| Id No | Entry No | Source | Source link | Source Type | Main Domain | Sub-domain 1 | Sub-domain 2 | Key Points | Citns Jan 24 |
| 133 | 115 | Spiegelhalter D, Grigg O, Kinsman R, Treasure T. Risk-adjusted sequential probability ratio tests: applications to Bristol, Shipman and adult cardiac surgery. International Journal for Quality in Health Care. 2003;15(1):7. | Link | Empirical study | Groups | Organisations - healthcare | Stat. process control | A powerfully persuasive argument for the use of statistical process control analytics in healthcare. This technique was used to clearly demonstrate significantly deficient pediatric cardiac surgery outcomes in a service compared with peer groups many years before this became impossible to ignore. So too in the case of patient deaths at the hand of GP mass murderer. The power of these simple statistical techniques so clearly demonstrated in this important paper is still less well recognised than it deserves. | 262 |
| 600 | 114 | Westrum R. A typology of organisational cultures. BMJ Quality & Safety. 2004;13(suppl 2):ii22-ii27. | Link | Theory /Hypothesis | Groups | Organisations | Cultures - organisational | An important classification of organizational cultures based upon their management of aberrations The differences reflect in large part leadership styles. The focus is upon the quality and safety of healthcare services but illustrations from other industries are given. Three categories of response are identified : Pathological, Bureaucratic and Generative which will be recognized by anyone called upon to investigate poorly performing or unsafe healthcare teams and services. The essence of the distinguishing features are neatly summarised in Table 1 and Figure 1 | 630 |
| 611 | 113 | Woolley AW, Chabris CF, Pentland A, Hashmi N, Malone TW. Evidence for a collective intelligence factor in the performance of human groups. Science. 2010;330(6004):686-688. | Link | Empirical study | Groups | Teams | Intelligence - collective | It is well known that in health care as in many other human activities and endeavors, some teams or groups perform better together than others. This study showed that in small groups successful accomplishment of a variety of tasks was much more closely related to a new measure of collective intelligence than to the average or maximal intelligence of the individuals that constituted the group, Collective intelligence was found to be related to the average social sensitivity of group members, the equality in distribution of conversational turn-taking, and the proportion of females in the group. | 3,036 |
| 84 | 112 | Lilford R, Mohammed MA, Spiegelhalter D, Thomson R. Use and misuse of process and outcome data in managing performance of acute medical care: avoiding institutional stigma. The Lancet. 2004;363(9415):1147-1154. | Link | Review /Overview | Systems | Process vs outcomes | Statistical methods | A review of the risks of using crude outcome data to measure institutional performance made more convincing by the fact that the same authors have very effectively used such data in other publications | 619 |
| 8 | 111 | Arrow KJ. Uncertainty and the Welfare Economics of Medical Care. The American Economic Review. 1963;53(5):941-973. | Link | Theory /Hypothesis | Systems | Organisations - healthcare | Health economics | Reckoned to be one the founding fathers of health economics by showing in this much cited paper and empirical studies that the special economic problems of medical care can be explained by adaptations to uncertainty in both disease processes and the efficacy of treatments. His work include studies on the asymmetry of information between patients and doctors health care insurance | 12,066 |
| 10 | 110 | Badgery-Parker T, Pearson SA, Chalmers K, et al. Low-value care in Australian public hospitals: prevalence and trends over time. BMJ Qual Saf. Published online August 6, 2018:bmjqs-2018-008338. doi:10.1136/bmjqs-2018-008338 | Link | Empirical study | Groups | Patients | Value based healthcare | A study in Australian hospitals that between 11 and 19% of episodes of care (using 2 definitions) were considered to be of low value and that these invoked between 7 an 14.7% of total costs | 87 |
| 48 | 109 | Edmondson AC. Learning from mistakes is easier said than done: Group and organizational influences on the detection and correction of human error. The Journal of Applied Behavioral Science. 2004;40(1):66-90. | Link | Empirical study | Groups | Nurses | Error | An important study of the reporting and management of drug administration errors by nurses. Contrary to the authors' expectations, more errors were found in hospitals with more supportive nursing management. This led the belief that this reflected a higher reporting rather than a higher occurrence rate reflecting a healthier low fear organizational culture and management practices | 1,398 |
| 120 | 108 | Ross L. The intuitive psychologist and his shortcomings: Distortions in the attribution process. In: Advances in Experimental Social Psychology. Vol 10. Elsevier; 1977:173-220. | Link | Empirical study | Individuals | In general | Fundamental attribution error | A comprehensive account and summary of the evidence for, and definition of, the common human tendency to wrongly attribute problems to the 'dispositional' attributes of others rather than to the prevailing and often more important' situational ' or environmental causes/ | 8,512 |
