How can you build “No-blame culture” in your country/institution?

What is an effective feedback of reporting and learning system?

No Blame Culture

Blame cultures are prevalent in many companies and organizations, including the
healthcare sector, and they have long been recognized as a developing problem. This
is even worse in a healthcare setting when people project their worry and anxiety onto
the medical staff who are attending to them.

A blame culture refers to an environment where people, or groups/teams of people, are

frequently singled out and blamed, criticised and fault is apportioned for mistakes and errors.
This tends to result in a situation where people are reluctant to accept responsibility for their
actions and mistakes, because they are afraid of criticism and reprimands from their managers
and leaders. It also results in people who are unwilling to take risks or speak out (employee
voice).

Blame cultures are found in many organisations and businesses, including healthcare
industries, and have been found to be a growing issue for a number of years. In a healthcare
scenario this is further exacerbated by the projection of fear and anxiety by patients onto the
professionals looking after them.

Blame cultures can be found throughout the business and services sector, with employees
afraid of punishment or dismissal for mistakes or judgements made. Much of it comes from a
lack of emotional support, emotional intelligence and compassion, especially where staff are
seen as cogs in the machine as opposed to human beings.

Blame cultures have been found to result in Higher levels of turnover, Reduced work
engagement and productivity, Decision escalation, or continually referring to managers for
decisions, Lower levels of organisational performance, Lower levels of innovation
behaviours and creativity, Reduced levels of job satisfaction and Reduced levels of
responsibility taking
Perubahan layanan dengan langkah-langkah sebagai berikut : memahami regulasi :
pemahaman terhadap regulasi akan membuat semua langkah yang dilakukan menjadi
lancar dan risiko menjadi minimal karena jauh dari pelanggaran dan urusan hukum.
Sumber daya manusia : sumber daya manusia yang kompeten dan professional adalah
kekuatan yang dapat memperkuat tercapainya tujuan organisasi. Fasilitas dan sarana :
perubahan layanan membutuhkan berbagai penunjang termasuk fasilitas dan sarana
pendukung sehingga dapat mempermudah mencapai tujuan. Pemantauan dan Pengukuran:
Setelah perubahan diterapkan, pastikan Anda memiliki metrik yang jelas untuk memantau
kinerja layanan dan dampaknya terhadap pasien dan pemangku kepentingan lainnya. Ini
akan memungkinkan Anda mengukur keberhasilan perubahan dan melakukan penyesuaian
jika diperlukan. Keterlibatan jejaring : menjalin hubungan yang erat dengan jejaring agar
langkah-langkah yang ditempuh dalam perubahan layanan dapat dilaksanakan bersama
komunitas pendukung. Dengan memasukkan elemen-elemen ini ke dalam perencanaan
Anda, Anda dapat meningkatkan peluang keberhasilan Anda dalam menghadapi
perubahan dalam layanan kesehatan dan mendapatkan dukungan yang Anda perlukan dari
seluruh pemangku kepentingan.

It is imperative for me as a healthcare organization leader to identify large-scale efforts that

have unfortunately failed in order to make future learnings and improvements. Failure can
happen in a number of situations, including systems-based approaches. Here are a few
instances of my organization's shortcomings: Putting a New Hospital Management System in
Place: Our hospital made a significant effort to replace the antiquated hospital administration
system with a more modern one a number of years ago. But the lack of proper planning—
including personnel training and modifications to operational procedures—caused the
collapse. The employees experience confusion as a result, and productivity declines, which
has an adverse effect on patient care. Implementing Electronic Health Records (EHRs):
Adopting EHRs has not been without its difficulties.