Outcomes that are expected
There are two key outcomes to expect in the inculcation of the initiatives that are discussed above. First, there is likely to be an increased need for resources. Resources, in this case, refer to human and non-human, Cash and non-cash resources. The resources herein will be crucial in enhancing awareness of patient safety across the two hospitals, as there are various areas that require training. The areas include sanitation, patient care, and integration of technology in operations. Therefore, the hospitals should expect an expenditure surge in the course of attaining the level of patient safety that is currently desired. Other costs could include the purchase of aids and ensuring that patient spaces in the hospitals are well equipped, adhere to the set standards for ensuring the safety of the patients.
Secondly, the two hospitals ought to expect Culture change curves. Culture change curves are the culminations of changes among employees after the introduction of changes in organizational culture Mwangi. The processes of enacting changes in an institution or company is often affected by different employee and stakeholders’ perspectives, and this could either enable smooth transitioning or the vice versa. If the changes are widely accepted, the process of making changes, in this case, in the two hospitals will likely be a smooth process. However, there are common instances, as indicated by mwangi, where employees may resist organizational changes. Organizational culture is the culmination of organization-spread mannerisms that the workers are, in most cases, used to. Changing such mannerisms may be tasking as there may be no goodwill from those that the changes will affect, in this case, the workers. Assuming that the attitudes toward change among the workers are rebellious, the management may be forced to spend more resources or come up with alternative changes.
Appropriate time frames
Changes, as discussed by mwangi, take time to integrate in the operations of most companies. It is, therefore, crucial that the management allows some time before reevaluating data and maybe coming up with new strategies, towards the observation of patient safety. The Grand River Hospital (GRH) and the St. Mary’s general hospital (SMGH) therefore, ought to test the data and look out for gaps after six months, but not exceeding nine months. This will not only give the hospitals ample time to introduce and familiarize their workers with new conditions for patient safety but also handle most of the issues that are common in the early phases of changes in organizational culture, such as in rectifying learning inconsistencies.
Conclusion
Patient safety is an area of concern for the healthcare sector. Hospitals ought to do what is their control and reach out for support in their effort to address patient safety. It is important that hospitals also integrate patient safety in their culture, not only in statements on service delivery but also in practice. Patient safety alienates pain, improves patients’ recovery processes, and leads to their satisfaction. To enact patient safety strategies, in contexts which do not wholly support them can be quite challenging. This is depicted drawing from the Grand River Hospital (GRH) and the St. Mary’s general hospital (SMGH). Hospitals, however, ought to enact measures to improve their systems toward achieving optimal patient safety procedures for efficiency, patient satisfaction, and a collectively healthy nation.