| 648 | 107 | Harvey G, Jas P, Walshe K, Skelcher C. Absorptive capacity: How organisations assimilate and apply knowledge to improve performance. Connecting knowledge and performance in public services: From knowing to doing. Published online 2010:226-250. | Link | Book chapter | Groups | Organisations | Absorptive capacity | A review of various theories of organisational learning but mostly focused on the concept of absorptive capacity. It includes a summary of some empirical studies by the authors of how effectively or otherwise a variety of public organisations absorb and apply knowledge within the parameters of this model. | 29 |
| 647 | 106 | McKie J, Richardson J. The rule of rescue. Social science & medicine. 2003;56(12):2407-2419. | Link | Review /Overview | Groups | Patients | Rule of rescue | An overview of the natural and ethically admirable but often very costly desire of humans to extend efforts to rescue individuals in acute peril. This presents the difficult dilemma of balancing the competing demands of using a lot of limited resources on one individual versus the value of the same resources distributed more equitably tho' less dramatically over a larger population | 392 |
| 646 | 105 | Williams P. The life and times of the boundary spanner. Journal of Integrated Care. Published online 2011. | Link | Review /Overview | Individuals | Communication | Boundary spanner | A useful account of the characteristics and activities of a small but important group of people in any large multi-unit organisation who promote, often unknowingly inter-group communications and collaborations | 117 |
| 645 | 104 | Simis MJ, Madden H, Cacciatore MA, Yeo SK. The lure of rationality: Why does the deficit model persist in science communication? Public understanding of science. 2016;25(4):400-414. | Link | Review /Overview | Groups | In general | Education | An account of the origins and limitations of the commonly used 'deficit model' of science communication and of how the public could be more effectively engaged informed | 693 |
| 644 | 103 | Gawande A. Better : A Surgeon’s Notes on Performance. Profile; 2007. | Link | Book | Groups | Clinicians | Practice improvement | A lucid and very readable account by an accomplished surgeon and writer about a variety of ways in a variety of environments in which clinical practice improvements have been needed and accomplished. | |
| 643 | 102 | Gawande A. Complications : A Surgeon’s Notes on an Imperfect Science. Profile Books; 2002. | Link | Book | Groups | Clinicians | Complications | Another masterly exposition by surgeon-writer Atul Gawande about the causes consequences and learnings to be taken from accounts of complications - many from his own experiences | |
| 642 | 101 | Crow SM, Hartman SJ, Nolan TE, Zembo M. A prescription for the rogue doctor: part I--begin with diagnosis. Clin Orthop Relat Res. 2003;(411):334-339. | Link | Review /Overview | Individuals | Doctors | Behaviour - aberrant | An instructive review of the small but very troublesome group of rogue sociopathic doctors, an exploration of the reasons why these individuals are often inadequately managed by organisations and their colleagues and an outline of a better performance management system | 13 |
| 641 | 100 | Crow SM, Hartman SJ, Nolan TE, Zembo M. A Prescription for the Rogue Doctor: Part II Ready, Aim, Fire. Clinical Orthopaedics and Related Research®. 2003;411:340. | Link | Review /Overview | Individuals | Doctors | Behaviour - aberrant | A more detailed and useful description of a well designed system for dealing with rogue doctors as outlined by the same authors in Part 1 of their paper. (Entry no 101 this database) | 16 |
| 640 | 99 | Anderson RA, McDaniel Jr RR. Managing health care organizations: where professionalism meets complexity science. Health Care Management Review. 2000;25(1):83. | Link | Review /Overview | Groups | Organisations - healthcare | Complex adaptive systems | An informative and detailed review of the nature of healthcare organisations as complex adaptive systems, and the consequences for those working at the interface between managers and healthcare professionals. Figure 1 provides a useful list of the leadership tasks needed in complex adaptive systems compared with those in a conventional bureaucracy | 459 |
| 639 | 98 | Spittal MJ, Bismark MM, Studdert DM. Identification of practitioners at high risk of complaints to health profession regulators. BMC Health Serv Res. 2019;19(1):380 | Link | Empirical study | Groups | Doctors | Aberrant | A practicable method of predicting the risks of complaints against doctors healthcare professionals, especially doctors and dentists. A useful spin off of an earlier study. (Bismark et al Entry no 46 in this database) Fig 1 showing that a score of >35 predicts certainty of another complaint within the next 24 months should be noted by all medical administrators and regulators with responsibilities in this area. | 19 |
| 638 | 97 | Edmondson A. Strategies for Learning from Failure. Harvard Business Review. | Link | Review /Overview | Groups | Organisations | Learning | A useful conceptual map of the spectrum of how organisations should classify and respond to failure - ranging from blameworthy deviance to the negative results of exploratory and hypothesis testing | 818 |
| 637 | 96 | Zahra SA, George G. Absorptive capacity: A review, reconceptualization, and extension. Academy of management review. 2002;27(2):185-203. | Link | Review /Overview | Groups | Organisations | Absorptive capacity | A lengthy but important review and re-thinking of the original concept by Cohen and Levinson (qv this database Entry no 55) of the ability of any organisation including those in the healthcare industry to discover and use new information. These authors make the key separation into two phases the potential vs the realized absorptive capacity for organizational learning innovation, and the factors that impair this transformation. | 15,701 |