Risk Management Solutions
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Lessard and Associates, LLC can help your organization evaluate or
develop risk management policy, procedure, programs or taxonomy.
Lessard and Associates, LLC provides general business risk
management analysis and specific healthcare risk management
analysis.
Risk management is a systematic and scientific approach used to
prevent adverse consequences and minimize the adverse effects of
losses in an organization. Risk management principles are employed
to identify, avoid, prevent, minimize, abate, segregate, mitigate or
contractually transfer adverse consequences and their subsequent
losses.
Error and the resultant failure are studied in order to understand the
specific dynamics of an issue or a situation. Then, risk management
principles are designed to apply to the error.
Overview and Underlying Philosophy for RM in Healthcare
Risk Management Services will not be available to
West Virginia medical practices until March 10, 2008.
Risk management and enterprise risk management will facilitate an
improved ability to prioritize and make strategic decisions that will
result in:
Risk will be assessed from the two perspectives, operational risk and
strategic risk. Operational risk will identify exposures and position the
health care provider to take action to prevent, minimize or abate risks
and will give the health care provider the tools to mitigate the actual
and consequent legal damages resulting from an incurred risk.
Risk will also be assessed from a strategic risk perspective. Risk
management is a superior tool to identify exposures and conduct a
cost benefit analysis for strategic direction purposes. The SWOT
(strength, weakness, opportunity, threat) approach will provide the
foundation.
Health care providers are expected to manage their business
differently in order to compete, succeed and excel in today’s health
care landscape. Rural and urban environments are rapidly changing
and therefore medical businesses will have to become fluid to
accommodate changes. Physicians, healthcare system administrators
and other healthcare providers now require different education,
resources and skills to navigate. It is no longer effective to utilize a
skilled clinician or an experienced risk manager to assess risk and
develop management policy and programs. Today’s market requires
people with multi-disciplined background to assess exposures and
develop direction and initiatives.
Overview and Underlying Philosophy for RM in Non-Healthcare
Business
The risk management tools used in healthcare are transferable to all
businesses. In healthcare, much emphasis is placed on analyzing
failures. Failures are a result of some type of error. The emphasis on
analyzing error came about as a result of the famous 1999 "Tor Err Is
Human" report issued by the Institute Of Medicine. As a result, the
medical industry looked to other high risk industries like the aviation
and nuclear energy industries to discover how they prevented errors
and subsequent failures. The medical industry found that high risk
strategies used in these other industries were effective, but only
accounted for a very small amount error. This small amount of error is
called "operating error". The other type of error that the medical
industry identified is called "poor thinking error" or "poor judgement
error".
The medical industry is now drawing on the work of cognitive scientists
to understand poor thinking error and avoid errors of judgement.
Cognitive scientists focus on identifying the dynamics of the
"anchoring error". Anchoring error is when a physician seizes on the
first bit of clinical information that makes an impression. Action or
inaction is then predicated on this impression. Anchoring errors are
traps that enable businesses to go forward based on presumptions
that are erroneous.
There are two types of anchoring error: "Availability error" is when
physicians recall dramatic past cases of theirs and mistakenly apply
them to the case at hand. "Attribution error" is when a physician
relies on a stereotype to which he/she attributes to the patient's
complaints, history and assessment.
The medical industry uses these concepts to dissect misguided
thought processes in weekly case reviews of failures. They call this
process "Grand Rounds" . In grand rounds, a case will be presented
by the senior physician and the physician invites audience
participation (physicians and sometimes other health care providers)
to discuss, dissect and analyze the failure.
This is in sharp contrast to non-healthcare businesses where formal
decision making reviews are rare. In addition, CEOs and executive
managers are seldom challenged by employees before or after a
failure occurs.
Non-healthcare businesses can benefit from healthcare risk
management analysis technique. Poor thinking or poor judgment error
in medicine can lead to the death of a patient. Similar cognitive errors
in a nonhealthcare business can have profound implications for the
future of the organization, its employees and the CEO.
Experience
Ms. Lessard has extensive experience developing risk management
strategic plans, policies and programs. Ms. Lessard has redesigned
existing risk management programs and has built risk management
programs from the bottom up in physician offices, hospitals and
professional liability insurance companies.
Specific examples of application
Specific healthcare applications include the evaluation of office
procedure and policy, evaluation of work flow for identification of
possible error or failure, analysis of risk management issues related to
traditional paper medical records and electronic medical records.
Contact Deborah Lessard directly to discuss your organization’s needs.
develop risk management policy, procedure, programs or taxonomy.
