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Achieving diagnostic safety requires multidisciplinary approaches. Based on interviews with safety leaders across the United States, this article discusses how different organizations approach diagnostic safety. Respondents discuss barriers to implementing diagnostic safety activities as well as strategies to overcome barriers, highlighting the role of patient engagement and dedicated diagnostic safety champions.

Organizations such as The Joint Commission and the Leapfrog Group require participating healthcare organizations to evaluate their patient safety culture, but surveys can represent a time burden on staff. An Illinois health system aimed to lessen this burden on staff by creating a shorter, revised survey. The final survey consisted of five questions with comparable measurement properties of the original 17-question survey; however, the authors caution the shorter survey will yield less detail than the longer version.

Achieving high reliability is a goal for every healthcare organization. Based on interviews with hospital leadership, clinicians, and staff, this study explored how healthcare professionals understand and perceive high-reliability principles. Findings indicate that some principles are more supported than others and identified inconsistent understanding of principles across different types of healthcare professionals.

Empowering healthcare workers to speak up about safety concerns is a core tenant of safety culture. This article outlines how social hierarchies and power differentials among healthcare teams can negatively influence speaking up behavior and approaches to mitigating these pitfalls.

Disruptive behaviors are discouragingly present in health care. This commentary discusses evidence examining the impact of unprofessional behaviors on safety and clinical care. The authors suggest areas of exploration needed to design reduction efforts such as teamwork, the Safety I mindset and targeting of the root influences of impropriety.

Residents and trainees frequently report experiencing bullying and disrespectful behaviors in the workplace. This study explored the relationship between resident psychological safety, perceived organizational support, and humiliation. Results indicate resident perception of increased organizational support (e.g., help is available when they have a problem) reduces the negative impact of humiliation on their psychological safety.

Lack of organizational support can inhibit safety culture and increase risk of burnout among healthcare workers. Researchers surveyed internal medicine physicians to explore how institutional actions and policies influenced perceived organizational support (POS) during the COVID-19 pandemic. Higher POS was associated with opportunities to discuss ethnical issues related to COVID-19, adequate access to personal protective equipment, and leadership communication regarding healthcare worker concerns regarding COVID-19. High POS was also associated with lower odds of screening positive for burnout, mental health systems, and intention to leave the profession.

When reported and investigated, near misses provide a unique learning opportunity for individuals and organizations. This scoping review of the literature on near misses identifies contributing factors (organizational, human, and technical); barriers and facilitators to reporting; and quality improvement projects to improve reporting of near misses.

Balancing autonomy and supervision is an ongoing challenge in medical training. This study explored how residents’ networking with senior physicians influences advice-seeking behaviors and medical errors. Findings suggest that residents made fewer errors when they consulted with fewer senior physicians overall and consulted more frequently with focal senior physicians (i.e., physicians sought out by other residents frequently for consults).

Organizational culture can influence willingness to speak up about patient safety concerns. Based on focus groups and interviews with nurses, advanced practice providers, and physicians, this study found that the hierarchical culture of medicine presents a barrier to speaking up about safety concerns, but that certain factors (institutional, interpersonal, and individual) can modulate the impact of hierarchy. Interventions to promote speaking up behaviors should focus on engaging leaders across the institution and within the hierarchy.