FEATURE


day,” she says. “The team looks at each patient on the schedule, identifies any- thing that might present a safety issue, such as a latex allergy, and makes sure the right equipment is available for the day’s cases. It is the responsibility of the employees in the daily huddle to go back and update their team on what was discussed.” Efforts to make a positive change in safety are destined for failure with- out effective communication, Blasco says. “The communication should focus on building an organization dedicated to preventing, detecting and minimizing hazards and error with- out attaching blame to individuals. Regular group and organization-wide meetings with leadership attendance and freewheeling discussion is impor- tant. It is imperative that the ASC, in


particular leadership, create ‘humilia- tion-free zones’ where difficult issues and feedback can be discussed with- out ‘blame and shame.’”


Ongoing Effort


ASCs interested in establishing a cul- ture of safety need to understand that it is a process that is never complete, Mitros says. “Establishing this cul- ture is not easy. It is a dynamic pro- cess. Health care is constantly chang- ing—procedures are always changing, instrumentation is always changing. The system you have today may be safe today, but it may be challenged tomorrow.” Shimek agrees. “It is a journey. It is not something you can fix and for- get about. It needs to be an ongoing focus.”


22 ASC FOCUS JUNE/JULY 2014


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