Lessard and Associates, LLC provides general business risk
management analysis and specific healthcare risk management
analysis.
Risk management is a systematic and scientific approach used to
prevent adverse consequences and minimize the adverse effects of
losses in an organization. Risk management principles are employed
to identify, avoid, prevent, minimize, abate, segregate, mitigate or
contractually transfer adverse consequences and their subsequent
losses.
Error and the resultant failure are studied in order to understand the
specific dynamics of an issue or a situation. Then, risk management
principles are designed to apply to the error.
Overview and Underlying Philosophy for RM in Healthcare
Risk Management Services will not be available to
West Virginia medical practices until March 10, 2008.
Risk management and enterprise risk management will facilitate an
improved ability to prioritize and make strategic decisions that will
result in:
- higher quality of care
- patient safety
- management of adverse events
- litigation mitigation and management
- financial, strategic and operational planning, management and
measurement.
Risk will be assessed from the two perspectives, operational risk and
strategic risk. Operational risk will identify exposures and position the
health care provider to take action to prevent, minimize or abate risks
and will give the health care provider the tools to mitigate the actual
and consequent legal damages resulting from an incurred risk.
Risk will also be assessed from a strategic risk perspective. Risk
management is a superior tool to identify exposures and conduct a
cost benefit analysis for strategic direction purposes. The SWOT
(strength, weakness, opportunity, threat) approach will provide the
foundation.
Health care providers are expected to manage their business
differently in order to compete, succeed and excel in today’s health
care landscape. Rural and urban environments are rapidly changing
and therefore medical businesses will have to become fluid to
accommodate changes. Physicians, healthcare system administrators
and other healthcare providers now require different education,
resources and skills to navigate. It is no longer effective to utilize a
skilled clinician or an experienced risk manager to assess risk and
develop management policy and programs. Today’s market requires
people with multi-disciplined background to assess exposures and
develop direction and initiatives.
Overview and Underlying Philosophy for RM in Non-Healthcare
Business
The risk management tools used in healthcare are transferable to all
businesses. In healthcare, much emphasis is placed on analyzing
failures. Failures are a result of some type of error. The emphasis on
analyzing error came about as a result of the famous 1999 "Tor Err Is
Human" report issued by the Institute Of Medicine. As a result, the
medical industry looked to other high risk industries like the aviation
and nuclear energy industries to discover how they prevented errors
and subsequent failures. The medical industry found that high risk
strategies used in these other industries were effective, but only
accounted for a very small amount error. This small amount of error is
called "operating error". The other type of error that the medical
industry identified is called "poor thinking error" or "poor judgement
error".
The medical industry is now drawing on the work of cognitive scientists
to understand poor thinking error and avoid errors of judgement.
Cognitive scientists focus on identifying the dynamics of the
"anchoring error". Anchoring error is when a physician seizes on the
first bit of clinical information that makes an impression. Action or
inaction is then predicated on this impression. Anchoring errors are
traps that enable businesses to go forward based on presumptions
that are erroneous.
There are two types of anchoring error: "Availability error" is when
physicians recall dramatic past cases of theirs and mistakenly apply
them to the case at hand. "Attribution error" is when a physician
relies on a stereotype to which he/she attributes to the patient's
complaints, history and assessment.
The medical industry uses these concepts to dissect misguided
thought processes in weekly case reviews of failures. They call this
process "Grand Rounds" . In grand rounds, a case will be presented
by the senior physician and the physician invites audience
participation (physicians and sometimes other health care providers)
to discuss, dissect and analyze the failure.
This is in sharp contrast to non-healthcare businesses where formal
decision making reviews are rare. In addition, CEOs and executive
managers are seldom challenged by employees before or after a
failure occurs.
Non-healthcare businesses can benefit from healthcare risk
management analysis technique. Poor thinking or poor judgment error
in medicine can lead to the death of a patient. Similar cognitive errors
in a nonhealthcare business can have profound implications for the
future of the organization, its employees and the CEO.
Experience
Ms. Lessard has extensive experience developing risk management
strategic plans, policies and programs. Ms. Lessard has redesigned
existing risk management programs and has built risk management
programs from the bottom up in physician offices, hospitals and
professional liability insurance companies.
Specific examples of application
Specific healthcare applications include the evaluation of office
procedure and policy, evaluation of work flow for identification of
possible error or failure, analysis of risk management issues related to
traditional paper medical records and electronic medical records.
Contact Deborah Lessard directly to discuss your organization’s needs.
Lessard Consulting
Risk Management and
Communication Solutions
Communication Solutions