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Showing results for tags 'Organisational Performance'.
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Content ArticleChief Product Officer Mark Fewster speaks with iTS Leadership’s Judy Walker on transforming your understanding through after action reviews. Digressions include paediatric care in the 90s, ‘Six Blind Men and an Elephant’, and learning to trust others.
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- After action review
- Organisational Performance
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Content ArticleIn this paper, Kurtz and Snowden challenge the universality of three basic assumptions prevalent in organisational decision support and strategy: assumptions of order, of rational choice, and of intent. They describe the Cynefin framework, a sense-making device they have developed to help people make sense of the complexities made visible by the relaxation of these assumptions. The Cynefin framework is derived from several years of action research into the use of narrative and complexity theory in organisational knowledge exchange, decision-making, strategy, and policy-making. The framework is explained, its conceptual underpinnings are outlined, and its use in group sense-making and discourse is described. Finally, the consequences of relaxing the three basic assumptions, using the Cynefin framework as a mechanism, are considered.
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- Human factors
- Decision making
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Content ArticleSharing her story in the Guardian, Merope gives a heart breaking account of how her daughter, Martha Mills, was allowed to die, but also what happens when you have blind faith in doctors – and learn too late what you should have known to save your child’s life.
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- Patient death
- Children and Young People
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Content ArticleThis overview considers how the NHS has performed over the current parliament in relation to patient safety. It looks at data relating to reported incidents and harm, episodes of care free of certain types of harm, and patient and staff perceptions of safety.
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- Patient safety incident
- Patient harmed
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Content ArticleThe Professional Standards Authority (PSA) are an independent body, accountable to the UK Parliament. PSA helps to protect the public through their work with organisations that register and regulate people working in health and social care: PSA oversee 10 statutory bodies that regulate health and social care professionals in the UK. PSA accredit registers of health and care professionals held by non-statutory bodies. PSA aim to improve regulation by providing advice to UK government and others, conducting/ commissioning research and promoting the principles of right-touch regulation. Here is a snapshot of the work they have done in 2020/21.
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- Standards
- Regulatory issue
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Content ArticleThe Professional Standards Authority (PSA) performance reviews look at a regulators’ performance against PSA's Standards of Good Regulation, which describe the outcomes regulators are expected to achieve. They cover the key areas of the regulators’ work, together with the more general expectations about the way in which regulators are expected to act. Here is the review of the General Osteopathic Council performance review.
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- Standards
- Regulatory issue
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Content ArticleThe Professional Standards Authority (PSA) performance reviews look at a regulators’ performance against PSA's Standards of Good Regulation, which describe the outcomes regulators are expected to achieve. They cover the key areas of the regulators’ work, together with the more general expectations about the way in which regulators are expected to act. Here is the review of the Health and Care Professions Council performance review.
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- Standards
- Regulatory issue
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Content ArticleAs organisations continue to adapt to a faster pace of change and seek to achieve their organisational purpose, it’s essential that the resources and time needed to change are minimised. Improving performance by learning effectively from mistakes is a vital part of the change process but the method of learning employed is critical. In this LinkedIn post, Judy Walker discusses the application of After Action Reviews (AARs).
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- After action review
- Organisational Performance
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Content ArticleThe Care Quality Commission (CQC) has introduced a new assessment framework that it will use to set out its view of quality and make judgements about health services. The framework is being introduced in phases, and the CQC has published it before it comes into use so that providers and other stakeholders can start to become familiar with it.
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- Assessment and Recommendation
- Feedback
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Content ArticleThe Medicines and Healthcare product Regulatory Agency’s (MHRA) Annual Report and Accounts for 2021/22 has now been published. It provides an overview of MHRA's performance and the events that have had most impact on the Agency during the past year.
