Explain why the increase in the manager’s use of group behavior-based feedback is important. Week 2 Assignment

Explain why the increase in the manager’s use of group behavior-based feedback is important.
Week 2 Assignment

Case Study: Organizational Behavior Management

Read the case study, Improving Responses to Medical Errors with Organizational Behavior Management, in Chapter 4 of your course text. In a three-to five-page double-spaced paper (excluding title and reference pages) address the following:

Explain why the increase in the manager’s use of group behavior-based feedback is important.

Propose intervention strategies the group leader can use to enhance the group effectiveness.

Justify your proposed strategies with scholarly and/or peer-reviewed sources.

Explain the motivational theory applicable to sustain the four results listed in the case study.

Including an introduction and conclusion paragraph, your paper must be three to five double-spaced pages (excluding title and reference pages) and formatted according to APA style as outlined in the Writing Center. Including the textbook, utilize a minimum of three (one of which is the case study article used for review) scholarly and/or peer-reviewed sources that were published within the last five years. Document all references in APA style as outlined in the Writing Center APA Checklist.

Course Text

Frates, J. (2014). Health care management: Theory in action. San Diego, CA: Bridgepoint Education, Inc.

Case Study: Improving Responses to Medical Errors with Organizational Behavior Management

A 146-bed general acute care community hospital in southwest Virginia conducted an assessment of patient safety needs and the various organizational behavioral management techniques used by hospital managers in response to the nine most frequently reported patient safety events. The most frequently reported category of patient safety events (errors) was procedure/treatment variance, and the least effective management responses were to witnessed falls. The organizational behavioral management intervention therefore selected managers’ follow-up responses to procedure/treatment variance and witnessed falls as targets.

Managers first received the results of the needs assessment, then were instructed to (a) respond to the two targeted event types with corrective-action communication combined with individual and group behavior-based feedback and (b) use positive recognition to support behavior that prevented harm, including reporting events. For the 3-month intervention period, researchers Cunningham and Geller (2011) reviewed 361 patient safety event follow-up descriptions, with a total of 527 interventions that achieved the following results:

Reports of targeted event types increased in the first month of intervention, then decreased in subsequent months, indicating that the intervention increased employees’ sensitivity to the need to report close calls and learn from them.

The two targeted events displayed opposite trends in impact scores associated with managers’ follow-up actions during the intervention phase. The impact scores for follow-up behaviors for procedure/treatment variance increased sharply in the first month, then gradually declined in the next 2 months. In contrast, impact scores for follow-up behaviors for witnessed falls increased slightly in month one, then sharply in subsequent months.

Managers significantly increased use of individual and group feedback during the intervention phase and decreased use of no intervention, a significant improvement in the management of patient safety errors. Especially significant was the increased use of group feedback.

Participating managers and health care workers expressed positive perceptions of the intervention techniques used and related outcomes. Managers received summaries of the monthly events and intervention follow-up reports at monthly managers’ meetings and were encouraged to share them with their employees. Intervention perception survey results found that both managers and workers perceived an increase in managers delivering praise for behaviors to prevent harm than delivering reprimands for errors.

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