Accountable Culture at the Hospital Workplace

Taking responsibility for occurrences related to one’s work performance is an essential part of professional life, as it indicates both honesty and integrity that stems from a desire to better one’s work ethic. In medicine, the accountability of healthcare specialists is an essential prerequisite to increasing the quality of provided care through the integration of central principles into everyday practice (Studer, 2014). Thus, recognizing the positive attempts within one’s workplace environment is a crucial part of furthering accountable culture.

In my current work experience, there have been several efforts to advance the efficiency of personnel on a facility-wide basis. The hospital has successfully implemented three patient identifiers across its territory. This reduced the misidentification of clients and instilled patient safety measures that aim to prevent falls and other potential injuries. Thus, the facility upholds the necessary “consistency in behaviors and processes” that are crucial to creating a widespread culture of workplace responsibility (Studer, 2014, p. 201). Having identified the issues with previous practices, the hospital has implemented evidence-based tactics that improve the quality of care, as well as reduce the number of errors and patient-sustained injuries through, for example, hourly rounding. The integration of these practices on an essential, “100 percent of the time” basis, further permits creating a better environment both for working personnel and admitted patients (Studer, 2014, p. 205). Thus, mandatory client checks and preventative measures uphold accountability as a culture in my workplace.

The idea behind the implemented measures is to reach for the attainment of ultimate patient satisfaction with each admitted client. Their essentiality furthers the idea that all staff members are equally responsible and engaged, as well as measured indiscriminately against a preset rubric, which allows cultivating a professional work ethic and an indispensable team spirit. A team that is engaged in their job and ready to take responsibility for their actions is, thus, the central point of attempting to provide a better, evidence-based healthcare experience.

Reference

Studer, Q. (2014). The culture connection: Hardwiring consistent quality delivery. In M. Joshi, E. R. Ransom, D. B. Nash, & S. B. Ransom (Eds.), The healthcare quality book: Vision, strategy, and tools (3rd ed., pp. 193-207). Chicago, IL: Health Administration Press.