From the staff development bookshelf: Importance of managing reporting

Staff Development Weekly: Insight on Evidence-Based Practice in Education, May 11, 2012

When an organization begins to look at incident reporting, it often has to reconcile two divergent opinions. Quality and risk management staff want to know about everything that is happening throughout the organization. Because of their thirst for knowledge, they want to see more reports. But often there is another camp-sometimes the board of directors or the senior leadership-that associates an increasing number of reports with declining performance. Have you ever heard a board member exclaim, "I hope we don't see that number of falls reported next month"? He or she is looking at reporting in a completely different fashion-in the board member's mind, fewer reports is the preferable direction. An effective Problem Identification and Resolution (PIR) process needs to effectively communicate that reporting is a good thing and strongly encourage it.

Monitoring your reporting flow is important for several reasons:

  • If your reporting volume is too low, you may be missing important issues
  • A low reporting volume also means you lose stability and can't confidently use the reporting process to indicate improvements or declines in performance
  • If your reports are not effectively sampling the entire organization, you may have blind spots

Book excerpt adapted from Occurrence Reporting: Building a Robust Problem Identification and Resolution Process by Kenneth Rohde.

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