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- Medication
- Medical device / equipment
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Content ArticleAhead of the government's medium-term fiscal plan, the annual Institute for Government/Chartered Institute of Public Finance and Accountancy (CIPFA) public services stocktake reveals that public services won’t have returned to pre-pandemic performance by the next election, which in most cases was already worse than when the Conservatives came to power in 2010. Performance Tracker reviews the state of nine public services – general practice, hospitals, adult social care, children’s social care, neighbourhood services, schools, police, criminal courts and prisons – and their comparative and inter-connected problems.
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- Organisational Performance
- Data
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Content ArticleLondon North West University Healthcare Trust is a trust not without its challenges. But, as its chief executive Pippa Nightingale explains, there is optimism the corner is being turned – and ambitious plans for the future. In this interview, she tells HSJ about what she thinks need to change at the organisation; how some improvements are already being seen; and the key role she hopes digital will play on the trust’s road to improvement.
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- Leadership
- Organisation / service factors
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Content ArticleIn basic terms, a safety management system (SMS) is a formal arrangement for managing, assuring, and improving safety. An SMS is not a single document, it is a framework for managing all risks that arise from running a transport system. It defines roles and responsibilities, sets arrangements for safety mechanisms, involves workers in the process, and ensures continuous improvement. The Railways and Other Guided Transport Systems (Safety) Regulations 2006 (ROGS) introduced the requirement for and content of an SMS. The regulations require most railway operators to maintain an SMS, and hold a safety certificate or authorisation indicating that the SMS has been accepted by the Office of Rail and Road.
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Content Article
What is safety management system? (31 August 2022)
Patient Safety Learning posted an article in Organisational
Safety Management System (SMS) is a collection of structured, company-wide processes that provide effective risk-based decision-making for daily business functions. A SMS helps organisations offer products or services at the highest level of safety and maintain safe operations. This article explains more.- Posted
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- Safety management
- System safety
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Content ArticleQuality is complex and difficult to define, and institutions and organisations often have their own definitions, measurements and assurance processes. The Care Excellence Framework (CEF), developed and used at University Hospitals of North Midlands NHS Trust, is a unique, integrated framework of measurement, clinical observation, patient and staff interviews and benchmarking. It also has an internal accreditation system that provides assurance from ward to board based on the five Care Quality Commission (CQC) domains and reflects CQC standards. The CEF has been established in its existing form since autumn 2016 and has been used in all areas of the organisation. This article provides an overview of the development and use of the CEF in an acute care setting, demonstrates how the framework acts as an internal accreditation system, and shows how it can encourage staff to undertake effective change and transform care from ordinary to excellent.
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- Competency framework
- Quality improvement
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Content ArticleThe number of people waiting for NHS treatment in England has risen rapidly during the Covid-19 pandemic, with more than 6.8 million people waiting for treatment in July 2022. Read the Institute for Fiscal Studies' analysis of NHS waiting lists.
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- Long waiting list
- Data
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Content ArticleThis worksheet produced by NHS Education for Scotland is designed to be used by healthcare teams as a prompt to highlight the various system-wide factors that contribute to an issue. It aims to help teams understand how these factors relate and interact to produce different outcomes.
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- Communication
- Patient engagement
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EventuntilThis unique 1-day distance-learning course from Medled is delivered via Zoom by our expert trainers in a format designed to maximise learning retention and application of knowledge. You'll learn to: Understand the concept of systems thinking and models of safety – looking beyond the individual and the flawed concept of ‘Human Error’. Gain an introduction to human capabilities & limitations & how those influence quality and safety of care – how humans can be heroes and hazards. Be able to unpick the nature of human fallibility and why practice does not always make perfect. Have the knowledge to proactively contribute to the safety culture in your organisation. Be able to recognise error-provoking conditions and influence your systems of work. Understand the relationship between stress and performance/risk of error. Take away a tangible model for understanding the relationship between our physiological needs and performance – do we set ourselves up to fail? Understand strategies to optimise high-performance teamworking with ad hoc teams. Evidence-based, utilising cutting edge safety & performance science this course is suitable for all Healthcare Professionals, both clinical and non-clinical; it is applicable to all departments and multi-disciplinary teams. Accredited by Chartered Institute of Ergonomics & Human Factors, you'll take part in interactive actitvities and leave with practical tools to take away. Registration
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- Training
- Team culture
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Content ArticleCOVID-19 has disrupted many industries and reshaped the way most organisations operate. Healthcare organisations have been especially affected by the disruptive force of this global pandemic. Yet all hope is not lost. Gallup analytics discovered that business units experiencing disruption are at an increased advantage and more resilient than their peers when employee engagement is strong.
