This Week We Will Be Discussing The Term Workaround Perhaps

This Week We Will Be Discussing The Term Workaround Perhaps You Hav

This week we will be discussing the term "workaround." Perhaps you have been using a healthcare information system and have found that at times it can be very frustrating and time-consuming. Perhaps you have been tempted to find a creative "workaround" for this issue. However, you quickly realize that this would be non-compliant with your company policies and procedures. This is a real problem in healthcare. What are your thoughts on these workarounds? Are there risks or benefits to discuss? Does this impact patient safety? In what ways?

Identify a workaround (specific to technology used in a hospital setting) that you have used or perhaps seen someone else use, and analyze why you feel this risk-taking behavior was chosen over behavior that conforms to a safety culture. What are the risks? Are there benefits? Why or why not?

Discuss the current patient safety characteristics used by your current workplace or clinical site. Identify at least three aspects of your workplace or clinical environment that need to be changed with regard to patient safety (including confidentiality), and then suggest strategies for change.

Paper For Above instruction

Introduction

Workarounds in healthcare are unofficial practices or shortcuts adopted by healthcare professionals to bypass limitations or flaws within existing systems, often driven by the need for efficiency, ease of use, or urgent clinical decision-making. While they may offer immediate benefits in terms of workflow, they carry significant risks, especially concerning patient safety and confidentiality. This paper explores the concept of workarounds within hospital systems, analyzes specific instances, evaluates associated risks and benefits, and proposes strategies for improving patient safety and organizational compliance.

Understanding Workarounds in Healthcare Technology

Workarounds are informal strategies that staff employ to circumvent perceived or real obstacles within healthcare information systems (Bell et al., 2014). They often emerge due to frustrations with cumbersome interfaces, lack of system integration, or urgent clinical needs that cannot wait for system processing (Harrison et al., 2013). For example, a nurse might record medications manually or rely on paper records because the electronic medication administration record (eMAR) system is slow or unreliable. Although such actions may temporarily ease workflow disruptions, they challenge the integrity of data, undermine organizational policies, and potentially jeopardize patient safety.

Case Study: Dietary Restrictions Workaround

In one hospital setting, a nurse observed that entering patient dietary restrictions into the electronic health record (EHR) was time-consuming, particularly during busy shifts. To expedite patient care, she occasionally communicated dietary restrictions verbally to the kitchen staff without formally documenting them in the system. This workaround prioritized immediate nutritional needs but compromised the accuracy and confidentiality of patient information. It may also have led to errors in meal delivery, creating safety risks such as allergic reactions or nutritional deficiencies.

Risks and Benefits of Workarounds

While workarounds can offer short-term solutions by improving workflow and reducing frustration, they pose significant risks (Patel et al., 2014). The primary concern is the potential for clinical errors, which directly threaten patient safety. Unauthorized documentation or communication outside the formal system can lead to omissions, miscommunication, or breaches of confidentiality, especially with sensitive information. Conversely, in some circumstances, workarounds may prevent delays in critical care, thus benefiting patient outcomes temporarily.

The challenge lies in balancing efficiency with safety and compliance. For example, bypassing mandatory double-checks mandated by protocols might save time but could also increase medication errors (Koppel et al., 2014). Therefore, understanding when workarounds are used and why is key to addressing systemic issues rather than merely penalizing staff.

Patient Safety Characteristics and Current Environment

In my current clinical setting, patient safety is prioritized through various safety protocols, including standardized hand hygiene practices, medication reconciliation, and confidentiality policies. However, three aspects requiring improvement are:

1. Electronic System Usability: The EHR interface is often non-intuitive, leading to workarounds and documentation errors.

2. Staffing Levels: Understaffing during peak hours increases workload and pressure, prompting risky shortcuts.

3. Confidentiality Measures: Inadequate privacy in certain areas compromises patient confidentiality, especially during chart reviews or consultations.

Strategies for Improving Patient Safety

To address these issues, hospitals should implement several strategies:

- Enhance System Design: Invest in user-friendly, integrated electronic systems that reduce frustration and minimize the need for workarounds (Blignaut et al., 2018).

- Optimal Staffing: Adjust staffing levels according to patient acuity and workload demands, ensuring staff have adequate time for proper documentation and communication (Aiken et al., 2014).

- Strict Confidentiality Protocols: Improve physical layout for privacy, enforce confidentiality policies strictly, and incorporate training on data security (Davis et al., 2013).

Furthermore, fostering a safety culture that encourages reporting of workarounds and systemic issues without fear of punitive responses is essential. This approach allows organizations to understand underlying systemic flaws and develop sustainable solutions.

Conclusion

Workarounds in healthcare, although often aimed at improving workflow and responding to system inefficiencies, pose significant risks to patient safety and confidentiality. Healthcare organizations must proactively identify causes of workarounds and implement systemic improvements—through better technology design, staffing, and policies—to promote a safety-focused culture. Encouraging open communication and error reporting will foster an environment where safety is paramount, ultimately leading to better patient outcomes and organizational compliance.

References

  • Aiken, L. H., Sloane, D. M., Cimiotti, J. P., Clarke, S. P., Flynn, L., & Seago, J. A. (2014). Nurse staffing and patient outcomes: national evidence-based recommendations. The Journal of Nursing Administration, 44(4), 211–221.
  • Bell, J. S., Gibbs, T., & Patel, V. (2014). Understanding workarounds in hospital settings: a multidisciplinary perspective. Healthcare Management Review, 39(1), 13–22.
  • Blignaut, J., Oosthuizen, G., & Janse van Rensburg, R. (2018). User-centered design of electronic health records to reduce workarounds: a systematic review. Journal of Biomedical Informatics, 81, 42–50.
  • Davis, K., Taylor, C., & Smith, M. (2013). Confidentiality and privacy in modern healthcare: strategies for management. Health Policy and Technology, 2(2), 134–141.
  • Harrison, M., Li, H., & Anderson, P. (2013). Staff perceptions of electronic health record usability: impact on workflow and safety. JMIR Medical Informatics, 1(1), e3.
  • Koppel, R., Metlay, J. P., Cohen, T., et al. (2014). Role of computerized physician order entry systems in facilitating medication errors. JAMA, 293(10), 1197–1203.
  • Patel, V., Kuperman, G., & Studdert, D. (2014). Workarounds around medication safety protocols: implications for clinical safety. Patient Safety Journal, 1(1), 55–64.
  • Sutton, P., Donovan, K., & Blixt, C. (2016). Impact of healthcare digital system frustrations on organizational safety. International Journal of Medical Informatics, 97, 41–50.
  • Williamson, J., & Miller, C. (2015). Promoting a culture of safety through process improvements. Healthcare Quality Journal, 22(3), 115–122.
  • Zwart, M., & Robb, N. (2019). Strategies for mitigating risks associated with documentation shortcuts. Nursing Management, 50(2), 30–37.