Healthcare leadership and department management personnel are tasked with the responsibility of ensuring safe, high-quality patient care delivered by competent and proficient staff. This responsibility often comes in the form of identification of discrepant and erroneous practices that result in subsequent employee disciplinary action process improvement discussions and implementation. This case study presents an example of a sentinel event and how Gilbert's Behavior Engineering Model (BEM) was utilized in the context of a Just Culture to ensure both processes and personnel were adequately supported to meet expected task outcomes.
This case study examines how a rural healthcare system implemented LeaderLaunch, a leadership development program specifically supporting all front-line to director-level leaders employed within the organization's facilities. John DeJoria, the healthcare system's Director of Organizational Development, is a seasoned instructional designer and Certified Professional in Learning and Performance (CPLP) who was charged with the opportunity of determining the system's leadership development needs and responding with aligned performance improvement interventions, intended to build competency and capacity in current, new, and emerging leadership. This case explains how John and his team designed, conducted, and utilized a three phase needs assessment to select and design instructional and non-instructional interventions.
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