Findings suggest there is no single best way to collect or use PREM data for QI, but they do suggest some key points to consider when planning such an approach. For instance, formal training is recommended, as a lack of expertise in QI and confidence in interpreting patient experience data effectively may continue to be a barrier to a successful shift towards a more patient-centred healthcare service. In the context of QI, more attention is required on how patient experience data will be used to inform changes to practice and, in turn, measure any impact these changes may have on patient exper
In this video, Senior Paediatric Intensivist, Adrian Plunkett from Birmingham Childrens Hospital UK, discusses positive reporting (as opposed to incident reporting) in improving morale and outcome in sepsis.
Social normalisation of deviance means that people within the organisation become so much accustomed to a deviant behaviour that they don’t consider it as deviant, despite the fact they exceed their own rules for the elementary safety.
People grow more accustomed to the deviant behaviour the more it occurs . To people outside of the organisation, the activities seem deviant; however, people within the organisation do not recognise the deviance because it is seen as a normal occurrence. In hindsight, people within the organisation realise that their seemingly normal behaviour was deviant.
Key take home messages
Placing our faith in data management to improve patient experience at the frontline is dangerous.
The fixation on right solutions, the desire to roll-out changes quickly and an assumption that impact measurement as depicted on a graph, do not help and potentially even distract emphasis away from the human interactions that patients and their relatives need.
The positive ways that staff responded to an approach that allows them to put concepts of data to one side, and that gives them permission to relate on more human levels, suggests that they too need t
So, you have a network in place, a few allies and that’s working well. Your curiosity means that you are asking great questions.
Then you hit a brick wall
Push a few boundaries and you may find yourself in the middle of a disagreement, whether that’s you as a leader sharing power with your team or as the one brave soul who says "you don’t have the full picture". Whilst it may seem that people ‘in authority’ must find this easy to handle, otherwise they wouldn’t be in charge, at the end of the day this can be scary stuff wherever you sit within your team and the wider system.
59.7% think their organisation treats staff who are involved in an error, near miss or incident fairly. This is a 1 percentage point improvement since 2018 (58.3%) and continues a positive trend since 2015 (52.2%).
71.1% think their organisation takes action to ensure that reported errors, near misses or incidents do not happen again.
73.8 think their organisation acts on concerns raised by patients / service users (2018: 73.4%).
61.1% gives them feedback about changes made in response to reported errors, near misses and incidents (q17d) This is a 1 perce
What we did
Sharon Mcloughlin, Ward Manager, Dott Ward:
"The Innovation Agency gave us the dialogue to engage with staff and address concerns objectively, without staff taking anything personally. I was able to say this is an outside organisation, and with them we’re going to look at how our team could improve."
“It’s been about empowering staff, and staff realising that change has to come from all of us. I’ve gained skills to help staff feel more empowered and get on board, and see it as their responsibility to improve things too."
“Hopefully as a result we’ve improved safe
This is a slide set from Rebecca Lawton (Yorkshire and Humber Patient Safety Translational Research Centre) for the National Institute for Health Research and Yorkshire and Humber Improvement Academy, explaining what second victim is and how we can do better to support staff.
As an agency scrub nurse, I was booked to work out of London in a private clinic. This was to work two nights and two days in theatres. It was my very first agency shift.
On the way to the theatres, escorted by a porter, I slipped on the stairs whilst holding on to the rails and fell, sustaining a right dislocated shoulder. I had it relocated in A&E in a local NHS hospital and was given entonox and morphine.
I returned to London the next morning – the taxi fare of £220 was not covered by the clinic.
I have now been unemployed for many weeks due to the injury. The Ag
Vanessa Sweeney, Deputy Chief Nurse and Head of Nursing – Surgery and Cancer Board at University College London Hospitals NHS FT decided to share a example of positive feedback from a patient with staff. The impact on the staff was immediate and Vanessa decided to share their reaction with the patient who provided the feedback.
The letter she sent, and the patient’s response are reproduced here:
Thank you for your kind and thoughtful letter, it has been shared widely with the teams and the named individuals and has had such a positive impact.
I’m the head of nur
Our Critical Care Outreach Team (CCOT) work regular shifts within the CCU and our new high dependency unit (HDU). I believe we are not alone, but at times there is an element of divide across the teams and we wanted to limit the ‘them and us’ culture. Even when we are not working within the units, we need effective teamwork to maintain best practice and, ultimately, patient’s safety. Unlike some trusts, our outreach, CCU and HDU are all managed as one big team.
With this in mind, we brainstormed ideas for the reasons behind this ‘divide' and decided a regular newsletter might help us.
In conclusion, Steve looks at key areas to be worked on in order to protect the public and really ‘learn lessons’. These cross all sectors and areas of work. They include the need for an individual duty of candour (duty to tell the truth); an end to self-regulation in healthcare and elsewhere, and recognition of the value to society of those who risk everything to fight for justice and truth.
He also outlines a list of his concerns: