| Is there a relation between the financial crisis and | | | | are not the main problem, but the level of |
| a hospital infection? Not a direct relation that a | | | | hedging; operate more (and off balance) with less |
| crisis causes an infection, but there is a | | | | funds. The mechanism is the same. The |
| resemblance between the two. The link is risk. | | | | management focuses on increasing the |
| And risk management. | | | | production, at the cost of less support. Support is |
| A financial company may turn into a crisis when | | | | what slows the production down by controls, |
| this company runs out of safety-funds to back up | | | | quality steps, and more. Less support means a |
| the risks that it has taken. Too much risky | | | | higher production but with also a higher risk, or a |
| behavior will lower the capital of the institution and | | | | lower quality. |
| this becomes a liability. When clients notice that | | | | The financial crisis is not unique. What is unique is |
| the bank may be affected they will withdraw | | | | the fact that one institution is linked to another |
| their money and the company will go bankrupt. | | | | and the process is chained to each other. On an |
| In a hospital there is a more or less similar | | | | individual level the mechanism of easing controls - |
| process ongoing, in which the organization takes | | | | where it all starts with - is universal, whether |
| too much risk, urged by the metrics of | | | | managers operate in hospitals or banks, or any |
| performance management. The main | | | | other sector. |
| management focus of the hospital is to increase | | | | In hospital management there is also a risk in the |
| the flow of patients and to lower their stays in | | | | chain even though hospitals are not |
| both care and cure (ER). | | | | interconnected. What is however connected is the |
| This adds-up to stress: | | | | fact that most hospitals copy the management |
| - Increasing the efficiency of sterilization time and | | | | method of others. The advantage of having a |
| to make the duration of this step diminish | | | | best practice turns into a disadvantage when |
| - Increasing efficiency and limit the duration of | | | | there are problems and the problem is related to |
| cleaning the Emergency rooms | | | | focus; focus on the flow and performance |
| - Less control on hygienic procedures in the | | | | (management) which increases the overall risk and |
| nursery departments, to speed up the stay and | | | | with it the chance of hospital-wide infections. |
| to operate with less employees | | | | H.J.B. |
| In the financial case these efficiency measures | | | | |