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Showing results for tags 'Leadership'.
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Content ArticleOn 17 September 2019, we contributed to the first-ever World Patient Safety Day by releasing three short videos, with information about our thinking and proposed action to address unsafe care. Leadership for patient safety Patient safety is a purpose of health and social care Shared learning for patient safety
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Content ArticleCreating a culture where staff are empowered to speak up is important. Equally important to keep patients safe, is that serious incidents – and the complaints that often follow them – are treated as an opportunity for learning. NHS organisations and their staff must take accountability for making improvements to patient safety. But accountability has too often been taken to mean ‘blame’. If staff fear being blamed, it is much harder to understand what went wrong, why, and how to reduce the chances it will happen again. This blog by Kate Eisenstein, Assistant Director of Insight and Public Affairs at the Parliamentary and Health Service Ombudsman, discusses the importance of learning from mistakes and creating a culture of positive accountability.
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Content ArticleReport of handling of complaints by NHS hospitals in England by Ann Clwyd MP and Professor Tricia Hart.
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Content ArticleThis independent review looked into the way NHS Wales handled concerns. The review was led by Keith Evans, the former chief executive and managing director of Panasonic UK and Ireland, and supported by Dr Andrew Goodall, Chief Executive, Aneurin Bevan University Health Board. A report was compiled making 109 recommendations.
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Content ArticleA team of ward nurses from Merseyside took part in the 2018–19 cohort of the Innovation Agency's coaching for culture programme. The team, led by ward manager Sharon Mcloughlin, were all from the Dott Ward at The Walton Centre NHS Foundation Trust, a specialist trust in north Liverpool dedicated to providing comprehensive neurology, neurosurgery, spinal and pain management services.
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Content ArticleThe phrase “lessons learned” is such a common one, yet people struggle with developing effective lessons learned approaches. The Lessons Learned Handbook is written for the project manager, quality manager or senior manager trying to put in place a system for learning from experience, or looking to improve the system they have. Based on experience of successful and unsuccessful systems, the author recognises the need to convert learning into action. For this to happen, there needs to be a series of key steps, which the book guides the reader through. The book provides practical guidance to learning from experience, illustrated with case histories from the author, and from contributors from industry and the public sector.
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Content ArticleThis is a tool for the boards of NHS trusts and foundation trusts to accompany the Guidance for boards on Freedom to Speak Up in NHS trusts and NHS foundation trusts (cross referred with page numbers in the tool) and the Supplementary information on Freedom to Speak Up in NHS trusts and NHS foundation trusts. The executive lead for Freedom to Speak Up (FTSU) should use the guidance and this tool to help the board reflect on its current position and the improvement needed to meet the expectations of NHS England and NHS Improvement and the National Guardian’s Office.
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Content ArticleThis guide has been produced jointly by NHS Improvement and the National Guardian’s Office, with input from a group of executives and non-executive directors (which included chief executives and chairs), FTSU Guardians and leading academics in culture and leadership. The guide sets out our expectations, details individual responsibilities and includes supplementary resources.
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Content ArticleIn 2016, thirteen organisations from health, social care and local government came together to create the Developing People Improving Care framework, an evidence-based national framework to guide action on improvement skill-building, leadership development and talent management for people in NHS-funded roles. One year on, NHS Improvement highlight some of the work taking place, demonstrating the steps people are already taking to ensure systems of compassion, inclusion and improvement are at the core of the health and care system. They also set out plans for the year ahead and some of the steps you can take to learn more about the framework.
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Content ArticleImproving patient experience is not simple. As well as effective leadership and a receptive culture, trusts need a wholesystems approach to collecting, analysing, using and learning from patient feedback for quality improvement. Without such an approach it is almost impossible to track, measure and drive quality improvement. NHS Improvements framework brings together the characteristics of trusts that consistently improve patient experience and enables them to carry out an organisational diagnostic to establish how far patient experience is embedded in its leadership, culture and its operational processes.
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Content Article
What is the National Guardian Freedom to Speak Up?
Claire Cox posted an article in Speak Up Guardians
The National Guardian’s Office is an independent, non-statutory body with the remit to lead culture change in the NHS so that speaking up becomes business as usual. The office is not a regulator, but is sponsored by the CQC, NHS England and NHS Improvement. -
Content ArticleEveryone should be treated with dignity and respect at work. Bullying and harassment is unacceptable and constitutes a violation of human and legal rights that can lead to criminal prosecution and civil law claims. Employers have a duty of care to provide a safe and healthy working environment for their staff, and this is an implied term of every contract of employment. Bullying and harassment undermines physical and mental health, frequently resulting in poor work performance. Possible consequences include: insomnia and inability to relax loss of confidence and self-doubt loss of appetite hypervigilance and excessive double-checking of all actions inability to switch off from work.
