Preventing Hospital Infections Real-World Problems Realistic Solutions PDF
1.05 MB PDF
Nearly 2 million Americans develop a healthcare-associated infection each year, and some 100,000 of them die as a result. Yet healthcare-associated infections are reasonably preventable through hospitals’ adoption and implementation of evidence-based methods that offer sizable potential savings—in terms of both lives and dollars. A major stumbling block exists between these preventive methods and their full implementation, namely, the failure of large numbers of healthcare personnel to put the methods into practice.
There is no shortage of books that address healthcare-associated infection and its prevention. Most of them, however, are primarily focused on identifying and describing the various types of infection and on the technical aspects of prevention—the sanitary conditions or the latest device that will stop germs from spreading. The adaptive aspects, the acceptance and use of preventive measures by clinical personnel, receive relatively little attention.
This book, to the best of our knowledge, is the first to be primarily devoted to that issue, providing detailed guidance for dealing with the human equation in a hospital quality improvement initiative. We address that challenge in every element of an initiative, from the decision by leadership to proceed, to the selection of a project manager and physician and nurse champions, to the piloting of the initiative on a single medical unit and its roll out to the entire hospital, to the agenda for sustaining the project’s gains. There are chapters that pinpoint the main categories of resistance to an initiative and how to cope with them, that analyze the role of leadership in a change initiative, and that explore the future of infection prevention.
In form, the book follows an infection prevention initiative as it might unfold in a model hospital. Because the initiative example addresses catheter-associated urinary tract infection (CAUTI), it involves the entire hospital and the whole range of clinical staff, rather than being limited to, say, the emergency department or intensive care unit. As a result, we believe its lessons can be applied to many other kinds of quality improvement efforts such as those to prevent venous thromboembolism, pressure ulcers, and falls.
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