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Preventable medical errors are the third leading cause of death in the United States. Healthcare leaders must consistently promote the delivery of quality and safe care of patients to reduce unnecessary errors and prevent harm. The purpose of this case study was to explore human resource strategies for improving organizational performance to reduce medical errors. The study included face-to-face interviews with 5 healthcare clinical managers who work within a multifaceted health system in the Midwestern region of the United States. Complex adaptive systems theory was used to frame this study. Interview notes, publicly available documents, and audio recordings were transcribed and analyzed to identify themes regarding strategies used by managers to find effective ways for improvement. Four themes emerged: addressing seminal/never events, ongoing training programs, communication/collaboration, and promoting a culture of safety and quality. Results may directly benefit healthcare managers by facilitating successful strategies to reduce preventable medical errors through education, feedback, innovation, and leadership. Implications for social change for healthcare managers include continued training, building a culture of safety, and using collaborative and communicative efforts while making contributions to the best practices within healthcare organizations to reduce the likelihood of medical errors.

A major concern for most leadership development teams is aligning training and development goals to desired outcomes, especially when looking at overall costs to plan and implement effective training programs. Leadership training in healthcare is increasing due to the complexity of duties and the need to deal with conflicting situations on a regular basis. This study explored whether goals and assessment instruments identified and applied by program development managers were adequate to reflect a multi-frame perspective, and whether participant feedback articulates benefits encompassing multiple frames. Four main questions were used in the study: “What potential benefits do leadership development staff who select, design, and evaluate training articulate; and do they capture a multi-frame perspective? How do the goals of the program development managers align with the assessment of evaluation instruments, and do the assessments reflect a multi-frame perspective? How does the perception of training benefits align with leadership development goals and multi-frame perspective? What effect does training in competencies such as, problem-solving, conflict management, and effective communication have on leaders in healthcare?” To highlight a potential link between behavior, change and organizations; Social Cognitive, Human Needs, and Systems Theories were utilized. A mixed-method design applying Interpretative Phenomenological Analysis and Descriptive Statistics was used. Results of the study indicate that the goals identified by leadership development do align with trainees outcomes in terms of: serving as a support mechanism to ensure effective team-building; facilitating growth towards promotion through education and effective feedback; and enhancing leadership core competencies such as, emotional intelligence, conflict management and communication skills.