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Showing results for tags 'Leadership'.
Found 1,324 results
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Content ArticlePatient leaders have a valuable role to play in tackling the problems facing health and social care at a national and local level. Amidst the chaos of reform and unprecedented challenges to improving health, the biggest asset we have - people who live with health problems and use services - remains untapped. Instead, patients are a problem to be solved, not the solution. But we need to improve the development of and access to learning opportunities in order to grow this pool of talent properly, says David Gilbert.
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News ArticleThe former police chief who investigated mental health services in a crisis-hit health board was “shocked” by the poor working relationships and “blame shifting” he uncovered. David Strang, who led the independent inquiry into the issues in NHS Tayside, said staff felt isolated and unsupported and people complained about each other’s practices without coming together to sort the issues out. He described asking staff questions based on information he had received and being met with the response: “Who told you?” He added: “A lot of staff felt there was a real blame culture and that risk and blame fell to the front line.” Read full story (paywalled) Source: 6 February 2020, The Times
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Content ArticleThis paper from the King's Fund looks at compassion - which involves attending, understanding, empathising and helping - as a core cultural value of the NHS and how compassionate leadership results in a working environment that encourages people to find new and improved ways of doing things. It also describes four key elements of a culture for innovative, high-quality and continually improving care and what they mean for patients, staff and the wider organisation: inspiring vision and strategy positive inclusion and participation enthusiastic team and cross-boundary working support and autonomy for staff to innovate. The paper also presents case studies of how compassionate leadership has led to innovation. This work was supported by the Health Foundation.
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Content Article
NHS Improvement: Patient Safety Specialist
Patient Safety Learning posted an article in NHS Improvement
The NHS Patient Safety Strategy published in July 2019 set an ambition for all NHS staff to have a foundation in patient safety as well committing the NHS to developing experts to lead on patient safety in each trust. The introduction of ‘patient safety specialists’ is a key step in professionalising patient safety in the NHS. -
Content ArticleEthical medical treatment is an important aspect of healthcare that is affected by multiple influencing factors in, both private and public, medical organisations. By understanding and adapting the components of the health system to these influencing factors, healthcare can have better outcomes for patients and practitioners. Healthcare Administration for Patient Safety and Engagement provides emerging research on the theoretical and practical aspects of healthcare management for optimal patient care and communication. While highlighting topics, such as clinical communication, ethical dilemmas, and preventive medicine, this book will teach readers about the tools and applications of ethical treatment and hospital behaviour in both private and public medical organisations. This book is a resource for managers and employees of health units, physicians, medical students, psychology and sociology professionals, and researchers seeking current research on healthcare organisation and patient satisfaction.
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Content Article
Resources for setting up learning from excellence reporting
Claire Cox posted an article in Motivating staff
Safety in healthcare has traditionally focused on avoiding harm by learning from error. This approach may miss opportunities to learn from excellent practice. Excellence in healthcare is highly prevalent, but there is no formal system to capture it. We tend to regard excellence as something to gratefully accept, rather than something to study and understand. The preoccupation with avoiding error and harm in healthcare has resulted in the rise of rules and rigidity, which in turn has cultivated a culture of fear and stifled innovation. It is time to redress the balance. It is believed that studying excellence in healthcare can create new opportunities for learning and improving resilience and staff morale. This page is for useful resources for setting up and maintaining an excellence reporting programme: -
Content Article
Learning from excellence: Entrance interview questionnaire
Claire Cox posted an article in Motivating staff
Here is a template for an entrance interview, produced by Learning from excellence. It has been designed using Appreciative Inquiry (AI) principles. It is envisaged to be used at the start of a new job or rotational placement to guide formation of personal development plans. However it could be adapted for permanent staff at times of appraisal. -
Content ArticleA problem solving tool that captures everything you need on one piece of paper. Now that sounds pretty useful. In her latest blog, Sally Howard, Topic Lead for the hub, summarises 'A3', a problem solving tool that does exactly that. She draws on her own experience of using the tool to improve patient outcomes and provides both rich insight and practical examples to help others maximise it's potential.
