A substantial minority would not report an error and were willing to admit so in a private interview setting. Their stated reasons as well as higher psychological safety means for supervisory employees both suggest power as an important determinant. Intentions to report were associated with psychological safety, strongly suggesting this climate aspect as instrumental to improving patient safety and reducing costs.
Previous research implied the existence of a connection between communication and psychological safety whereas this study offers substantive evidence of it. The paper summarized the differences in perceptions of communication in high vs low psychological safety environments drawing from qualitative data that reflected clinical providers' direct experience on the job. The paper also illustrated the conclusions with multiple specific examples. The findings are informative to health care providers seeking to improve communication within care delivery teams.
Many organizations survey their employees to use results toward improving workplaces and work systems. Employee satisfaction and engagement correlate with organizational outcomes, which makes survey results relevant for organizations. Yet, little to no guidance is available to organizations about how to effectively organize employee surveys. The U.S. Department of Veterans Affairs is heavily invested in collecting workforce feedback and translating results into improvements. Based on almost 2 decades of Veterans Affairs experience and substantial return on investment (ROI) in this area, this article provides a template for planning an employee survey-including detailed recommendations for its key phases (design, analysis, and reporting), and a working code for creating reports. Our practical guide fills a gap in the literature and, we hope, will assist other organizations in their workforce survey efforts.
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