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Akreditacija zdravstvenih organizacij z uporabo splo\u0161nih zdravstvenih standardov in v zadnjem \u010dasu poglabljanje v zagotavljanje storitev mnogi menijo, da je za\u010detna pot k odli\u010dnosti.\u00a0 Vendar pa se lahko brez sistemskega in sistemati\u010dnega pristopa k organizacijskemu u\u010denju izgubijo \u0161tevilne prilo\u017enosti in upo\u010dasnijo potrebne spremembe. Ne tako dolgo nazaj sem prebral zgodbo o ljudeh, ki so kri\u010dali na pomo\u010d, ko jih je divja reka odna\u0161ala navzdol.\u00a0 V bli\u017eini so bili trije re\u0161evalci. Prvi, mo\u010dan in pogumen \u010dlovek, je sko\u010dil v reko in pomagal utaplajo\u010demu.<\/p>\n
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\u010ce to primerjamo z zdravstvenim sistemom , se je zdelo, da je to nujen primer, ki zahteva takoj\u0161njo pozornost. Drugi re\u0161evalec je menil, da je v vodi preve\u010d ljudi in da bi bilo bolj uspe\u0161no, \u010de bi imeli \u010doln in tako poskrbeli za ve\u010d ljudi hkrati. Tretji je sko\u010dil v vodo in za\u010del plavati po vodi navzgor.”Kaj po\u010dne\u0161? Zakaj nam ne bo\u0161 pomagal”? \u00a0je zakri\u010dal drugi re\u0161evalec. \u00a0“Posku\u0161am ugotoviti, kaj se dogaja vzvodno in zakaj ti ljudje padajo v vodo.” Zdi se, da sta tako pristop ni\u017eje kot vi\u0161je v prodajni verigi prava stvar, vsaj glede na trenutno stanje v zdravstvenem varstvu.<\/p>\n
Vse ka\u017ee , da je pristop utapljao\u010dim po reki navzdol, kot pogledati po reki navzgtorzakaj ti ljudje padajo v vodo.<\/p>\n
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Zdravstvene organizacije \u00a0so kompleksni sistem, kot \u017eivi organizem, ki zahteva nenehne spremembe, da pre\u017eivijo in zagotovijo visoko kakovostno in varno oskrbo. Brez robustnega in integriranega informacijsko-komunikacijskega sistema je skoraj nemogo\u010de izbolj\u0161ati v celotnem obsegu. \u00a0Prizadevanja za izbolj\u0161anje so pogosto kratkotrajna, zato je potrebno mo\u010dno vodstvo z vklju\u010devanjem zdravnikov, medicinskih sester in vsega drugega osebja. \u010ce ste “tisi, ki gleda po reki navzgori”, vam ideja organizacijskega u\u010denja ni tuja.<\/p>\n
Organizacijsko u\u010denje lahko opredelimo kot proces pove\u010devanja znanja in inovativnosti vsakodnevnih delovnih rutin z ukrepi in refleksijo, ki presega usposabljanje, osredoto\u010deno na posameznika (Carroll in Edmondson, 2002).<\/p>\n
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Organizacijsko u\u010denje ima lahko razli\u010dna imena, vendar je proces generi\u010den. V Sloveniji\u00a0 je bilo opisno kot \u00a0“klini\u010dno upravljanje”. \u00a0Cilj organizacijskega u\u010denja je spodbujati kulturo nenhnega izbolj\u0161evanja varnosti pacientov in kakovosti, \u00a0ki jo sestavlja \u0161est na\u010del kakovosti, kar v praksi npomeni \u00a0klini\u010dna uspe\u0161nost s pomo\u010djo na dokazih podprte bzdravstvene obravnave , notranja in zunanja klini\u010dna presoja, ravgnanje s \u00a0klini\u010dnimi tveganji, ravanaje s prito\u017ebami, ocena zdravstvenih potreb, \u00a0nenehno \u00a0izobra\u017eevanje tehni\u010dnih in netehni\u010dnih ve\u0161\u010din, vodenje, kultura odli\u010dnosti in jasna odgovornost.<\/p>\n
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Vsi, ki delajo v zdravstvu, so bili dele\u017eni posebnega usposabljanja za svoj prihodnji poklic, predvsem tehni\u010dnih ve\u0161\u010din, medtem ko se \u0161e sedaj ka\u017ee pomnjklivost zaradi pomanjkanja treninga za netehni\u010dne kompetence. \u00a0Za izbolj\u0161anje kakovosti in varnosti pacientov se v\u010dasih misli, da usposabljanje in kompetence niso potrebne, saj je to \u017ee zapisano v \u010dlove\u0161kem genomu.<\/p>\n
Carroll JS, \u00a0Edmondson AC. .Leading organizational learning in health care. Qual Saf Health Care 2002;11:51-6.<\/p>\n
Robida A. Pot do odli\u010dne zdravstvene prakse: Llubljana: Planet GV, 2009.<\/p>\n
Robieda A. Kako izbolj\u0161ujemo varnost paceintov v Sloveniji. Predstavitev. Portoro\u017e: Planet GV, 2018,<\/p>\n
