *** ST ******** GENERAL HOSPITALSTUDENT’S NAMEINSTITUTION’S ***************** ******** OF ************************* **** *** ******* ** Ashok ****** *** **** ******* ***** *** close *********** ** Prof Murray ****** *** ******* ***** **** **** ***** *********** for ***** ********** rather **** ********** ** ******** ** ********** ************* of the ********** ************* Pseudonyms **** been **** ** **** **** ***** ** uphold confidentiality ** the ******* involved in the caseThe ***** ** about * study **** ********* ** two ********** ** Mary’s General ******** *** ***** ***** ******** ** ******* ***** River Hospital( **** ** *** ** *** ******* ********* ********* ** ******* **** over **** ***** ******* working ******** to ******* ******* healthcare ******** ** the large ********** of in-patients and out-patients seeking ******* ******** The organization’s ****** ********** ** provision ** **** ******* care ******** ******* *********** *** innovationSt Mary’s ******* ******** ** *** **** has **** * ***** healthcare service ******** ** ********* *** over ** ***** The ******** ******** **** **** admissions ******** with *** ******* ** over **** ******* ** ***** *** ******* **** ********** ************ *********** techniques ***** ** ******* *** **** ** implementing **** **** 1000 ********** ************ ** a ********* period *** ****** General ******** ******* Sharma’s ideas reflect ** new mechanisms ***** *** ** ******* at ***** ***** ******** *** ** ******** ******* ******** ** ******** incidents of ******* errors and uphold patient ****** ** seeks ** ******* * ****** culture at the ******** ******* ************ ***** members’ professional ******** ******* *** early ********* of ***** ** ******* ****** within *** healthcare organization patient ****** ** *** to ** ***** ************ ******** ******* ********** *** ******** **************** ****** *** ******** ** *********** ******* ** *** use of ************** plans ** ******* ** *** These ****** have **** linked ** incidents ** patient ****** *** ******* ****** ********* ** ** Sharma ** ******* ***** ** *** ***** causes **** ** patients following ******* *********** rather **** *** ********** ******* condition ****** ********** ** ******* errors *** ******* ****** **** **** ********* to ** ***** ** ***** in ****** ****** ***** ********* ** ****** ******* ***************** ****** healthcare organizations is ****** ** *** **** ***** ** ******* errors *********** suggest that ***** to 10 percent ** ******* errors ****** ** adverse *************** the ******** ** ********* **** ** ******* ****** ** ******** ******** ******** have ******** ** **** ******** ******* their ********** providers ******* safety ************ **** **** ******** *** ************* of *** National ******* ****** Foundation ****** in **** **** foundation ******* ******* ****** ** spearheading the ************** ** the *** aims ** patient ****** *** *** **** ******** timelessness equity ********** ******************** ****** *** ************* ********* ** Institute of Medicine (2009) ******* ****** ** * systemic ************** *** not * ******* **************** ********** ************** This ***** **** *** health ************ *** liable *** *** ******** ** patient ************* ****** ******** * ******** and ******** ******** ** institute *** ********* ********** **** ********* patient ****** ********* ************ ********** ********** ********* *** ******* errors ********* ** ******* ****** *** adverse ****** ** ************ ** ******** ******* ********* *** *********** of the ******* ******* ****** standards ************** ****** a healthcare *********** *** ******* to detect ************** flaws **** flaws *** include; ********* pressures ********** ********* **** ************* ******* ************ ************** ******** *** ******** errors ******** most of *** ***** *** hypothetical * ********* ******** ** ********* ** ****** ********* ** ******* ********* ******** ******* ****** ********* ****** *** *********** ** 2003 ** ****** ****** as a ******** *** ******* ************ **** inspires ************* ************ ** ******* *** ******* safety across the ********** ******** ** ****** *** institute *** ****** ** implement ************** practices ** * *** ** promote ******* safety and ******* *** ******* ** ******* care services Apart **** ************** ********* the ********* also ******** partnerships ***** ********** stakeholders These ************ *** ******** to bridge *** gap ******* ******** and ********** CPSI *** also intensified ******* ***** ** ******* ********* communications ****** and across ********** ************************ the ********* *** **** *** *** ********* ********* needed for ******* *********** ********* to all physicians ***** ********* ******** medical ********* ***** ******** *** ********* information ******* ******** *** healthcare ******** *** Canadian ******* ****** ********* ******* **** *********** clinicians *** ********** ************* ** ensure ******* improvement ** ******* **** services ***** all *** ********* ********** success It **** **** ** ******** stakeholders ** ************* improve *** ******* of ******** **** ***** ** the ****** **************** **** ******* ******* ******************** ** Dr ****** Chief ** ***** at Grand ***** ******** *** ** ******** ******* hospital ********* improvements have ** ** *********** ** an ************** level ****** **** ** departmental ****** ** necessitated adjustments ** the organizational structures of *** hospitals ***** included ************* ** leadership *********** ****** insisted that ********* ** medical ********* ****** ** ***** ** ***** ****** **** **** experience ***** ** **** recommended the ********* of patient ****** ************** ** job ************ of ************ managers **** ******** *** ***** ***** ******* ** *************** ******** ********** Center ********* ******* ***** ******** and ******* workshops ************ in ******** *** ************* ****** *** ********** ************* *** ** ** made ** ******* ******* satisfaction ********* no ***** that *********** ******* ********** ********* ******* efficiency and ******* in ******* ******** *** **** ******* ****** *********** *** adverse ****** which ****** **** poor ************* ******* and ************* ******* * three-day intersession ** ******* safety ****** this in mind ** ****** recommends *********** of ******** *** ************* *********** ****** *** ** ********* ******* **** ******** programs *** ******** ********* communication ** ******* *** **** ********* **** ***** ****** for *** ******* ** every ************ ******** failures ****** ***** ***** Hospital *** ** Mary’s ******* Hospital have often **** ********** ** *********** ************* ****** ****** *** ************* ***************** ************** are ********* in *** ********* of ******* ******* **** ******** within *** ********** institutions ( ***** 2003)The ***** ** ***** ** ***** ***** Hospital *** ** Mary’s ******* Hospital ******** **** necessary improvements in ******* ****** *** ******** This *** ** achieved by adoption ** true safety ******* **** an ************** ***** ** ********* ****** The ********** ************* **** often ************* the ********* ** ******* ****** resulting **** ******* ****** ** * *** ** uphold ***** ********** and ***** ************ criticismHowever ************* *** ********* ** *** ***** from victimization *** ***** ******** ***** ** the *********** **** ******* ***** ******* ****** Reporting *** actual incidence ***** ** ******* errors *** ********** ******* ****** to ***** ****** ***** to ********* the ********* ********** ** improve ******* ****** ********* ****** *** *************** *** *********** THAT ******* ***************** ** ******** *** ************* ******* *** ***** ** *** ** **** among patients ** ******** **** ************* ****** **** often resulted *** **** ** **************** harm ** ****** ********** *** *********** ******** **** ** ***** *** procedures **** by ********** errors **** ** medication ****** among ****** These adverse events *** preventable ***** **** result **** **************** and ******* teamwork ****** ***** ***** ******** and ** ******** ******* Hospital *** stakeholders ****** ***** ************* ********* ******* ***** to ******* ********* ************* and ******** ************* skills *** be acquired through ********** ******** *** ******** Teamwork ****** ** *** other hand *** ** acquired ******* ************ ******** *** *********** ***** ** foster *********** among ********** ***************** safety may ** ******** ** ************* of patient ****** ******* ** *** **************** ********* ************ This *** ** ******** ******* *** implementation of ************** ********* ****** healthcare ************* *** **** evidence-based ********* *** ********* **** ************** ******** ******** deemed ** promote ******* *********** ** patient **** ******** Dr ****** also emphasized ** the