Innovation to TransformationFrom Innovation to Transformation: Moving Up the Curve in Ontario’s Healthcare System
By Elinor Caplan, Tom Bigda-Peyton, Maia MacNiven, and Sandy Sheahan.
Montreal, Quebec: McGill-Queen’s University Press, 2011.

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From Innovation to Transformation: Moving Up the Curve in Ontario’s Healthcare System provides an overview of the Health Transformation Learning Partnership (HTLP) project. This innovative project involves the transformation of three healthcare organizations in Ontario – North York General Hospital, York Central Hospital, and the South East Community Care Access Centre – using a combination of organizational transformation techniques.

The techniques include the development of balanced organizational scorecards, balanced governance scorecards, strategy maps, accountability agreements and process improvements, to improve quality and safety within the organizations, and to enhance the organizations’ ability to respond to changes in their environment. The project also involves the innovative use of story-telling to enhance results. The results of these approaches have been tracked and documented, and the lessons learned are harnessed and shared in this book.

Safety Culture: Building and Sustaining a Cultural Change in Aviation and Healthcare
By Manoj S. Patankar,  Jeffrey  P. Brown, Edward J. Sabin, and
Thomas G. Bigda-Peyton.
London: Ashgate Press, 2011

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In Safety Culture: Building and Sustaining a Cultural Change in Aviation and Healthcare
, the four authors draw upon their extensive teaching, research and field experience from multiple industries to describe the dynamic nature of a culture-change process, particularly in safety-critical domains. They use the Safety Culture Pyramid model to present a more comprehensive look at safety culture rather than the traditional perspective that has been limited to safety climate analysis. This model uses mixed-method approach to present analysis of safety culture at four levels: safety values, safety strategies, safety climate, and safety performance. Together, these levels form the Safety Culture Pyramid. Cases from aviation and healthcare are used to illustrate the various assessment methods, and the book concludes with more comprehensive case studies from both these domains.

Contents: Foreword; Preface; The safety culture pyramid; Safety culture assessment; Safety performance; Safety climate; Safety strategies; Safety values; Safety culture transformation; Conclusion; Index.

* Illustrations: Includes 23 figures and 5 tables
* Published: December 2011
* Format: 234 x 156 mm
* Extent: 258 pages
* Binding: Hardback
* ISBN: 978-0-7546-7237-1

About the Authors:

Dr. Manoj Patankar is the Executive Director of the Center for Aviation Safety Research (which he established) as well as the Vice President (Academics) of the Frost Campus at Saint Louis University. Manoj has authored 50 publications, including 3 books, and developed research partnerships with more than 20 airlines and repair stations as well as several hospitals. He has secured total funding of more than $6 million from the Federal Aviation Administration for research in the areas of maintenance human factors and safety culture, and has established leadership in connecting flight safety with patient safety. Manoj has managed five Safety Across High-Consequence Industries conferences and in 2011 he published the first edition of the International Journal of Safety Across High-Consequence Industries.

Jeff Brown’s work focuses on supporting improvement in the management of risk and safety in domains where there is high consequence for failure. He has supported numerous patient safety improvement efforts in U.S. hospitals since 1999. Prior to beginning his consulting practice in 1996, Jeff served as an administrator and faculty member for collegiate aviation education programs. Current affiliations include the Cognitive Solutions Division of Applied Research Associates and Healthcare Team Training, LLC.

Dr. Edward Sabin is a tenured faculty member in the Department of Psychology at Saint Louis University where he serves as Director of the doctoral program in Industrial-Organizational Psychology and Director of the Center for the Application of Behavioral Sciences. He holds a secondary appointment in the Department of Aviation Science and is a member of the Center for Aviation Safety Research. Edward’s research and consultation interests include organizational assessment, change and development, organizational learning, and communication processes with a special focus on safety culture in high-consequence industries. Edward is a member of the Association for Psychological Science, the Society for Industrial and Organizational Psychology, and the Association for Aviation Psychology.

Dr. Thomas Bigda-Peyton is a consultant, researcher, and educator working across high-consequence industries such as aviation, healthcare, and workplace safety. As a practitioner-researcher for 25 years, and currently as President of Action Learning Systems in Boston, he has focused on widening and accelerating the pace of improvement in individual, organizational, and large-system change initiatives. Current programs include the We Don’t Compete on Safety Consortium (a development partnership between aviation and healthcare), the Health Transformation Learning Partnership (an initiative designed to catalyze transformation in the Ontario healthcare system), and US 2025 (a state-level program in the U.S. intended to dramatically reduce the cost of care in three states while making parallel improvements in quality, access to care, and patient safety). Tom holds a doctorate in Organizational Behavior and Intervention from the Harvard Graduate School of Education, where he worked with two pioneers in the field of organizational learning and system dynamics, Chris Argyris and Don Schon. He also holds Master’s and Bachelor’s degrees from Harvard.

Video interview at Ryerson University in Ontario with Tom Bigda-Peyton, Managing Partner at Second Curve Systems.