Frances Ballentine, RN, MSN, VP for Nursing Services, has a problem. A recent Jo

Question

Frances Ballentine, RN, MSN, VP for Nursing Services, has a problem. A recent Joint Commission inspection found several deficiencies at her hospital, including incomplete reporting of medication errors. The CEO gave her six months to fix this situation. Frances, who had been on the job for less than a year, already knew that the reporting of medication errors was problematic. She often found it difficult to complete her own monthly report on the number and causes of medication errors. She did not receive timely incident reports from every department, and many times these reports were incomplete. She also suspected that some incidents were going unreported. In her investigation, Frances learned that although there was a clearly defined process (Figure 17-8) in the procedure manuals that each floor used, the process seemed to be inconsistently applied when a medication error occurred. She also knew that there were some other issues but could not pin them down without some additional investigation. From her observations, she estimated that 20–30% of medication error incident reports were not completed correctly, not completed on a timely basis, or not completed at all. The next step of her investigation was to discuss the situation with the director of quality improvement (QI), Ally Ray. Together they agreed it would be worth creating a QI team to study the current work process of “reporting medication errors.” The discussion ended with Ally asking Frances to put together the necessary information to present to the hospital’s quality council for approval of the QI project. In the next quality council meeting, the Medication Errors Quality Improvement (MEQI) project was approved. The initial meeting of the MEQI project team consisted of representatives from the pharmacy and the six hospital units (north, south, east, west, northeast, southeast) who were knowledgeable about the reporting of medication errors. The meeting was devoted to training on basic TQM/CQI principles and tools. The group decided to use the FOCUS-PDCA framework as their guide for completing the MEQI project. The group had clearly completed the first two steps: F (Find a process to improve) and O (Organize a team that knows the process). IN A 4 PAGE TYPED DOUBLE SPACED WRITTEN REPORT: REVIEW THE CASE STUDY AND ANSWER THE FOLLOWING QUESTIONS: 1. Identify the problem or problems--what were they be specific? 2. Who did the CEO assign to "fix" the problem? 3. What did that person discover? 4. What process was used to investigate and correct the problem? 5. Was the problem corrected immediately? If not why not? 6. If you were advising Ms. Ballentine describe two or three solutions you would suggest she implement to correct the problem. 7. Was there a motivational problem? If yes describe 8. Was there a leadership problem? If yes describe.

Explanation / Answer

1.The riddle in the state of affairs is short citations and criminal leadership of Frances Ballentine everyplace she is incapable to thorough knowledge the subordinates and have over them to carry out the minutes of health errors.

2.CEO assigned Ms.Frances Ballentine to put in the problem.

3. Ms. Frances Ballentine exposed that near is criminal documents and the not whole exposure of checkup errors.

4. The course of action was calculated systematically to scrutinize and so therefore the obstruction comes to their notice. Frances Ballentine in alliance with the director of characteristic Improvement, Ms.Ally spark bring into being a manage to get well and fashioned a players that knows the process.

5. The poser was not corrected the instant but a lineup was shaped to drudgery on the upgrading of the process.

6. In harmony to approved the problem, the complete the employees members hsould be instructed to entire the minutes of medicinal errors absolutely and not to run off any justification of health mistake unnoticed. A tem must be bent to supervisor the exposure of health check errors consistently and to drive on the same.

7. in attendance was a motivational crisis as the force was not motivated as much as necessary to execute their duties reliably as nearby was no rewards and remembering to carry out the duties properly.

8. at hand was a leadership difficulty as Frances Ballentine was not bright to order the organization to details the checkup errors peoperly and to deposit the intact documents complete.

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