Risks in Modern Society (Topics in Safety, Risk, Reliability and Quality, 13)

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Social media can help improve life satisfaction, stroke recovery, memory retention, and overall well-being by providing users with a large social group. Additionally, friends on social media can have a "contagion" effect, promoting and helping with exercise, dieting, and smoking cessation goals. Pro 8 Social media facilitates face-to-face interaction. People use social media to network at in-person events and get to know people before personal, business, and other meetings.

Pro 9 Social media increases voter participation. Facebook users reported they are more likely to vote if they see on social media sites that their friends voted.

Table of contents

Pro 10 Social media facilitates political change. Social media gives social movements a quick, no-cost method to organize, disseminate information, and mobilize people.

ISO 45001 Clause 6.1.2 Hazard identification and assessment of risks and opportunities

The student activists used Twitter to promote nationwide protests on Mar. Pro 11 Social media is good for the economy. Social media sites have created a new major industry and thousands of jobs. Pro 12 Social media sites empower individuals to make social change and do social good on a community level.

Social media shares popularized nine-year old Scottish student, Martha Payne, and her blog, "Never Seconds," which exposed the state of her school's lunch program prompting international attention that resulted in changes to her school and the formation of "Friends of Never Seconds" charity to feed children globally. Pro 13 Social media helps senior citizens feel more connected to society. Pro 14 Social media helps people who are socially isolated or shy connect with other people.

Pro 15 Social media allows for quick, easy dissemination of public health and safety information from reputable sources. Pro 16 Social media can help disarm social stigmas. The Sticks and Stones campaign uses Twitter to reduce stigmas surrounding mental health and learning disabilities. A mother was able to find a kidney donor for her sick child by posting a video on her Facebook page. Pro 18 Social media provides academic research to a wider audience, allowing many people access to previously unavailable educational resources.

Risk Based Testing: Approach, Matrix, Process & Examples

Information previously restricted to academia's "ivory tower" can now be shared with the public who do not have access to restricted journals or costly databases. Researchers from a wide variety of fields are sharing photos, providing status updates, collaborating with distant colleagues, and finding a wider variety of subjects via social media, making the research process and results more transparent and accessible to a larger public.

Pro 19 Corporations and small businesses use social media to benefit themselves and consumers. Pro 20 Social media offers teachers a platform for collaboration with other teachers and communication with students outside the classroom. Pro 22 Colleges and universities use social media to recruit and retain students. Pro 23 Social media allows for rapid communication during crisis events. Over one-third of federal, state, and local law enforcement professionals surveyed say that they use social media to notify the public of emergencies or disasters.

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Con 1 Social media enables the spread of unreliable and false information. Con 2 Social media lacks privacy and exposes users to government and corporate intrusions. Con 3 Students who are heavy social media users tend to have lower grades.

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After four hours, average GPAs dropped one full grade. Con 4 Social media can lead to stress and offline relationship problems.

Risks, Safety and Security in the Ecosystem of Smart Cities

Con 5 Social media can entice people to waste time. A survey of internet users aged found that the average daily time spent on social media is 1. Con 6 Using social media can harm job stability and employment prospects. Con 7 The use of social media is correlated with personality and brain disorders.

A University of Pittsburgh study found that social media use was "significantly associated with increased depression" amongst adults aged between 19 and Con 8 Social media causes people to spend less time interacting face-to-face. Con 9 Criminals use social media to commit and promote crimes. Gangs use the sites to recruit younger members, coordinate violent crimes, and threaten other gangs.

Con 10 Social media can endanger the military, journalists, and activists. The US Army notes that checking in with location based services on social media like Foursquare or Facebook could expose sensitive whereabouts and endanger military personnel and operations.

Con 12 Social media facilitates cyberbullying. Changing systems of care will," the report said. IOM Crossing.


Joint Commission standards for patient safety, first issued in , along with the organization's sentinel event policy and its ongoing initiatives for performance measurement, spurred organizations to act on IOM's recommendations and build better alliances between risk and quality professionals. In the public sector, an increasing number of federal payment initiatives linked to healthcare quality have ensured that the combined efforts of risk and quality managers have the attention of healthcare leaders.

These payment initiatives include value-based purchasing i. In the private sector, numerous efforts to enhance healthcare quality have required a closer working relationship between risk and quality professionals to improve patient safety across the continuum of care. Not only is a healthcare facility's quality-of-care data used to establish reimbursement rates, but it is also posted on the federal government's Hospital Compare website so that patients can use the data to select hospitals.

The federal government also posts publicly available quality data for other healthcare providers, including long-term care facilities, physicians, home health providers, and dialysis facilities. Healthcare leaders recognize that poor-quality care can affect both the organization's bottom line and its reputation and that failure to integrate risk and quality efforts can imperil the organization's success.

Within this environment, risk and quality managers are doing more, but not always with additional resources. For example, organizations are adopting an enterprise-wide approach to risk and asking their risk managers to look beyond clinical risks to others, such as strategic and financial risks, affecting the organization.

Quality managers are being asked to provide the data and analysis to support an increasing number of quality initiatives in both the public and private sectors. Risk and quality managers recognize that by collaborating to address overlapping issues and functions, they are more efficient in addressing shared interests and better able to focus on their distinct functions. For these reasons—the need to redesign systems to enhance patient safety and the need to achieve operational efficiency—healthcare organizations are realigning their risk and quality activities. For example, some larger organizations are merging their patient safety, risk, and quality functions into one program, department, or institute.

Although different individuals may be responsible for each area, they typically report to the same leader in the organizational hierarchy. In smaller organizations, risk and quality managers are better coordinating their efforts where they overlap to ensure better alignment of patient safety initiatives and use of limited resources. Some organizations have also found advantages in using the legal protections granted by the Patient Safety and Quality Improvement Act of PSQIA , as well as available state protections. These protections offer a framework to differentiate common and overlapping patient safety activities of risk and quality that can be performed within a legally protected environment from those activities that are performed separately outside federal and state legal protections.

The discussion about integrating an organization's risk and quality activities is not new. Writing in about how rural hospitals are "doing more with less," a hospital risk manager and quality improvement professional described how risk management and quality assurance, as the functions was previously called, were using a collaborative approach to share data to enhance patient care.

Nance and Koch. The risk manager's and quality professional's musings from are not that different from their perspectives today about risk and quality collaboration. In today's demanding healthcare environment, organizations cannot afford to return to what a monograph from the American Society for Healthcare Risk Management ASHRM bluntly described as the "silo mentality" that had once dominated risk management and quality practice.

In the past, a typical organizational chart might have had risk management reporting to a chief operating officer or a legal department and the quality and patient safety activities reporting to a chief medical officer. The organization hierarchy did not allow for any coordination of risk and quality functions, nor did it allow for sharing of data. The following hypothetical scenario illustrates how separate reporting structures and segregated activities for risk and quality can limit their success.

Risk management could be examining a particular issue—an increase in emergency department ED claims, for example—without knowing that quality has begun a process to improve the discharge process. An analysis of ED claims might suggest to the risk manager that inadequate communication of discharge instructions at the time of the patient's discharge from the ED is contributing to the increase in claims.

Safe Work Practice Tool

Separately, the quality manager's evaluation might find that printed discharge instructions are outdated and inconsistently used. Some physicians may even be writing their own instructions, increasing the variability in discharge instructions provided to patients. If the risk and quality departments are unaware of each other's findings, their attempts to improve communication between patients and ED staff may result in incomplete strategies.

The problems cannot be fully solved without input from everyone involved in the discharge process. Youngberg and Weber.