Accountability

     In a hospital, as with any organization, accountability starts at the top.  The Board of Directors must demand accountability from the CEO.  In turn, the CEO must demand accountability from the C-suite (i.e. CFO, CNO, HR, CMO, CQO, CIO).  

I would argue that Quality and Patient Safety is not relegated, solely, to the clinical departments of a hospital. Quality is job #1.  Therefore, "quality" is everyone's primary business, regardless if the work product is information systems, communications, human resources, or environmental services, to name a few.

In the short-term accountability may be raised and effectively measured through the use of scorecards or system dashboards.  However, sustained accountability and results, over time, come only from a fundamental shift or change in culture.

Consensus Statement:  the senior management team should be held accountable to organizational results and the performance of their subordinates.

If the readership agrees with the statement written, above, then what are the best methods for consistent execution?  I am aware and respect the fact that this topic of executive leadership has been well researched.  I do not claim originality of thought, in this domain.  However, I have observed instances where the twine of accountability had been frayed, if not completely severed.  Over the years, I have synthesized my reading and professional experience into what I call the 3 Cs.  The 3 Cs are, as follows:

• Communication
  
• Collaboration
  
• Continuity
  

I submit that if the CEO and his/her C-Suite embrace and promulgate a culture consisting of the 3 Cs, accountability is likely to be a lasting by-product.