Business > CASE STUDY > C489 Organizational Systems & Quality Leadership - RCA - Task 2.docx Organizational Sys (All)
C489 Organizational Systems & Quality Leadership - RCA - Task 2.docx Organizational Systems and Quality Leadership SAT Task 2 Western Governors University Organizational Systems and Quality Le... adership SAT Task 2 A. Root Cause Analysis According to Ogrinc and Huber (2016), a root cause analysis (RCA) is the process taken on by a group of five or so people that gathers together for the purpose of analyzing a situation where an error has occurred during the care of a patient. This group should include staff from different areas and levels of management in the organization in order to bring their own level of knowledge and expertise to the analysis. This team attempts to understand what happened, why it happened, and prevent the same type of error from happening again by putting preventative systems in place. In addition, they want to know if the changes that they did put into place have assisted in the prevention of this type of error happening again (Ogrinc & Huber, 2016). A1. RCA Steps After the formation of the team members, there are six steps in the process of conducting a root cause analysis (Ogrinc & Huber, 2016). The first step is identifying what happened. This consists of gathering accurate information about what occurred during the time the error took place. This information is obtained from different sources such as incident reports, interviews of the staff who were involved, observation of the areas or locations that were involved, and looking through medical records. Neutral, open-ended questions are asked during the. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]
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