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The Transformative Journey to Becoming a High-Reliability Organization (HRO)

Kevin Lin, MBA


Sam Karim, MBA, PMP


Esmaeil Porsa, MD, MPH, MBA, CCHP-A


Steven D. Brass, MD, MPH, MBA, FACHE


Sept 5, 2025


Physician Leadership Journal


Volume 12, Issue 5, Pages 35-42


https://doi.org/10.55834/plj.5702386779


Abstract

Healthcare organizations increasingly aim to become high-reliability organizations (HROs) to ensure patient safety and enhance care quality. Becoming an HRO requires more than operational changes; it necessitates a cultural transformation prioritizing safety and continuous improvement. This review outlines the tactics our organization employed to achieve HRO status, focusing on leadership engagement, safety culture, process improvement strategies, and measurement of progress using a newly created HRO dashboard. Our results indicate significant progress in quality and patient safety, emphasizing the importance of a cohesive strategy encompassing goal-setting, adherence to HRO principles, and effective communication. These efforts have demonstrated the necessity of integrating measurement and strategic planning to drive cultural change and improve patient outcomes.




Kevin Lin, MBA
Kevin Lin, MBA

Kevin Lin, MBA, is senior project manager at Harris Health System in Houston, Texas.


Sam Karim, MBA, PMP
Sam Karim, MBA, PMP

Sam Karim, MBA, PMP, is senior vice president of strategic projects and strategy at Harris Health System in Houston, Texas.


Esmaeil Porsa, MD, MPH, MBA, CCHP-A

Esmaeil Porsa, MD, MPH, MBA, CCHP-A, President and CEO, Harris Health System, Bellaire, Texas, and Professor of Medicine, Baylor College of Medicine and UT Health Houston McGovern Medical School, Houston, Texas.


Steven D. Brass, MD, MPH, MBA, FACHE

Steven D. Brass, MD, MPH, MBA, FACHE, Executive Vice President and Chief Medical Executive, Harris Health System, Bellaire Texas, and Associate Professor of Neurology at Baylor College of Medicine and UT Health Houston McGovern Medical School, Houston, Texas.

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