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Content ArticleRichard Smith, former BMJ Editor and Chair of the Point of Care Foundation, finds out more about Schwartz rounds in this opinion article published in the BMJ.
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Content ArticleChristina Cornwell, Nesta Health Lab Director, discusses patient leadership with David Gilbert, author of a new book: The Patient Revolution.
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Content Article
Supporting second victims: breaking the cycle of harm
Claire Cox posted an article in Second victim
'Second victim' is the term used to refer to healthcare workers who are impacted by patient safety incidents. Whilst patients and families will always be the first priority following safety incidents, the well-being of the staff involved is often overlooked but can leave staff lacking confidence, unable to perform their job, requiring time off or leaving their profession. -
Content ArticleThis study from Clay-Williams et al., published in the International Journal for Quality in Healthcare, aimed to explore the associations between the organisation-level quality arrangements, improvement and implementation and department-level safety culture and leadership measures across 32 large Australian hospitals. The authors found that the influence of organisation-level quality management systems on clinician safety culture and leadership varied depending on the hospital department, suggesting that whilst there was some consistency on patient safety attitudes and behaviours throughout the organizations, there were also other factors at play.
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Content ArticleClinical governance was the centrepiece of an NHS white paper introduced soon after the Labour government came into office in the late 1990s. The white paper provides the framework to support local NHS organisations as they implement the statutory duty of quality, which was placed on them through the 1990 NHS act. Clinical governance provides the opportunity to understand and learn to develop the fundamental components required to facilitate the delivery of quality care—a no blame, questioning, learning culture, excellent leadership, and an ethos where staff are valued and supported as they form partnerships with patients. These elements have perhaps previously been regarded as too intangible to take seriously or attempt to improve. Clinical governance demands the re-examination of traditional roles and boundaries—between health professions, between doctor and patient, and between managers and clinicians—and provides the means to show the public that the NHS will not tolerate less than best practice. In 1998 Scally and Donaldson set out the vision of clinical governance: “A framework through which NHS organisations are accountable for continually improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish.” In this paper, Aidan Halligan and Liam Dolandson take the story forward. Two years on, how is clinical governance faring in the NHS, and, with the advent of the national plan for the NHS,4 how is it being developed in practical terms?
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Content Article
NHS Employers - Stop bullying: it’s in your hands (leaflet)
Claire Cox posted an article in Bullying and fear
This leaflet by NHS Employers (Wales) explains what bullying in the workplace is, how it can affect people and what to do about it. -
Content ArticleThis report from the King's Fund explores in more detail the role of leaders in engaging a range of significant others in improving health and healthcare.
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Content ArticleThis guide published by the Agency for Healthcare Research & Quality (AHRQ) is a tested, evidence-based resource to help hospitals in the United States work as partners with patients and families to improve quality and safety.
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Content ArticleThis report states that patient and public engagement has been on the NHS agenda for many years, but the impact has been disappointing. There have been a great many public consultations, surveys, and one-off initiatives, but it argues that the service is still not sufficiently patient-centred. In particular, it looks at a lack of focus on engaging patients in their own clinical care, despite strong evidence that this could make a real difference to health outcomes. This paper argues that a more strategic approach is required to create the necessary shift in beliefs, attitudes and behaviours.
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Content Article
Video of a Schwartz round
Claire Cox posted an article in Good practice
In 2017, The Point of Care Foundation made a film of a Schwartz round at Ashford and St Peter’s Hospitals NHS Trust. The full session lasted one hour – this is an edited version which aims to show what happens in a round. Schwartz rounds often tackle difficult emotional situations. This film deals with a particular case about a sick baby, which some viewers may find upsetting. -
Content ArticleDr Michael Leonard and Dr Allan Frankel explore how effective leadership and organisational fairness are essential for patient safety within healthcare services. They discuss how leaders can influence their organisations to help create a robust safety culture.
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Content ArticleAthough considerable progress has been made with comparing human factors in a safety critical industry to human factors in healthcare, it is clear that the variabilities found in healthcare are far more complex than industrial situations. While comparing human factors in the operating room and intensive care unit with systems from the airline, maritime and off shore industries is appropriate, Geoff Cardwell in this article discusses why a generalised approach to apply human factors in the routine activities of hospitals is needed and the nuclear industry is more appropriate for this wider context, where the ALARA (As Low As Reasonably Achievable) principles is used for managing radiation exposure. This approach can be compared to minimising the exposure to infection and superbugs in hospitals as well as reducing process failure where human factors are involved.
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Content ArticleProfessor Alison Leary, Patient Safety Learning Trustee, is Chair of the Healthcare & Workforce Modelling at London South Bank University. In this interview with Patient Safety Learning, Alison discusses why she got involved in patient safety and what needs to change to enable the NHS to become a high performing organisation.
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