J Carthey - Quality and Safety in Health Care, 2003 - qshc.bmj.com Structured observational research involves monitoring of healthcare domains by
experts to collect data on errors, adverse events, near misses, team
performance, and organisational culture. This paper describes some of the ... Cited by 31 - Related articles - All 7 versions
[CITATION] Checklist for assessing institutional resilience [Monograph]
J Reason, J Wreathall - Cambridge, MA: Institute for Healthcare Improvement, 2002 Cited by 6 - Related articles
L Pearson - The Nurse Practitioner, 2001 - journals.lww.com When I first began my role as a family NP in the 1970s, health care providers
commonly accepted statements from their clinical supervisors such as, "We do it
this way because we have always done it this way" or "Dr. _____ says it ... Cited by 9 - Related articles - All 2 versions
A Panda, RK Gupta - Vikalpa, 2003 - vikalpa.com This paper is based on a case study of an Indo-American joint venture in the
satellite- based communication services. The objective of the study is to
explore why an organization fails to elicit emotional commitment for its ... Cited by 10 - Related articles - View as HTML - BL Direct
[CITATION] PROFESSIONAL DEVELOPMENT Designing a Software Quality Assurance Course: An …
JB Sexton, R Helmreich, P Pronovost, E … - Institute for Healthcare Improvement - primaris.org J. Bryan Sexton, PhD Post-Doctoral Fellow, Department of Psychology University
of Texas at Austin ... Robert Helmreich, PhD Department of Psychology
University of Texas at Austin ... Peter J. Pronovost, MD, PhD Associate ... Cited by 13 - Related articles - View as HTML - All 4 versions
EO Eriksen - Acta Sociologica, 2001 - jstor.org ABSTRACT In analyzing a reform process at a Norwegian hospital, a central
finding was that successful leadership depends upon actors assuming a
communicative mode of interaction. This contradicts the instrumental view ... Cited by 14 - Related articles - BL Direct - All 5 versions
[CITATION] Managing change in process and people: Combining a maturity model with a competency- …
KE Weick - REFLECTIONS-SOCIETY FOR ORGANIZATIONAL …, 2002 - metalogikon.com We are all struggling with events that don't make sense. They don't make sense
for at least two reasons, and those reasons are leverage points where leaders
can make a difference. Two of the reasons why these are such trying times ... Cited by 15 - Related articles - View as HTML - BL Direct - All 5 versions
