the apprehension with glorifying God through work) paved the path. Toolkit Development and MaintenanceĪ variety of qualified experts and organizations worked with the Canadian Patient Safety Institute (now Healthcare Excellence Canada) to compile this practical and evidence-based toolkit. The development of Swidler’s framing Culture Toolkit was grounded on two observations: (a) firstly, based on Weber’s work ‘Protestant Ethic and the Spirit of Capitalism’ (Weber et al., 1930), Swidler argued that as the Calvinism’s ideology, which was faded to some extents (e.g. As patients, organizations and situations will differ, you will need to use your discretion to select the tools most appropriate for your needs. The practical resources in this toolkit aim to support patient safety and incident management, which we compiled with input from experts and contributing organizations. In a functional teamwork environment, everyone is valued, empowered and responsible for taking action to prevent patient safety incidents, including speaking up when they see practices that endanger safety. It is the best defence against system failures and should be actively fostered by all team members, including patients and families. Teamwork is necessary for safe patient care, particularly at transitions in care. Swidler 'tool-kit' metaphor is a resource for understanding culture and its influence. Develop the capability and capacity for effectively assessing the complex system to accurately identify weaknesses and strengths for preventing future incidents. Keep patients safe by understanding and addressing the factors that contribute to an incident at all system levels, redesigning systems and applying human factor principles. Reporting and learning cultures are integral components of the overall safety culture. Nurturing a safety culture helps avoid, prevent and mitigate patient safety risks at all levels. Culture refers to shared values (what is important) and beliefs (what is held to be true) that interact with a system's structures and control mechanisms to produce behavioural norms. 4.4. Engage with them as equal partners throughout their care processes they are essential to the design, implementation and evaluation of care and services. ![]() Patients and their families are at the centre of all patient safety and incident management activities. They can also change and evolve over time.When implementing the toolkit’s practical strategies and resources, keep in mind these guiding principles: ![]() Examples: Racial stereotypes, biases, and implicit associations.Īll levels of the culture cycle interact dynamically and influence one another.Comprised of unwritten rules and values that employees follow to do their jobs, HR’s challenge is to ensure that the climate is. ![]() Individuals: People’s thoughts, feelings, behaviors, biases, and stereotypes about race and racial differences. Organizational culture is how things get done in your workplace.Examples: Microaggressions, macroaggressions, stereotypical representations in TV, film, or other media.Interactions: Everyday interactions with people and cultural products and artifacts that reinforce race and racism.Examples: Slavery, Jim Crow laws, Chinese Exclusion, Indian Removal Act, Japanese Internment, Mexican Repatriation. ![]() Institutions: Current and past social structures, laws, and policies that institutionalize race and racism.Examples: Racial difference = biological difference, black = criminal, Latinx =illegal.Ideas: Cultural and historical ideas about race and racial differences.Below is an example of how the culture cycle can be used to map how race is done across each level of society. These levels can be represented in a useful tool called the “culture cycle.” The culture cycle represents how individuals, interactions, institutions, and ideas work together dynamically in society. The toolkit provides guidelines for demonstrating an understanding of compliance, cultural awareness, respect for differences, and coaching for positive change. Race operates across different levels of society: the individual level, the interactional level, the institutional level, and the ideological level. (from “Doing Race: An Introduction,” Doing Race: 21 Essays for the 21st Century, Moya & Markus, 2010 and Clash!: How to Thrive in a Multicultural World, Markus & Conner, 2014)
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