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Showing results for tags 'Leadership'.
Found 1,324 results
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Content ArticleJohn Drew, Director of Staff Experience and Engagement at NHS England and Improvement, presented at the NHS Health at Work Network Conference on how the NHS are supporting the health and wellbeing of staff by growing and developing NHS-delivered Occupational Health services. View the presentation slides below.
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Content ArticleNHS Improvement and NHS England presentation at the NHS Health at Work Network Conference on health and wellbeing in the NHS. View the presentation slides below.
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Content ArticleJulie Avery and Brian Edwards, Chartered Institute of Ergonomics and Human Factors, presented at the recent Human Error Forum. They share their presentation slides on human performance and organisational learning and how to integrate human performance into existing systems.
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Content ArticleDevelop your understanding of how to lead with compassion and kindness within the health and social care sectors in this free King's Fund course. This introductory three-week course is for anyone working in or interested in health and social care in its broadest sense, regardless of experience or role. It’s designed to introduce you to some of the foundations of leadership, kindness, and compassion. You’ll explore why these qualities matter now more than ever, and how to develop your personal practice of kind and compassionate leadership. As well as deepening your understanding and knowledge of leadership in health and care, this course will help you develop your own practice of kind and compassionate leadership. You’ll hear from leaders and experts from across the health and care system and explore some practical ways that you can develop a compassionate mindset and cultivate kindness and compassion in your relationships with others.
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Content ArticleAn example of how After Action Reviews are used by the US Army. An After Action Review (AAR) is a professional discussion of a training event that enables Soldiers/units to discover for themselves what happened and develop a strategy for improving performance. Facilitators provide an overview of the event plan (what was supposed to happen) and facilitate a discussion of what actually happened during execution.
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Content ArticleRisks should be reduced to the lowest reasonably practicable level by taking preventative measures, in order of priority. This table from the was developed by the construction industry’s Leadership and Worker Engagement Forum and sets out an ideal order to follow when planning to reduce risk from construction activities. This could be adapted for healthcare.
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House of Commons Debate - NHS Allergy Services (29 October 2021)
Mark Hughes posted an article in Allergies
This is the transcript of an Adjournment Debate from the House of Commons on the 29 October 2021 on NHS Allergy Services, tabled by Jon Cruddas MP. -
Content ArticleThe All Party Parliamentary Group for Allergy, in conjunction with the National Allergy Strategy Group (NASG), has launched a new report which calls for the appointment of an influential lead for allergy who can implement a new national strategy to help the millions of people across the UK affected by allergic disease. This report brings to Ministers’ attention the growing allergy epidemic and the lack of NHS services for people with allergic disease. 20 million people in the UK, a third of the population, are living with allergic disease with five million of these severe enough to require specialist care yet our allergy services remain inadequate, often hard to access and are failing those who need them the most. Change is required and is now long overdue. For the growing number of people living with allergic disease in the UK, their condition can have a significant and negative impact on their lives. It is frightening and restrictive to live with a condition which could cause a severe or life threatening reaction at any time.
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This white paper sets out the symbiotic relationship between healthcare worker safety and patient safety. It makes the case for a new focus on improvements in patient and healthcare worker safety, and on the relationship between them, to prevent safety incidents and deliver better outcomes for all. It has been published by the Safety for All campaign, set up by the Safer Healthcare and Biosafety Network (SHBN), an independent forum focused on improving healthcare worker and patient safety, including Patient Safety Learning and the Association of British HealthTech Industries. -
Content ArticleThis guide, produced by the NHS Staff Council Equality, Diversity and Inclusion Group, is aimed at equality, diversity and inclusion leads, HR and learning and development professionals, and trade union representatives. It provides a framework of good practice for the delivery of mandatory NHS equality, diversity and inclusion training for all staff, This training should be an integral part of the organisation’s wider cultural change and organisational development activities. Planning and monitoring of training delivery should be done in partnership with trade unions and staff networks, this can also support wider staff engagement.
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Content ArticleToo often in healthcare, when effective solutions to prevent avoidable harm are found, there is a lack of means to share these more widely. This gap between learning and implementation means that while we may we know what improves patient safety, this information can often remain siloed in specific organisations and health care systems. This results in patients continuing to experience harm from problems that have already been addressed by others. This article published in the Journal of Patient Safety and Risk Management describes how the charity Patient Safety Learning created the hub, a platform to encourage and support shared learning for patient safety. Designed by and for patient safety professionals, clinicians and patients, the hub offers a powerful combination of tools, resources, stories, ideas, case studies and good practice to anyone who wants to make care safer for patients.
