Resilient health care. Volume 2, The resilience of everyday clinical work /

"Health systems everywhere are expected to meet increasing public and political demands for accessible, high-quality care. Policy-makers, managers, and clinicians use their best efforts to improve efficiency, safety, quality, and economic viability. One solution has been to mimic approaches tha...

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Bibliographic Details
Corporate Author: ProQuest (Firm)
Other Authors: Hollnagel, Erik, 1941- (Editor), Braithwaite, Jeffrey, 1954- (Editor), Wears, Robert L. (Editor)
Format: eBook
Language:English
Published: Farnham, Surrey : Ashgate, [2015]
Series:Ashgate studies in resilience engineering.
Subjects:
Online Access:Connect to the full text of this electronic book.
Table of Contents:
  • A lesson in resilience : the 2011 Stanley Cup riot
  • Translating tensions into safe practices through dynamic trade-offs : the secret second handover
  • Workarounds in nursing practice in acute care : a case of a health care arms race?
  • The demands imposed by a health care reform on clinical work in transitional care of the elderly: a multi-faceted Janus
  • The Stockholm blizzard of 2012
  • Individual-collective trade-offs: implications for resilience
  • Managing medicines management : organisational resilience in community pharmacies
  • Blood transfusion with health information technology in emergency settings from a Safety-II perspective
  • Exposing hidden aspects of resilience and brittleness in everyday clinical practice using network theories
  • Patient boarding in the emergency department as a symptom of complexity-induced risks
  • Looking for patterns in everyday clinical work
  • Tempest in a teapot : standardisation and workarounds in everyday clinical work
  • ECW in complex adaptive systems
  • Revealing resilience through critical incident narratives : a way to move from Safety-I to Safety-II
  • Patients as a source of resilience
  • Strategies to get resilience into everyday clinical work
  • Mobilising resilience by monitoring the right things for the right people at the right time
  • Why is work-as-imagined different from work-as done?.