Intervjuji
Zdravstveni portal- varnost v zdravstvu
Val 202
Napake v zdravstvu
https://val202.rtvslo.si/podkast/vroci-mikrofon/584/175026092
Dnevnik 2022
Inhuman Behaviour in Healthcare: When Family is Prevented from Visiting a Dying Relative
Healthcare professionals are entrusted with the care and well-being of their patients. They take an oath to provide compassionate, competent, and humane treatment to all those who seek medical attention. However, there have been instances where healthcare workers exhibit inhumane behaviour towards patients and their families. One such instance is when family members are prevented from visiting a dying relative. This type of behaviour not only causes emotional distress but also violates the basic human rights of both the patient and their loved ones.
One such case that highlights this issue is the story of Mr. Smith* (name changed for privacy). He was admitted to the hospital after suffering a stroke that left him paralyzed on one side of his body. His wife, Mrs. Smith*, was by his side throughout his stay at the hospital, providing emotional support and taking care of his needs. However, as Mr. Smith's condition deteriorated, the doctors informed Mrs. Smith* that she could no longer visit her husband because he needed "rest." The nurses were instructed to keep the door closed, and visitors were limited to immediate family members only.
Mrs. Smith* was devastated by this news. She had spent countless hours by her husband's bedside, talking to him, holding his hand, and praying for his recovery. Now, she was being told that she couldn't see him anymore? It didn't make any sense to her. As if things weren't bad enough already, Mrs. Smith* received another blow - she wasn't even allowed to be present during her husband's final moments. The doctor made it clear that only immediate family members would be allowed in the room when Mr. Smith passed away.
This kind of inhumane behaviour in healthcare is unacceptable. Patients and their families should never be denied access to each other, especially during times of crisis. While hospitals may have policies in place to limit visitor numbers or restrict visiting hours, these rules must always be balanced with compassion and empathy for the patient and their loved ones. In fact, many hospitals now offer flexible visiting hours and open visitation policies to promote family involvement in patient care.
To address this issue, healthcare facilities can take several steps to ensure that patients and their families receive humane treatment. Firstly, they can educate staff about the importance of treating patients and their families with dignity and respect. Secondly, they can provide training to healthcare providers on how to communicate effectively with patients and their families, including how to deliver difficult news and manage expectations. Finally, they can create a culture of compassion within the organization by recognizing and rewarding employees who demonstrate exceptional customer service skills.
In conclusion, inhuman behaviour in healthcare is a serious issue that cannot be ignored. Patients and their families deserve better than to be treated like nameless numbers on a chart. By implementing policies that prioritize patient and family-centered care, healthcare organizations can help ensure that every patient receives the best possible care, with dignity and compassion.
Balance food
[gpt_content_generator_sh]
Hand Hygiene: Applying evidence to improve patient safety
Dr Colm Henry, National Lead for the Clinical Director Programme and Consultant Geriatrician, shows his support for the Royal College of Physicians of Ireland Hand Hygiene Campaign. He urges his fellow clinicians to apply the evidence that hand hygiene reduces the risk of infection to their everyday actions in the interest of patient safety and wellbeing.
Case Study Bergamo: patient safety & hand hygiene monitoring
Responding to patient safety incidents – Kirsty’s story
Kirsty je dobila sintoconin in takoj zatem je začutila neznosno bolečino. Kasneje je zvedela, da ji je počila maternica. Takoj so jo prepeljali v operacijsko dvoran. Tam je ostala okrog 4 ure in dobila je 15 enot krvi in še tri potem , ko je bila na oddelku.
Learning, Accreditation, and Continuous Quality Improvement
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. “What are you doing? Why won’t you help us”? the second rescuer shouted at her. “I am trying to find out what is happening upstream and why these people are falling into the water.”
It 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.
If you are an “upstreamist” 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.
In the UK the term used is “Clinical Governance” 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.
Everyone 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.
Carroll JS and Edmondson AC. Leading organizational learning in health care. Qual Saf Health Care 2002;11:51-6.
Kako izboljševati lasno zdravstveno prakso si lahko ogledate s klikom na gumb
Prekinimo tišino
Izgorevanje zdravnikov medicinskih sester ..., ali moralna sprevrženost oblastnikov?
Ali bomo še naprej ostali ovce in poslušali ljudi, ki ne znajo, nočejo in služijo zahrbtnežem ter tako obdržijo svoje položaje. Iz katastrofe v katastrofo in na koncu proglasijo zmago.
