Gina Winter-Bates
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In my previous blogs, I explored why I developed the model of ‘Safety Chats’ and how they were conducted. The essential elements of these chats are very simple: Talk to staff about safety in the real world of their team. Ask them to explore what is safe and not safe. Engage them in the idea that they are the best people to suggest or lead change in their team. None of this conversational approach is particularly complicated and yet it is so often not undertaken. The exploration of positive experience (what makes you safe/feel safe?) is so often not considered when as -
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Safety Chats: Part 3 - Starting the conversation
Gina Winter-Bates posted an article in Good practice
Previous blogs in this series explored the personal and evidence basis for having honest conversations about safety at the frontline of healthcare. There is often a perception that we are affording staff the opportunities to be open but this can be derailed when there is an unheard consequence in having an open conversation. This could be a for a number of reasons, many of which were identified in the C-LINK Consulting article 'Don't let the 'iceberg of ignorance' sink your company': Staff may be uncomfortable sharing bad news with either their bosses or team (Mum effect). -
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Safety Chats: Part 2 – Safety as measured
Gina Winter-Bates posted an article in Good practice
How do we know we are safe? This is the Holy Grail that has led to many publications and much research. Authors such as Berwick, Dekker and Syed have written insightful and clear reports that detail that safety is about much more than mere compliance to rules, reporting of incidents and monitoring risk. Local context In my previous blog I shared Solent NHS Trust’s staff survey results, which show high confidence in our staff about safety, having a voice and speaking up. The organisation works hard to define how safe we are and uses a variety of measures for this. Inci -
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Safety Chats blog series: Part 1
Gina Winter-Bates posted an article in Good practice
A personal perspective I was a newly qualified nurse working in cardiac care in the wake of the Kennedy report into deaths at Bristol Royal infirmary between 1984-1995. The response nationally was the introduction of governance frameworks which sought to standardise and monitor safety. It was needed, it brought about improved safety and allowed the NHS organisations to monitor compliance to safety measures. Governance and safety Healthcare, like in many industries, has adopted a large array of, at times, bureaucratic processes attached to this. These can be onerous for clinical st
