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Showing results for tags 'Leadership'.
Found 1,329 results
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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.
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Content ArticleThe Magnet Recognition Program designates organisations worldwide where nursing leaders successfully align their nursing strategic goals to improve the organisation's patient outcomes. The Magnet Recognition Program provides a road map to nursing excellence. Research has documented an association between hospitals with Magnet recognition and better outcomes for nurses and patients. However, little longitudinal evidence exists to support a causal link between Magnet recognition and outcomes. This study compares changes over time in surgical patient outcomes, nurse-reported quality, and nurse outcomes in a sample of hospitals that attained Magnet recognition between 1999 and 2007 with hospitals that remained non-Magnet.
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Content ArticleThe Institute for Healthcare Improvement ran a National Forum CEO and Leadership Summit in December 2019. This slide pack gives an overview of the summit, including speaker presentations and key objectives of the meeting.
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Content ArticleAs healthcare organisations seek to enhance safety and quality in a changing environment, organisational learning practices can help to improve existing skills and knowledge and provide opportunities to discover better ways of working together. Leadership at executive, middle management, and local levels is needed to create a sense of shared purpose. This shared vision should help to build effective relationships, facilitate connections between action and reflection, and strengthen the desirable elements of the healthcare culture while modifying outdated assumptions, procedures, and structures.
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Community PostI am interested in what colleagues here think about the proposed patient safety specialist role? https://improvement.nhs.uk/resources/introducing-patient-safety-specialists/ https://www.independent.co.uk/news/health/nhs-patient-safety-hospitals-mistakes-harm-a9259486.html Can this development make a difference? Or will it lead to safety becoming one person's responsibility and / or more of the same as these responsibilities will be added to list of duties of already busy staff? Can these specialist be a driver for culture change including embedding a just culture and a focus on safety-II and human factors? What support do trusts and specialists need for this to happen? Some interesting thoughts on this here: https://twitter.com/TerryFairbanks/status/1210357924104736768
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Content Article
Leading for improvement, a blog by Sally Howard
Sally Howard posted an article in Leadership for patient safety
Sally Howard, topic leader for the hub, shares her insight on the imminent NHS Improvement Framework after she attended a webinar with National Director of Improvement for NHS England and NHS Improvement, Hugh McCaughey. -
Content ArticleEarlier this year, the World Health Organization declared 17 September the first World Patient Day and presented it as an opportunity to speak up for patient safety. A week or so beforehand, health leaders from across the world had met in Salzburg, Austria, at the request of Salzburg Global Seminar and the Institute for Healthcare Improvement (IHI) to explore ways of improving the measurement of patient safety. The Lucian Leape Institute, an initiative of the IHI, led the convening and content curation. Participants of Moving measurement into action: designing global principles for measuring patient safety agreed that there is no single measure that allows all stakeholders in all settings to assess the past, current, and future safety of their system. Participants agreed a system of measures must be carefully designed to assess the safety of patients throughout their health journey. The conversations in Salzburg have helped establish eight global principles for the measurement of patient safety. They feature in this new document, Salzburg Statement on Moving Measurement into Action: Global Principles for Measuring Patient Safety.
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Content ArticleThe Cynefin framework is a conceptual framework used to aid decision-making. Created in 1999 by Dave Snowden when he worked for IBM Global Services, it has been described as a "sense-making device". Cynefin is a Welsh word for habitat. The Cynefin Framework allows executives to see things from new viewpoints, assimilate complex concepts, and address real-world problems and opportunities. Using the Cynefin framework can help executives sense which context they are in so that they can not only make better decisions but also avoid the problems that arise when their preferred management style causes them to make mistakes. In this video, Dave Snowden introduces the Cynefin Framework with a brief explanation of its origin and evolution and a detailed discussion of its architecture and function.
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Content ArticleNot all leaders achieve the desired results when they face situations that require a variety of decisions and responses. All too often, managers rely on common leadership approaches that work well in one set of circumstances but fall short in others. Why do these approaches fail even when logic indicates they should prevail? The answer lies in a fundamental assumption of organisational theory and practice: that a certain level of predictability and order exists in the world. This assumption, grounded in the Newtonian science that underlies scientific management, encourages simplifications that are useful in ordered circumstances. Circumstances change, however, and as they become more complex, the simplifications can fail. Good leadership is not a one-size-fits-all proposition as David J. Snowden and Mary E. Boone discuss in this article for the Harvard Business Review. They look at the 'Cynefin framework' which allows executives to see things from new viewpoints, assimilate complex concepts, and address real-world problems and opportunities.
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Content ArticleAt the second annual Patient Safety Learning conference, held on 2 October 2019, we interviewed Tom Kark QC. QEB Hollis Whiteman and Verita, Tom joined a conversation with Ted Baker and Dr Elaine Maxwell on the topic of 'Leadership for patient safety'.
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Letter from America: Tomorrow is Another Day
lzipperer posted an article in Letter from America
'Letter from America’ is a Patient Safety Learning blog series highlighting fresh accomplishments in patient safety from the United States. The series covers successes large and small. I share them here to generate conversations through the hub, over a coffee and in staff rooms to transfer these innovations to the frontline of UK care delivery. -
Content ArticleAt the second annual Patient Safety Learning conference, held on 2 October 2019, we interviewed Professor Ted Baker. Chief Inspector of Hospitals for the Care Quality Commission, Ted joined a conversation with Tom Kark QC and Dr Elaine Maxwell on the topic of 'Leadership for patient safety'.
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WHO: Perth declaration for patient safety (July 2009)
PatientSafetyLearning Team posted an article in WHO
The Inaugural Australian Patients for Patient Safety Workshop, held over 3 days in Perth from July 7 ‐9, 2009, brought together a group of 40 health consumers, many of whom had experienced medical error or health system failure, health providers and health policy makers from around Australia. Participants were selected for their efforts as change agents who have worked proactively to improve the safety of health care in Australia and their desire to further improve safety in health care, in partnership. Participants came together to build trust, functional working relationships grounded in mutual respect and appreciation of what each brought to the field of patient safety and to form strategies and action plans for improving patient safety in Australia. The core of those strategies and action plans is the Perth Declaration for Patient Safety. -
Content ArticleWhat makes an outstanding hospital? is part of the Priory's Better Together podcast series. In this episode, Priory’s Director of Quality for Healthcare, Natasha Sloman, is joined by Professor Sir Mike Richards, former CQC Chief Inspector of Hospitals, and Paul Pritchard, one of Priory’s Managing Directors. They talk about what makes an ‘outstanding’ hospital and Priory’s approach to enabling ‘outstanding’ services.’
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Content ArticleThere is widespread recognition that creating a safety culture supports high-quality health care. However, the complex factors affecting cultural change interventions are not well understood. This study by McKenzie et al., published in The Joint Commission Journal of Quality and Patient Safety, examines factors influencing the implementation of an intervention to promote professionalism and build a safety culture at an Australian hospital.
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Content ArticleAlberta Health Services (AHS) is Canada’s first and largest province-wide, fully-integrated health system, responsible for delivering health services to the more than 4.3 million people living in Alberta, as well as to some residents of Saskatchewan, B.C. and the Northwest Territories.
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Creating a safety culture
Claire Cox posted an article in Other countries and national agencies
A safety culture is built on trust. It empowers staff to report errors, near misses, and recognise unsafe behaviours and conditions that can put patients at risk, all of which drive improvement. This video by the Joint Commission Centre for Transforming Healthcare explains how they are engaging staff and the importance of speaking up. -
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A reflective account of the culture of fear
Anonymous posted an article in Bullying and fear
This is my story of how one bad experience can lead to another. We talk a lot about patients and their safety (quite rightly so) but very rarely do we hear about the healthcare professional who is going through turmoil and their mental health. This is my story.- Posted
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Content ArticleOur experience of attending the Patient Safety Learning Annual Conference and entering our patient safety initiative into the awards.
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Patient Safety: 20 Years After “To Err is Human” (2019)
PatientSafetyLearning Team posted an article in Culture
In this US based eMagazine Patient Safety: 20 Years after ‘To Err is Human,’ sees thought leaders from across the healthcare industry examine how shifting to patient-centred care has helped organisations across the country sustain a deeper culture of patient safety. By implementing strategies such as optimising health IT usability, advocating on behalf of patients and supporting healthcare workers, patient safety continues trending upward, leading to better outcomes. -
Content ArticleJenny Slayton, Executive Director of Quality Improvement for Vanderbilt University Medical Center, explains how the Vanderbilt University Medical Center has created a safety culture. Starting small, by deciding to improve handwashing, they applied what they learned from this to a range of other safety improvement opportunities.
