Think back to an organizational challenge or decision in your company (or in one that you wish to research)
Using Problem Solving to Address Challenges
Leaders of organizations are charged with solving problems every day. Think back to an organizational challenge or decision in your company (or in one that you wish to research). This should be a decision that the organization\’s leaders made. Address the following in a paper:
- Provide a brief history/background of the organizational challenge.
- Explain how the problem was resolved, using the steps from the problem-solving process presented in this module. If certain steps were skipped, name them and explain why.
- Consider how you/the organization might have approached the problem differently. Again, use the steps from the problem-solving process.
- Hypothesize whether the approach might have had a different outcome.
- Your paper should be 4-5 pages in length, not counting the required title and references pages.
Expert Answer and Explanation
The healthcare setting is continuously changing to incorporate more functionality and roles that nurses have to play to improve their overall performance. The demand for health is constantly increasing and the need for the facility to meet these demands is also on the rise. With the high rise of everything and the struggle of the facility to meet these demands, there are challenges that the institution is likely to face that can negatively impact the concept of medication dissemination (Abbasi, 2016). In the face of adversity, healthcare leaders have to devise various ways to mitigate the prevailing issues and ensure that medical care maintains its quality and the Patients are satisfied with the care that they are receiving. One of the major challenges in my organization is the burden of preventable medical errors that have resulted in numerous cost implications, potential lawsuits, and utilization of unnecessary resources that would have been used to support another patient.
The burden of Preventable Medical Errors
The organization has had an increase with the overall challenge of medical error when the number of COVID-19 patients began to increase. The pandemic which rapidly spread from March onwards affected how nurses and other medical professionals interact with Patients and altered the normal culture of operations (Rahman et al., 2020). The normal interactions between healthcare professionals and patients to improve the medication process reduced with measures being taken to safeguard the lives of the patients. Due to the high number of patients, a limited supply of nurses, and reduced interaction between the nurse and patients as a form of CVID-19 protocol, there was a gradual increase in medical errors within the facility. Some of the main encountered errors include the wrong dosage, misdiagnosis, and delivering medical intervention to the wrong patient (Rahman et al., 2020). The high number of patients led to increasing paper work which overwhelmed the nurses in operations.
The burden is attributed to a number of factors that were observed within the facility. To begin with, some of the nurses were afraid of the issue and resorted to resign or take unpaid leave until the issue was mitigated. The remaining nurses had to work extra hours to combat the increase in the number of patients and meet the expectations or needs of the patients. Nurse burnout, fatigue, and overall exhaustion can be attributed to these medical errors experienced within the facility over the time that the disease has been present (Rahman et al., 2020). Similarly, the fear to get close to the patient and offer a holistic approach to care affects how the diagnosis proves was conducted and the details that were captured from the patient. Nurses were supposed to put on protective and preventive attires which limited the movement, speech synthesis, and physical tests conducted on a patient. The issues provided a major challenge within the facility and it warranted leadership intervention to help mitigate the rising number of medical errors.
Resolution of the Problem
The organization through the leadership and management intervention came up with measures to regulate the increasing number of medical errors. In order to ensure that the problem was existent and emanated from the perceived causes, a select committee was established and tasked with investigating and identifying the problem at hand. The committee was then to offer a report detailing the problem definition, and its implications (Mileder, 2017). Similarly, the committee was expected to conduct a root cause analysis for the potential issues that are likely to course the existing challenges. Some of the potential causes identified include strained nurse-to-patient ratios, fear of the nurses to contract the disease which limits their interaction with the patients, misdiagnosis, dosage errors, and wrong medication.
The deliberation led to the identification of potential solutions to help mitigate the increasing mortality rates and patient dissatisfaction. The committee deliberately on all the possible solutions both major and minor. The solutions were divided into internal and external where the internal solutions focused on the aspects that the organization could do, while the external entities are focused on the factors that are not under the control of the organization but can be mitigated (Mileder, 2017). From the possible solutions. A set of best solutions were selected and included the creation of an effective policy, staff education, adoption of technology to improve interaction while mitigating physical contact, and temporarily outsource nurses to aid with the shortages. These measures are critical to the facility and also improve the overall performance. The committee scheduled a series of events within which the selected intervention was to be implemented. The timeline of events was selected so that it would have little to no impact on the nature of care dissemination (Formica et al., 2018). After the successful implementation results were to be analyzed using feedback from the patients, reduced mortality rates, and an overall reduction in medical errors experienced within the facility.
While the organization effectively used the steps from the problem-solving processes, there are other sections that were not effective and the options that were made did not lead to an effective outcome. For instance, the implementation of the selected solutions did not prioritize urgent interventions, rather implemented all the processes concurrently which led to confusion and increased implementation time (Halpern, Truog, & Miller, 2020). The definition of the problem was attained effectively but there would be proper prioritization of the solutions to have the short-term intervention implemented first to mitigate the urgent and crucial aspects then followed by the long-term solutions. Utilizing a lot of time on long term intervention while the problem is still in progress would not be effective. Similarly, incorporating the aspect of patient safety in the solutions is also a key element that should be implemented within the plan.
Potential Different Outcome
Had the facility prioritized urgent and short-term intervention first, the approach would have had a different outcome than the one that was produced. While the final outcome was effective and solved the issues presented by the entity, it took a much longer time frame to complete (Halpern, Truog, & Miller, 2020). Taking a different approach would have ensured immediate intervention and better outcomes. Nurses would have been provided with important training and sensitized on how to improve their interactions with patients without having to worry about the disease.
The health care setting is one of the most volatile and dynamic sectors in the world. The changing dynamics make it difficult to have policies that are all-encompassing and might affect how the operations are made. Dealing with challenges and healthcare issues requires the intervention of leaders and prompt adherence to better problem-solving mechanisms. Each decision has a potential outcome and a resultant consequence on the patient. Through the use of the problem-solving process, it is easier for the facility to make informed decisions on the best solutions that can be undertaken to mitigate the prevailing issues.
Abbasi, J. (2016). Headline-grabbing study brings attention back to medical errors. Jama, 316(7), 698-700.
Formica, D., Sultana, J., Cutroneo, P. M., Lucchesi, S., Angelica, R., Crisafulli, S., … & Trifirò, G. (2018). The economic burden of preventable adverse drug reactions: a systematic review of observational studies. Expert opinion on drug safety, 17(7), 681-695.
Halpern, S. D., Truog, R. D., & Miller, F. G. (2020). Cognitive bias and public health policy during the COVID-19 pandemic. Jama, 324(4), 337-338.
Mileder, L. P. (2017). Medical error and patient safety in the spotlight. Wiener klinische Wochenschrift, 129(21-22), 852-853.
Rahman, S., Singh, K., Dhingra, S., Charan, J., Sharma, P., Islam, S., … & Haque, M. (2020). The double burden of the COVID-19 pandemic and polypharmacy on geriatric population–Public health implications. Therapeutics and Clinical Risk Management, 16, 1007.