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Content ArticleThe Virginia Mason (VM) Medical Center based in and around Seattle consists of one 350 bed hospital facility and 9 satellite units. They employ 5000 staff, 500 of which are physicians. The Patient Safety Alert (PSA) system was introduced in 2002 following a staff survey. This showed that staff were fearful of speaking-up about concerns. Also, staff doubted that information generated from concerns would improve the safety of care. At the time of the survey VM staff wishing to raise concerns had to complete a quality incident report (QIR). Typically, QIRs would sit on a shelf collecting dust for months, then filed away and forgotten. As we know from countless reports and commentaries into safety failures in healthcare and other industries, perceptions of fear and futility around speaking-up are inimical to creating a positive speak-up or open culture. Virginia Mason share their results of implementing the PSAs and 10 lessons for speaking up in the NHS.
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Content ArticleWhen the history of the COVID-19 pandemic is written, it is likely to show that the mental models held by scientists sometimes facilitated their thinking, thereby leading to lives saved, and at other times constrained their thinking, thereby leading to lives lost. This paper from Trisha Greenhalgh explores some competing mental models of how infectious diseases spread and shows how these models influenced the scientific process and the kinds of facts that were generated, legitimised and used to support policy.
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Organisational culture and patient safety poster
Hugh Wilkins posted an article in Good practice
Poster presented by hub topic lead, Hugh Wilkins, at the MPEC 2021 Conference.- Posted
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Content ArticlePeople in Place highlights the fundamental skills and people issues which will determine the future of health and care in the UK. The Covid-19 pandemic has made these issues clearer and more pressing, but it has also revealed an appetite for change and resulted in innovative ways of working. This report argues that building effective collective leadership into systems and places is vital to overcome staffing and governance issues in the NHS. Focusing on building long-term frameworks for change rather than responding to immediate pressures, it suggests practical tools and resources that could be used to bring about transformation within the system.
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Content ArticleThis maturity matrix from the Good Governance Institute is a resource designed to support organisations to self-assess whether they are appropriately applying the key principles of good governance practice in relation to quality assurance.
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Content ArticleThis report by Roger Kline brings together a range of research evidence to suggest practical steps NHS employers can take to reduce inequalities in staff recruitment and career progression. It specifically focuses on the treatment of female, disabled and BAME staff. Written for practitioners, it summarises some of the research evidence on fair recruitment and career progression. It highlights principles drawn from research that underpin the suggestions made for improving each stage of recruitment and career progression.
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Content ArticleOn 2 September 2006, all 14 crew of a UK Royal Air Force (RAF) ‘spy plane’ Nimrod XV230 were lost following a catastrophic mid-air fire. The aircraft was on a routine mission when a leak of aviation fuel, shortly after air-to-air refuelling, came into contact with a source of ignition. The fire was not accessible, not able to be remotely suppressed, and the incident was not survivable. ‘The Nimrod Review’, led by The Hon. Mr Justice Haddon-Cave, is a model investigation, and should be required reading for executives and leaders in all industries. The Review takes the aircraft fire as its starting point, but casts its net far and wide through the organisation, as well as considering relevant events in other industries. This Nimrod XV230 tragedy is so rich in lessons, Martin Anderson, Chartered Human Factors Professional, shares on his website a series of articles about the Nimrod XV230.
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Content ArticleYou may not have heard about them; what they do is rarely in their job description. You may not even be aware of what they do; they tend to act as enablers rather than taking credit or seeking the spotlight. But they are here— working on sustainable change, across challenging silos, in complex social landscapes, amid changing circumstances. We call them systems conveners. For many people, being a systems convener is only something that exists in retrospect. They may never have set out to convene people across a social landscape but have found themselves taking this on as a way to make a difference they care to make. Even if they set out with the intention to use a convening approach to make a difference, they may not have an adequate language to describe what they do. The purpose of this book from Etienne and Beverly Wenger-Trayner is to shine some light on systems convening—to emphasise the importance of this work and provide a language to articulate what it entails. The authors also want to describe the experience of people who do it. Systems convening is not an abstract type of work that can be done with detachment. It takes personal commitment and passion. It involves the heart as well as the head. To bring this to life, they have included portraits and quotes from people they interviewed.