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\u00a0<\/span><\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n<\/span>","protected":false},"excerpt":{"rendered":" U\u010denje, akreditacija in nenehno izbolj\u0161evanje kakovosti in varnosti v zdravstvu Akreditacija zdravstvenih organizacij z uporabo splo\u0161nih zdravstvenih standardov in v zadnjem \u010dasu poglabljanje v zagotavljanje storitev mnogi menijo, da je za\u010detna pot k odli\u010dnosti.\u00a0 Vendar pa se lahko brez sistemskega in sistemati\u010dnega pristopa k organizacijskemu u\u010denju izgubijo \u0161tevilne prilo\u017enosti in upo\u010dasnijo potrebne spremembe. Ne […]<\/p>\n","protected":false},"author":1,"featured_media":227998,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"Accreditation of healthcare organizations using generic healthcare standards and more recently diving deeper into the delivery of services is considered by many as an initial way towards excellence. However, without a systemic and systematic approach to organizational learning, many opportunities can be lost and necessary changes slowed down. Not so long ago I read a story of people shouting for help when a wild river was draining them downstream. Three rescuers happened to be nearby. The first one, a stout and courageous man, jumped into the river and helped a drowning person. Comparing this to healthcare it looked like an urgent case needing immediate attention. The second rescuer thought that there were too many people in the water and that it would be more effective to have a boat thus attending to more people at once. The third one jumped into the water starting to swim upstream. \u201cWhat are you doing? Why won\u2019t you help us\u201d? the second rescuer shouted at her. \u201cI am trying to find out what is happening upstream and why these people are falling into the water.\u201d\n\nIt seems that both downstream and upstream approaches are the right things to do, at least at the present state of affairs in healthcare. Healthcare organizations are viewed as a complex system, as a live organism necessitating a constant change to survive and deliver high quality and safe care. Without a robust and integrated information-communication system, it is almost impossible to improve on a whole scale. Improvement efforts are often short-lived and therefore strong leadership is needed with the engagement of physicians, nurses and all other staff.\n\nIf you are an \u201cupstreamist\u201d than the idea of organizational learning is not foreign to you. Organizational learning may be defined as a process of increasing knowledge and innovation of work routines with action and reflection going beyond individual-focused training (Carroll and Edmondson , 2002). Organizational learning involves continuous quality improvement (CQI) teams, improve collaboration, and healthcare reengineering works. Organizational learning may have different names, nevertheless, the process is generic.\n\nIn the UK the term used is \u201cClinical Governance\u201d The aim of organizational learning is to promote a culture of CQI made of clinical performance, internal and external clinical audit, clinical risk management, complaints, health needs assessment, practice based on evidence, continuous education, leadership, culture of excellence and distinct accountability.\n\nEveryone working in healthcare has been through specific training for his\/her future profession. For quality improvement and patient safety, it is sometimes thought that no training and no competences are necessary as this is already imprinted in the human genome. The third prerequisite for CQI is leadership skills to promote the integration of competences and stimulate working together.\n\nCarroll JS and Edmondson AC. Leading organizational learning in health care. Qual Saf Health Care 2002;11:51-6.","_et_gb_content_width":"","footnotes":""},"categories":[11],"tags":[],"class_list":["post-227717","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-general","et-has-post-format-content","et_post_format-et-post-format-standard"],"_links":{"self":[{"href":"https:\/\/blog.prosunt.si\/index.php?rest_route=\/wp\/v2\/posts\/227717","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blog.prosunt.si\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blog.prosunt.si\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blog.prosunt.si\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/blog.prosunt.si\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=227717"}],"version-history":[{"count":12,"href":"https:\/\/blog.prosunt.si\/index.php?rest_route=\/wp\/v2\/posts\/227717\/revisions"}],"predecessor-version":[{"id":241040,"href":"https:\/\/blog.prosunt.si\/index.php?rest_route=\/wp\/v2\/posts\/227717\/revisions\/241040"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/blog.prosunt.si\/index.php?rest_route=\/wp\/v2\/media\/227998"}],"wp:attachment":[{"href":"https:\/\/blog.prosunt.si\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=227717"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blog.prosunt.si\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=227717"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blog.prosunt.si\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=227717"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}