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- Organisational development
- Organisational Performance
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Content ArticleElderly people in care homes in Cornwall were abused and neglected while failings led to reports of concerns not being investigated, a new Safeguarding Adults Review has found. The Morleigh Group, which operated seven homes in Cornwall and has since shut down, was exposed in a BBC Panorama investigation in 2016. A new Safeguarding Adults Review which was commissioned as a result of the TV show has been published making a number of recommendations to all agencies which were involved in the case. The review was completed in April 2019 but has only just been made public - Rob Rotchell, Cornwall Council Cabinet member for adult social care said that this was due to the number of agencies being involved.
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- Private sector
- Social care staff
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- Private sector
- Social care staff
- Resources / Organisational management
- Patient harmed
- Criminal behaviour
- Organisation / service factors
- Patient suffering
- Leadership
- Organisational culture
- Organisational Performance
- Whistleblowing
- Speaking up
- After action review
- Clinical governance
- Investigation
- Root cause anaylsis
- Older People (over 65)
- Care home
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Content ArticleJourney behind the front lines of the coronavirus pandemic with Northwell Health, New York’s largest health system. What was it like at the epicenter, inside the health system that cared for more COVID-19 patients than any other in the United States? Leading through a pandemic: The inside story of lhumanity, innovation and lessons during the COVID-19 crisis takes readers inside Northwell Health, New York’s largest health system. From the C-suite to the front lines, the book reports on groundwork that positioned Northwell as uniquely prepared for the pandemic.
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- Pandemic
- Quality improvement
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Content ArticlePresentation slides for topic 5 of the WHO Multi-professional Patient Safety Curriculum Guide. The learning objective from this topic is to understand the nature of error and how healthcare providers can learn from errors to improve patient safety.
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- Training
- Human error
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Content ArticleCIRAS (Confidential Reporting for Safety) is a safety charity for the transport industry. They look at a range of concerns affecting the health, wellbeing and safety of staff, passengers or the public. The concerns raised through their hotline often have common themes – non-compliance, equipment issues, fatigue, security and working conditions – and they share this learning and good practice across the CIRAS community. Some of this learning and good practice can be applied to other industries and organisations, including healthcare. Each month, CIRAS publish a newsletter: Frontline Matters, with articles on health and safety.
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- Health and safety
- Reporting
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Content Article
NHS Staff Survey 2020
Patient Safety Learning posted an article in Culture
The NHS Staff Survey is one of the largest workforce surveys in the world and has been conducted every year since 2003. It asks NHS staff in England about their experiences of working for their respective NHS organisations. Follow the link below for further information and to complete the survey. -
Content ArticleDespite the application of a huge range of human factors (HF) principles in a growing range of care contexts, there is much more that could be done to realise this expertise for patient benefit, staff well-being and organisational performance. Healthcare has struggled to embrace system safety approaches, misapplied or misinterpreted others, and has stuck to a range of outdated and potentially counter-productive myths even has safety science has developed. One consequence of these persistent misunderstandings is that few opportunities exist in clinical settings for qualified HF professionals. Instead, HF has been applied by clinicians and others, to highly variable degrees—sometimes great success, but frequently in limited and sometimes counter-productive ways. Meanwhile, HF professionals have struggled to make a meaningful impact on frontline care and have had little career structure or support. However, in the last few years, embedded clinical HF practitioners have begun to have considerable success that are now being supported and amplified by professional networks. The recent COVID-19 experiences confirm this. Closer collaboration between healthcare and HF professionals will result in significant and ultimately beneficial changes to both professions and clinical care.