Kdo zdravnike, medicinske sestre in druge zdravstvene strokovnjake obtožuje za dogajanja v slovenskem zdravstvu? Politika, z vsemi svojimi vzvodi in vmešavanjem v celo ozke strokovne zadeve katerekoli stroke. In kako to naredi? Zelo enostavno, s paragrafi, brez znanja , z aroganco, brez vizije, prez poslanstva s sprevrženimi vrednotami, s pijarovskimi potezami spreganja glagola "hvaliti se" v prvi osebi množine in celo z medijsko kampanjo. Trpijo pacienti, trpijo tisti, ki delajo v prvi liniji, na ostrem koncu zdravstva, v mikrosistemu. Ko ti enkrat šofer odpre vrata avtomobila, potem si misliš, da vse znaš, vse veš in cilj ti je čim daljša pomembnost in čim daljše trajanje pri odpiranju avtomobilskih vrat. Pišejo celo, da so pacienti čisto na koncu, najprej bolnišnica, potem zdravniki, potem zaposleni in nato pacienti. A tudi pri zdravnikih, ne vsi, samo nekateri z velikim egom in samopromocijo oblastnike podpirajo.
Dr. Wendy Dean, dr. Simon Talbot - kriza morale ali moralna sprevrženost.
"Izgorevanje je sramotenje žrtve. Pravijo, nisi dovolj odporen, ne znajdeš se, si prešibak, da bi se prilagodil sistemu. Kaj če bi začel meditirati? Morda bi uporabil nekaj olja lavandule. Kaj če bi šel za nekaj dni v toplice? Morda bi najel osebnega trenerja duhovnosti? Poslušajte, vse skupaj je d..k."
Poglejte si video
Intervjuji z dr. Andrejem Robido
Intervjuji o varnosti pacientov
Kot član mednarodne komisije je zadnje tri dni opravljal nadzor nad programom otroške srčne kirurgije v ljubljanskem UKC.
Preberite intervju v Delu, 2014
Ko se zgodi letalska nesreča, inšpektorji sestavijo vsak delček razbitine, da bi ugotovili resnični vzrok. V zdravstvu, predvsem v Sloveniji, pa se odgovorni še zmeraj zadovoljijo z iskanjem dežurnega krivca, če bolnišnicam medicinskih spodrsljajev že ne uspe pomesti pod preprogo.
Preberite intervju v Mladini, 2015
Zaupanja se ne da povrniti z govorjenjem, da smo najboljša bolnišnica.
"Pri nas se ne moremo učiti iz napak, ker napak enostavno ni oziroma o njih večinoma ne govorimo. S tem pa največ škode delamo bolnikom, saj na ta način dopuščamo, da se napake ponavljajo. Tudi v primeru štirih otrok na srčni kirurgiji ni bilo govora o napakah, dokler jih ni ugotovila komisija," pojasnjuje prof. dr. Andrej Robida, strokovnjak za varnost v zdravstvu, član mednarodne komisije, ki je opravljala nadzor nad programom otroške srčne kirurgije v ljubljanskem Kliničnem centru. "Pri tem pozabljamo, da se napake dogajajo povsod, da so nenamerne in da v večini primerov vzrok zanje tiči v sistemu in delovnih procesih. Ko se zgodi napaka, s prstom običajno kažemo na posameznika in ne na neustrezno urejen sistem."
Preberite intervju v reviji Viva, 2015
Dr. Andreja Robido razburi, ko zdravniki namesto argumentov izpostavljajo izjemnost svojega poklica, bolnišnice pa kažejo na svoje akreditacije in certifikate. Strokovnjak za varnost in kakovost opozarja, da lahko zanašanje na ugled spodnese tudi najboljše. Razmere, v katerih zdravniki in medicinske sestre skrbijo za bolnike, pa bi morale generalne direktorje bolnišnic in ministre bistveno bolj zanimati.
Komentarji
Vsi ti intervjuji ne pomagajo, ker se odgovorni ne zganejo. Stanje na področju varnosti pacientov je jasno tudi novinarjem in ljudem, ki se stem poklicno ne ukvarjajo. Ali gre samo za neznanje odločevalcev in njihovo aroganco? Ali se še vedno misli, da pazljivi in skrbni zdravniki, medicinske sestre in drugi, ki delajo neposredno s pacienti ne delajo napak? Koliko vode bo še preteklo, da se bodo zganili vsi , ki so odgovorni za ureditev in udejanjanje kakovosti in varnosti v zdravstvu?
Proper Hand Hygiene with Dr. Diana Chen | UCLA Health
How do we prevent spread of germs and avoid you and your loved one from getting sick? Learn to practice proper hand hygiene with UCLA Health's pediatric pulmonologist Dr. Diana Chen
