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Simulation in the Executive Suite: Lessons Learned for Building Patient Safety Leadership.

Michael A Rosen1, Christine A Goeschel, Xin-Xuan Che

  • 1From the Armstrong Institute for Patient Safety and Quality (M.A.R., X-X.C., J.O.F., D.R., P.J.P., S.J.W.); Department of Anesthesiology and Critical Care Medicine (M.A.R., P.J.P., S.J.W.), The Johns Hopkins University School of Medicine; Johns Hopkins Bloomberg School of Public Health (M.A.R, P.J.P., S.J.W.); Johns Hopkins School of Nursing (M.A.R., P.J.P., S.J.W.); Carey School of Business, Johns Hopkins University (S.J.W.); and MedSTAR Health (C.A.G.), Baltimore, MD; Department of Psychology (X-X.C.), Florida Institute of Technology; VHA, Inc (R.C., L.G., J.N.M., K.C.K.), Irving, TX.

Simulation in Healthcare : Journal of the Society for Simulation in Healthcare
|December 10, 2015
PubMed
Summary

Simulation training enhances strategic leadership for healthcare executives, improving patient safety and quality. This approach demonstrated varied solutions and positive participant reactions in a simulated hospital rescue scenario.

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Area of Science:

  • Healthcare Management
  • Patient Safety Research
  • Leadership Development

Background:

  • Simulation is a proven tool for enhancing frontline healthcare provider competencies.
  • This study focuses on simulation's impact on executive leadership for patient safety and quality.

Purpose of the Study:

  • To examine the effectiveness of simulation in developing strategic leadership competencies for patient safety and quality among healthcare executives.
  • To assess the impact of a simulation-based learning experience on executive leaders' ability to address organizational safety issues.

Main Methods:

  • A 4-hour simulation was designed, implemented, and evaluated for 55 executive leaders across eight teams.
  • Participants acted as CEOs to rescue a simulated hospital with a failing safety record, redesigning accountability structures.
  • Encounter sessions with role-playing staff and consultants provided information for strategic decision-making.

Main Results:

  • Qualitative themes from the simulation exercise revealed significant variability in proposed solutions for the dysfunctional hospital system.
  • Participant reaction data indicated generally positive engagement with the simulation experience.
  • Performance analysis during the simulation highlighted diverse approaches to addressing complex safety challenges.

Conclusions:

  • Simulation holds potential value for executive leader learning and strategy development in patient safety.
  • Future research should investigate the fidelity of organizational simulations and the use of custom scenarios for strategic planning.