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Content ArticleHealthcare settings are inherently hazardous places, with very unpredictable and complex working environments. These hazards and risks not only result in a range of injuries and ill-health among workers but also jeopardise the safety of patients. The COVID-19 crisis has amplified the importance of ensuring that the healthcare that is provided is safe—for patients and health workers alike. A sufficient, and capable, workforce, is the foundation of resilient systems. Policy makers need to focus now on how to build and support an appropriate workforce to respond to future shocks. This includes health workers beyond the hospital—including those in community, long-term, and primary care. The safety of both patients and health workers should be protected through appropriate mechanisms to ensure the safety of protective equipment and sufficient supplies, appropriate staffing levels, training and support at the workplace. These governance mechanisms are even more relevant when policy makers face trade-offs between health, safety and economic concerns. This is part of series of health working papers from the OECD on the economics of patient safety. The preceding paper, focusing on Long-term care, can be found here.
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In most cases pregnancy and birth are a positive and safe experience for women and their families. This is the outcome that everyone working in maternity services wants every time, for every woman. But when things go wrong, we need to understand what happened, and whether the outcome could have been different. The death or injury of a new baby or mother is devastating and something that everyone working in the health and care system has a responsibility to do all they can to prevent. Following the publication of ‘Getting safer faster’ the Care Quality Commission (CQC) launched a programme of risk-based, focused maternity safety inspections involving a more focused in-depth assessment of relational elements such as teamworking and culture, staff and patient experience. Building on our previous calls for action, the CQC also sought to further explore the barriers that prevent some services from providing consistently good, safe care and to better understand the disparities in outcomes that exist for women and babies from Black and minority ethnic groups. This report presents the key themes from nine of those inspections alongside insight gathered from direct engagement with organisations representing women using maternity services and their families, including Five X More and local Maternity Voices Partnerships. -
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'Whistleblowing': a definition for reflection in Speak Up Month
Steve Turner posted an article in Whistle blowing
It's that time again. 'Speak Up Month' in the NHS. In this blog, I discuss the definition of 'whistelblowing' and why this is important. I believe that although the Francis Report has stimulated some positive changes, the only way to successfully move forward on this is to celebrate and promote genuine whistleblowers. This includes using the word 'whistleblowing', not a euphemism. It also needs us to involve everyone, including patients, in the changes. "Whistleblowing isn’t a problem to be solved or managed, it’s an opportunity to learn and improve. The more we move away for labelling and stereotyping the more we will learn. Regardless of our position, role or perceived status, we all need to address this much more openly and explicitly, in a spirit of truth and reconciliation." What is whistleblowing? "In the UK, NHS bodies have been guilty of muddying the waters. Sometimes implying that whistleblowers are people who fail to use the proper channels, or are troublemakers, especially when they go outside their organisation with their concerns. In fact, the Public Interest Disclosure Act makes no distinction between ‘internal’ and ‘external’ whistle-blowers..."- Posted
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Content ArticleVideo series catching up with alumni of the Darzi Fellowship in Clinical Leadership to find out what are they up to, how they got there, and how the Fellowship has influenced their work in the NHS and wider health and care landscape. In this episode, Jamie Stafford, Senior Programme Manager with the Community Mental Health Transformation Programme for East London Foundation Trust (ELFT) talks about how frustration with the system lead him to the Darzi Fellowship, and how his Fellowship Year taught him the value of nurturing cross-boundary relationships to create a better experience of care.
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Understanding Schwartz Rounds (22 January 2018)
Patient Safety Learning posted an article in Good practice
A film about why Schwartz Rounds are needed. -
Content ArticleSurgery can be a highly demanding environment, and in pressurised situations we need to prioritise patient safety. Under these circumstances there is a need for clear leadership, but being assertive can sometimes be challenging without coming across as aggressive or intimidating. Training is also an area in which potential issues could arise. Not every trainee will develop at the required rate, and it is important to be able to address concerns with an individual without fearing being labelled as a bully. The following recommendations from the Royal College of Surgeons of Edinburgh may help with workplace relationships.
