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Why pressure injuries remain overlooked, and what it means for patient safety

Hospitals are often seen as houses of healing. For many patients, they are. Yet behind that expectation, another reality exists, one that rarely enters public conversation. Pressure injuries, also known as bedsores, contribute to tens of thousands of deaths each year in the United States and cost the healthcare system billions of dollars.

These injuries develop when patients remain in one position for too long. Limited movement reduces blood flow, which can damage skin and underlying tissue. For patients who are already vulnerable, the consequences can escalate quickly.

Despite the scale of the issue, it does not receive the same attention as other hospital risks. According to Eric Race, CEO and founder of Atlas Mobility, the silence is not accidental.

“In some settings, pressure injuries are quietly accepted as an expected outcome of caring for high-risk patients, which reduces the urgency to elevate the conversation,” he explains.

Why the Problem Stays Hidden

Part of the challenge lies in how pressure injuries are framed. They are often treated as a narrow clinical issue rather than a broader safety concern. “They are often viewed as a nursing-sensitive issue rather than a system-wide safety indicator, limiting how broadly they are discussed,” Race says.

There is also discomfort tied to the topic itself. Many cases are preventable with consistent care, which makes the issue more difficult to confront publicly. Race argues that, because they are largely preventable, they are harder to surface publicly than other clinical complications.

For patients and families, this lack of visibility can be surprising. You may assume that hospitals track and prevent every major risk in the same way. In practice, though, prevention depends on how well systems function day to day.

Where Systems Break Down

At the center of the issue is inconsistency. Hospitals often have protocols designed to prevent pressure injuries, but following them can vary from one shift to the next. “The biggest issue is inconsistency at the bedside,” Race shares.

Simple actions, such as repositioning a patient or helping them move, are not always considered urgent care tasks. Race explains that when staffing is stretched, or workflows become crowded, these steps tend to end up on the back burner: “They are directly connected. When staffing is strained, teams prioritize immediate clinical tasks, and mobility can be delayed or missed.”

Rethinking Prevention

Experts say prevention requires more than policies or training sessions. It depends on building systems that support consistent action throughout the day. “Effective programs treat mobility as a clinical standard that is executed with the same consistency as medication administration,” Race adds.

This approach includes better monitoring, clearer accountability, and dedicated support for frontline staff. It also means treating patient movement as essential, not optional.

For hospital leaders, the path forward is practical. Prioritize mobility as a safety measure and invest in tools and staffing that make it easier to carry out care in real time. For patients and families, awareness matters too. Asking how often a patient will be moved or monitored can bring attention to a risk that often goes unspoken.

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