need ** formalize ********** ******************** ***************** ******** *** communication ****** ****** patient ****** *** ********* ******* improvement ** *********** ******** ******* ****** ********* **** **************** *** ** ********* ** ******* ********* communication ********** ****** *** ******* ************ Preventable ******* ****** ***** avoid corporation *** ********* communicationPatient ****** *********** ******* *** ***** ********* resulting **** medical ****** This ***** also ****** *** ****** ** civil lawsuits ******* ********** ******* providers due ** ************ ********** and malpractice ******** ******* ****** ***** **** cause * ***** **** **************** ******* ** evidence-based ******** funding and ******* *********** ******* *********** *** improve the access ** ******** services and ****** *** average **** **** ******** ************** ** evidence-based practices *** improve the recovery ****** ** ******** and ******** the *********** ** diseases ** more *********** ***** ***** **************** **** FRAME *** **************** ******* rate of *** ********* ********** and improvement may ** ********* **** * ********** ****** ** ******** ***** ************* This can ** **** with ******** to ******* ****** ************** **** ****** over * ********** ****** **** time ***** ** *********** ***** ** ************ *** *** ******* ******** *** ******** ***** may ********* *** ********** ** ***** *** ********* *** ******** *** be necessitated ***** ***** ***** of implementation of *** ********** ***** ** improve patient ****** standards and quality of ********** ******** ** well ************************ of ************** ********* within healthcare ************* *** ***** ***** ******* **** *** ***** ****** ******** suggests **** the **** ********* strategy ** ******* *********** is the implementation ** *** **** evidence-based practices ****** ********** ************* ** the ****** ******** ***** from ******* improvement evidence-based ******** *** ensured *** patient ****** standards ***** ******* *** ******* ******* adverse ****** ******* ****** *** may ** ********** to professional ********** ************ ** systemic ****** ** ********** ********** Medical ****** *** ******** of pre-planned actions ** the *** of unconventional to ******* ** *** ***** ****** **** been ****** to ********* of patient ****** *** adverse ****** Systemic ****** ******* *** *** of ******* ****** ***** *** cause **** ** ******** ** ******** ***** ****** *** be prevented ******* restructuring ** * healthcare ********************* to ****** ******* ** ******* event is *** which causes harm to ******** following medical *********** ****** **** *** underlying ******* ********* ****** ********** ** ******* ****** *** adverse ****** **** been ********* to ** ***** ** 98000 in United States ***** ********* ** ****** ******* ***************** ****** ********** ************* is ****** as the **** cause ** ******* errors *********** suggest that ***** ** 10 ******* ** medical ****** ****** ** ******* eventsNecessary reforms in ******** and ************* ****** the ********** ************* **** to be *********** to ******* patient ************ ** is ***** **** *********** ******* ********** ********* ******* ********** *** ******* ** healthcare service administration The **** ******* ****** illustrated the ******* events ***** ****** **** **** ************* ******* and ************* ******* a ********* intersession on ******* ****** Having **** ** mind ** Sharma ********** ************* ** ******** and ************* ************** *** communication (T & C) skills *** ** ********* ******* team building programs and ******** ********* ************* ** ******* *** **** ********* **** ***** ****** *** *** ******* of ***** ************ ******** ******** ****** Grand ***** Hospital *** ** Mary’s ******* ******** have ***** **** attributed ** *********** communication ****** within the organizations ***************** ************** *** ********* ** *** ********* ** quality ******* **** ******** **** all healthcare *************************** ****** *** **** Hobbs ******** *********** Error: A Practical Guide Ashgate ********** ******* ********** ** ************* ** ******** (US) To *** ** ****** ******** * Safer ****** ****** National ******* Press Washington ** ****** ******** General ******** “Policy & Procedure ******** ********** ** ******** ******************* April 12 ******

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