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PHSO: Good leadership and complaints
PatientSafetyLearning Team posted an article in Complaints
Listening and acting on patient feedback and good complaint handling can have a positive impact on your reputation. It shows you listen and care about what service users say and act on it. Here, the Parliamentary & Health Service Ombudsman, lists four things you can do as a leader to help create a team culture that values and learns from complaints. -
Content ArticleIn his presentation to the City Club of Cleveland, renowned patient safety expert, Dr Peter Pronovost talks about why we must transform healthcare to reduce harm, to operate as an effective system for patient benefit and eliminate inefficiencies. Peter describes the power of stories for learning and how we can create moments of microtrust that will inspire and give us confidence to change.
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Content ArticleTeamworking is fundamental to the future of general practice. Practices are coming together at scale in primary care networks and new roles are being introduced, creating multidisciplinary and multi-agency teams. Making these teams function effectively is a complex task. This guide from The King's Fund brings together insights from their research, policy analysis and leadership practice. The need for collaboration and communication underpins much of the guide and it providex further reading and case studies to support each section. Some of the sections will be more relevant to you than others, but if you are a GP, practice manager or other professional working in primary care, or you are supporting practices, this guide will help you think how you will go about creating and sustaining effective teams within general practice.
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News Article
Care firm's leadership criticised by Care Quality Commission
Patient Safety Learning posted a news article in News
The Care Quality Commission (CQC) has raised concerns about the treatment of patients at mental health units run by Cygnet. It follows inspections in the wake of a BBC Panorama investigation about alleged abuse at Wharlton Hall in County Durham. The CQC found that patients under the firm's care were more likely to be restrained. Higher rates of self-harm were also noted by inspectors who quizzed managers and analysed records at the company's headquarters. The regulator also found a lack of clear lines of accountability between the executive team and its services. It said directors' identity and disclosure and barring service checks had been carried out, butd that required checks had not been made to ensure that directors and board members met the "fit and proper" person test for their roles. Systems used to manage risk were also criticised, while training for intermediate life support was not provided to all relevant staff across services where physical intervention or rapid tranquilisation was used. Cygnet runs more than 100 services for vulnerable adults and children, caring for people with mental health problems, learning disabilities and eating disorders. The CQC says Cygnet must now take immediate action to address the concerns raised. Cygnet said a number of the services highlighted have since been improved, but "we are not complacent and take on board recommendations where we must improve". Read full story Source: BBC News, 14 January 2020 -
News Article
Trust blames behaviour ‘from top of the NHS’ for bullying
Patient Safety Learning posted a news article in News
Leadership behaviour from the “very top of the NHS” has led to an increase in bullying, according to an official strategy document produced by an acute trust. East and North Hertfordshire Trust published its new people and organisation strategy in its January board papers. Within it, the report said: “Leadership behaviour from the very top of the NHS, during this time of pressure has led to an increase in accusations of bullying, harassment and discrimination.” In a separate section, the paper noted the difficulties of being a healthcare professional, saying “many staff leave before they need to and many more cite bullying, over work and stress, as reasons for absence and mistakes”. Read full story (paywalled) Source: HSJ, 13 January 2020 -
Content ArticleIn July 2017, the Royal College of Surgeons of Edinburgh published a number of critical recommendations to government to greatly improve safety in the delivery of surgical treatment and patient care, with seven recommendations for best practice. The RCSEd surveyed opinions from a cross-section of the UK surgical workforce - from trainees to consultants - which highlighted broad inefficiencies on the frontline which impact the working environment and the delivery of a safe service. The report notes factors adversely affecting morale, including a lack of team structure, poor communication, high stress levels, and limited training opportunities. The report also records how staff, at times, feel diverted away from the patient-centred care they strive to deliver because of administrative and IT issues, and believe that being more innovative and efficient with existing resources could make a positive difference.
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Content Article
Immunity to change, a blog by Sally Howard
Sally Howard posted an article in Culture
The New Year often encourages us to talk about change and to look ahead at what we want to achieve in the coming months as individuals, teams and organisations. In her latest blog, Sally Howard, topic leader for the hub, draws attention to the Immunity to change theory and outlines four key steps for realising our aspirations and making change happen. -
Content ArticleThis diagram, published by the Institute for Healthcare Improvement (IHI), is titled A driver diagram to systematically and proactively identify and eliminate non-value-added waste in the US health care system by 2025. Produced by the IHI's Leadership Alliance's Waste Working Group, it sets out a number of drivers for reducing waste in the healthcare system in America. The top driver listed focuses on safety and reducing harm.
