High Reliability Organization (HRO) Principles Improve VA Workplace Burnout: The Truman THRIVE2 Model

Presented By

David Isaacks, FACHE

CEO/Director
Kansas City VA Medical Center

Sushant Govindan, MD

Assoicate Chief of Staff–Quality
Kansas City VA Medical Center

William Patterson, MD

CEO/Director
VA Heartland Network/VISN 15

Tim Anderson, RN

Chief High Reliability Officer
VA Heartland Network/VISN 15
About the Session

THRIVE2’s implementation at a 1C Veterans Affairs hospital led to sustained HRO and quality improvement practices. At the same time, the facility saw significant improvements in several employee burnout metrics and workplace satisfaction. This culminated in Truman VA being the #1 ranked “Best Places to Work” VHA facility two years in a row. These data are some of the first to show a possible association between burnout, HRO practices and process improvement. The consequences of burnout on healthcare workers are unquestionably significant. What remains in doubt is how to effectively prevent and mitigate this issue. Multiple interventions have attempted to tackle burnout. However, THRIVE2 offers hospital leaders the possibility of tackling two issues with one large intervention. While instituting continuous process improvement and HRO practices, hospitals can now potentially mitigate medical errors, change their underlying workplace culture and decrease burnout.

Learning Objectives:

  • Implementation of high reliability organization principles improve employee experience and reduce burnout at the hospital level.
  • High reliability in healthcare with continuous process improvement appears to mitigate burnout in healthcare professionals.

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