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首页> 外文期刊>California management review >Hospitals as Cultures of Entrapment: A RE-ANALYSIS OF THE BRISTOL ROYAL INFIRMARY
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Hospitals as Cultures of Entrapment: A RE-ANALYSIS OF THE BRISTOL ROYAL INFIRMARY

机译：医院被困文化：对布里斯托尔皇家血统的重新分析

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Organizational culture is often used to explain extraordinary organizational performance. In fact, the term "safety culture" has recently emerged in the healthcare literature to describe the set of assumptions and practices necessary for healthcare organizations to provide optimal care. Culture enables sustained collective action by providing people with a similarity of approach, outlook, and priorities. Yet these same shared values, norms, and assumptions can also be a source of danger if they blind the collective to vital issues or factors important to performance that lie outside the bounds of organizational perception. Cultural blind spots can lead an organization down the wrong path, sometimes with dire performance consequences. This was the case at the Bristol Royal Infirmary (BRI). The example of BRI represents a sustained period of blindness associated with organizational culture. Culture can entrap hospitals into actions from which they cannot disengage and which subsequently lead to repeated cycles of poor performance. The working definition of culture used in the BRI inquiry was "those attitudes, assumptions, and values which condition the way in which individuals and the organization work." While Schein provides a more detailed definition, a more compact definition is used here to treat culture as "what we expect around here." Cultural entrapment means the process by which people get locked into lines of action, subsequently justify those lines of action, and search for confirmation that they are doing what they should be doing. When people are caught up in this sequence, they overlook important cues that things are not as they think they are.
机译：组织文化通常用于解释非凡的组织绩效。实际上，最近在医疗保健文献中出现了“安全文化”一词，用以描述医疗保健组织提供最佳护理所必需的一组假设和实践。文化通过为人们提供相似的方法，观点和优先事项来实现持续的集体行动。但是，如果这些相同的共同价值观，规范和假设也会使集体对组织无法理解的重要问题或对绩效重要的因素视而不见，则也可能成为危险的来源。文化盲区会导致组织走上错误的道路，有时会带来可怕的绩效后果。布里斯托皇家医院（BRI）就是这种情况。 BRI的例子代表了与组织文化相关的持续失明时期。文化会使医院陷入无法摆脱的行动，从而导致重复的绩效下降循环。 BRI调查中使用的文化的工作定义是“那些决定个人和组织工作方式的态度，假设和价值观”。尽管Schein提供了更详细的定义，但此处使用更紧凑的定义将文化视为“我们在这里期望的东西”。文化陷阱意味着人们被束缚在行动路线中，随后为这些行动路线辩护，并寻求确认他们正在做应做的事情的过程。当人们按此顺序被赶上来时，他们就会忽略重要提示，即事情并非以他们认为的那样。

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