Despite some monumental efforts and tremendous advances in practices and technologies, medical errors remain a widespread and persistent problem.
Indeed, a 2013 study estimated that even at the lower threshold, 575 deaths per day are associated with preventable medical harm in the U.S.
In the context of risk and safety management, Douglas Hubbard, author of The Failure of Risk Management: Why It's Broken and How to Fix It, has linked such systemic failures in part to a lack of evidence-based practices that measure the effectiveness and efficiency of risk strategies. The antidote is to pursue innovation in risk management, develop evidence-based practices, and merge them with effective solutions. So how can we foster innovations (such as communication and resolution programs) and make changes that will save lives and also bring competitive advantages?
Innovation is a process, and it needs a social structure to succeed. The Rogers Innovation Adoption Curve provides a set of evidence-based categories and personality attributes that offer a useful framework. Consider these three types of players:
Healthcare generally falls into the last category in terms of developing innovations to “Uberize” organizations (i.e., personalize and streamline through new technology).
Understanding how these personality types interact with each other will help drive innovative endeavors. Seeking out and building relationships between innovators and early adopters is vital for these efforts to gain momentum.