Organizations and systems that repeatedly perform potentially dangerous and always complex tasks with minimal risk of human error and adverse outcomes are now known as High Reliability Organizations (HRO). Through extensive research by our team of subject matter experts, we have developed methods to study the safety culture and practices of medical organizations. Using HRO safety theory, we then use the information we’ve gleaned to design a curriculum that teaches medical staff to understand, develop, and apply a high reliability mindset in their unique healthcare delivery systems and patient safety programs. Our program, The Patient Safety Initiative, embodies skills, methods and techniques to mitigate human error and catch the small missteps of early error before they are allowed to spiral into disaster.



We objectively and professionally assess teamwork, patient safety culture and healthcare delivery, and employ our Electronic Critical Incident Reporting and Assessment tool.


We create optimal, custom courseware and checklists that are based on our electronic and personal evaluations of the safety strengths and weaknesses of your facility.


We employ sound instructional systems design and personal professional-to-professional research-based methodologies to teach healthcare teamwork and HRO safety theory and practices.


We holistically combine operations, training, administrative support functions and leadership, enabling hospital clients to make optimum use of modern HRO safety theory to maximize patient safety and satisfaction.

The Data

Over a decade ago, The Institute of Medicine’s seminal study of preventable medical errors estimated that they cause as many as 98,000 deaths every year, at a cost of $29 billion. In another report, results “estimated that only 5% of medical errors are currently reported in healthcare”(Copilot, Powell, Hill). The Joint Commission cited poor communication as the most common cause of these medical errors in a Sentinel Event Alert (Issue No. 30, 2004).

These statistics seem bleak, but there is hope. In 2008 it was reported that the Yale-New Haven Hospital in New Haven, CT cut “obstetric adverse events” in half and lowered malpractice costs by nearly 40%, from $95,000 to $53,000 per year after implementing their patient-safety and teamwork strategy. (Teamwork, OBGYN News).

Our error-reduction and patient safety efforts have a significant return on investment.

The following clients have relied on us to effect positive changes through consulting, training, and assessments:

  • Advocate Healthcare—Chicago, IL
  • Birmingham Outpatient SurgiCenter
    —Birmingham, AL
  • Child Health Corporation of America (CHCA)
    —Kansas City, KS
  • Cincinnati Children’s Health Medical Center
    —Cincinnati, OH
  • Columbia Basin Hospital—Ephrata, WA
  • Hardin Memorial Hospital—Elizabethtown, KY
  • Horizon Hospital—Brentwood, TN
  • Hospital Corporation of America (HCA)
    —Nashville, TN
  • Intermountain Health—Salt Lake City, UT
  • Jacksonville Medical Partners Surgical Center—Jacksonville, FL
  • Methodist Hospital System—Memphis, TN
  • National Association of Children’s Hospitals and Related Institutions
  • Ocean Beach Hospital—Ilwaco, WA
  • Olympic Medical Center—Port Angeles, WA
  • Othello Community Hospital
    —Othello, WA
  • Pensacola Naval Hospital—Pensacola, FL
  • Rural Healthcare Quality Network
    —Seattle, WA
  • TriStar Healthcare—Nashville, TN
  • St. David Hospital—Austin, TX
  • St. Petersburg HealthSouth Surgical Center—St. Petersburg, FL
  • UCLA Medical System—Los Angeles, CA
  • Washington Health Foundation
    —Seattle, WA
  • Washington Rural Health Care Quality Initiative—Seattle, WA