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Content ArticleAt the second annual Patient Safety Learning conference, held on 2 October 2019, we interviewed Dr Matt Inada-Kim. Matt is Acute Medicine Consultant at the Royal Hampshire County Hospital, Clinical Lead for Sepsis/Deterioration for Wessex Patient Safety Collaborative and National Clinical Advisor on Sepsis and Deterioration. Matt spoke at our conference on the topic of 'Patient safety as a purpose'. In this interview he talks about his personal motivation to ensure a patient safe future, why we need to integrate safety across all of health and social care and the importance of patient safety training.
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Content Article
Matrons Handbook (January 2020)
Claire Cox posted an article in Workforce and resources
The matron's role has evolved since publication of the matron's 10 key responsibilities in 2003, and the matron's charter in 2004. Some aspects remain the same: providing compassionate, inclusive leadership and management to promote high standards of clinical care, patient safety and experience; prevention and control of infections; and monitoring cleaning of the environment. The role has also grown significantly, to include: workforce management, finance and budgeting, education and development, patient flow, performance management and digital technology and research. Using the handbook This handbook is a practical guide for those who aspire to be a matron, those who are already in post and for organisations that want to support this important role. It can be used to prepare ward, department and service leaders for the matron's role and to support newly appointed matrons. Individual matrons can use this handbook to support their practice, and as part of their professional development discussions with their employer. Directors of nursing can use this handbook to support matrons and the development of those who aspire to this role. Local context will be important and should be considered when using the handbook. -
Content ArticleThe term “racism” is rarely used in the medical literature. Most physicians are not explicitly racist and are committed to treating all patients equally. However, they operate in an inherently racist system. Structural racism is insidious, and a large and growing body of literature documents disparate outcomes for different races despite the best efforts of individual healthcare professionals. If we aim to curtail systematic violence and premature death, clinicians and researchers will have to take an active role in addressing the root cause. Structural racism, the systems-level factors related to, yet distinct from, interpersonal racism, leads to increased rates of premature death and reduced levels of overall health and well-being. Like other epidemics, structural racism is causing widespread suffering, not only for black people and other communities of colour but for our society as a whole. It is a threat to the physical, emotional, and social well-being of every person in a society that allocates privilege on the basis of race. Hardeman et al. believe that as clinicians and researchers, we wield power, privilege, and responsibility for dismantling structural racism — and in this New England Journal of Medicine article the authors highlight recommendations for clinicians and researchers who wish to do so.
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Content Article
Passport to health
Claire Cox posted an article in Learning disabilities
People with a learning disability are more likely to experience major illnesses that will require acute care (Disability Rights Commission, 2006) and more people with learning disability are living longer, and are therefore more likely to use health services as they get older. As a group, they experience more admissions to hospital (26%) compared to the general population (14%) (Mencap, 2004). -
Content ArticleThe national bestseller that offers prescriptions for an economic world turned upside down.
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Content ArticleThis study, published in BMJ Open, aimed to review the empirical literature to identify the activities, time spent and engagement of hospital managers in quality of care.
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Content ArticleThis article is from the US-based organisation - The Joint Commission, published by Sentinel Alert Event. The Joint Commission’s Sentinel Event Database reveals that leadership’s failure to create an effective safety culture is a contributing factor to many types of adverse events – from wrong site surgery to delays in treatment.
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Content ArticleA study showed that when doctors tell heart patients they will die if they don't change their habits, only one in seven will be able to follow through successfully. Desire and motivation aren't enough: even when it's literally a matter of life or death, the ability to change remains maddeningly elusive. Given that the status quo is so potent, how can we change ourselves and our organisations? In Immunity to Change, authors Robert Kegan and Lisa Lahey show how our individual beliefs, along with the collective mind-sets in our organisations, combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. And by pinpointing and uprooting our own immunities to change, we can bring our organisations forward with us. This persuasive and practical book, filled with hands-on diagnostics and compelling case studies, delivers the tools you need to overcome the forces of inertia and transform your life and your work.
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Content ArticleProf. Robert Kegan questions why there is a gap between a person's real intention to change and what the person actually does. He recalls an illustration in which heart doctors advise their patients to take their medications as prescribed or they would die. The follow up research shows that only 1/7 actually go on to take their medications. The other six have just as great a desire to stay alive and yet risk death by not following their doctor's advice.
