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Showing results for tags 'Organisational culture'.
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Content Article
Schwartz Rounds publications
Patient Safety Learning posted an article in Research papers
Attached is a list of research papers on Schwartz rounds that you might find useful. -
Content ArticleProviding high quality healthcare has an emotional impact on staff. Often they experience high levels of psychological distress, face increasing levels of scrutiny, regulation and demand, and have increasingly limited resources. Schwartz Center Rounds® (Rounds) were developed to support healthcare staff deliver compassionate care by providing a safe space where staff could openly share and reflect on the emotional, social and ethical challenges of their work. Rounds are a monthly staff forum (not attended by patients) where three to four employees (panellists) present short accounts of their experiences of delivering patient care. This organisational guide is based upon the findings from an evaluation of Rounds in the UK, undertaken between 2014 and 2016. The evaluation was commissioned by the National Institute for Health Research and led by Professor Jill Maben at King’s College London (now at the University of Surrey). The evaluation aimed to distil the findings and learning for practical application by organisations seeking to implement and/or sustain Rounds in their organisations.
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Content ArticleShabazz et al. explore incidents of bullying and undermining among obstetrics and gynaecology consultants in the UK, to add another dimension to previous research and assist in providing a more holistic understanding of the problem in medicine.
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Content ArticleAmy Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, talks about building a psychological safe workplace for staff in this TEDx talk.
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Research: Why managers ignore employees’ ideas (8 April 2019)
Patient Safety Learning posted an article in Culture
When employees share novel ideas and bring up concerns or problems, organisations innovate and perform better. But managers do not always promote employees’ ideas. In fact, they can even actively disregard employee concerns and act in ways that discourage employees from speaking up at all. While much current research suggests that managers are frequently stuck in their own ways of working and identify so strongly with the status quo that they are fearful of listening to contrary input from below, new research offers an alternative perspective: managers fail to create speak-up cultures not because they are self-focused or egotistical, but because their organisations put them in impossible positions. They face two distinct hurdles: they are not empowered to act on input from below, and they feel compelled to adopt a short-term outlook to work. -
Content Article
"Am I safe?" Presented by Lee Fleisher (31 March 2021)
Patient Safety Learning posted an article in Good practice
“We have to create the culture of learning; the culture of having a safe space, the culture of wanting to do better and learning those conditions in which we do do better” This powerful talk looks directly at how a clear approach to patient safety really can improve the standard of care where you work. What is the culture of quality and safety that you’re trying to embed, can you actually do better? Learn why it’s important to focus on psychological safety; “if people start being scared, everyone gets scared then it expands”. Learn how an evidence based approach can allow us to tackle these issues rather than shy away from them; “what factors are maintaining safety? How do we get to good outcomes? What are the things working well? How do we understand human variation?”. Presented by Lee Fleisher, Emeritus Professor of Anesthesiology and Critical Care, University of Pennsylvania. -
Content ArticleAli Raza uses the Swiss Cheese Model by James Reason to look at discrimination in the workplace.
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Content ArticleThis rapid review from the BC Patient Safety & Quality Council provides an overview of the role of culture in healthcare settings, including the common limitations and best practices related to the measurement of culture. The review also highlights selected survey instruments, including a description of what is measured by each survey and their relative strengths. No one survey instrument is identified as the gold standard to measure culture in a health care setting. This literature review offers guidance and supports the use of survey tools to generate discussion, provide data for comparison and foster improvement to culture within organisations.
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Content ArticleVisual representation from Steven Shorrock on a quick way to evaluate where you can improve the flows of reporting within your organisation. The red highlights stronger influences.
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Content ArticleIn healthcare, leadership is decisive in influencing the quality of care and the performance of hospitals. How staff are treated significantly influences care provision and organisational performance so understanding how leaders can help ensure staff are cared for, valued, supported and respected is important. Research suggests ‘inclusion’ is a critical part of the answer, as Roger Kline explains further in this BMJ Opinion article.
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Content ArticleDisagreements are an inevitable, normal, and healthy part of relating to other people. There is no such thing as a conflict-free work environment. Amy Gallo explains why disagreements — when managed well — have lots of positive outcomes.
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Content ArticleThe aim of this study from Björklund et al. was to describe factors that contribute to the occurrence of workplace bullying, that enable it to continue and the coping strategies managers use when they are bullied. They found that several factors could be linked to the bullying: being new in the managerial position; lack of clarity about roles and expectations; taking over a work group with ongoing conflicts; reorganisations. The bullying usually lasted for quite some time. Factors that allowed the bullying to continue were passive bystanders and the bullies receiving support from higher management. The managers in this study adopted a variety of problem-focused and emotion-focused coping strategies. However, in the end most chose to leave the organisation.
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Content ArticleThe Essentials of Safe Care is a practical package of evidence-based guidance and support that enables Scotland’s health and social care system to deliver safe care.
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Content ArticlePresentation from Terry Wilcutt Chief, Safety and Mission Assurance, and Hal Bell Deputy Chief, Safety and Mission Assurance at NASA.
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Content ArticleThe National Guardian’s Office today publishes its Annual Report for 2020, highlighting the progress which has been made in Freedom to Speak Up in health and the impact of the pandemic on speaking up.
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Tackling the blame culture? NHS Staff Survey Results 2020
PatientSafetyLearning Team posted an article in Culture
Patient Safety Learning reflects on the results of the NHS Staff Survey 2020, in relation to its ‘Safety Culture’ theme. The survey indicates that a significant number of staff continue have concerns about whether their organisation takes action to address patient safety issues, and that nearly a third of respondents said that they do not feel they would be treated fairly when raising a concern. This blog considers the patient safety implications of the persistence of blame culture in the NHS and considers the action that can be taken to address this. -
Content ArticleIn this story from a former Policy & Performance Officer, the truth is told about how ineffective hierarchies often result in a culture of dishonesty.
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Content ArticleThis poster was presented by Hugh Wilkins at the UK Imaging and Oncology Congress in June 2019 and highlights the serious problem of retaliation against NHS staff who raise concerns in the public interest.
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Health and Safety Executive: Organisational culture
Patient Safety Learning posted an article in Culture
The Health and Safety Executive describes why organisation culture is important and the key principles on organisational culture. They also provide links to further guidance on organisation culture. -
Content ArticleThe Keil Centre developed the Safety Culture Maturity® Model (SCMM) to facilitate objective discussion about safety culture and to identify specific actions to improve safety culture. The SCMM is set out in a number of iterative stages. Organisations progress sequentially though the five levels, by building on their strengths and removing the weaknesses of the previous level. The assessment compares levels of Safety Culture Maturity® between groups, provides an understanding of why differences may be present, and identifies improvement actions for the site and teams.
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Content ArticleAn organisational culture that seeks to assign blame when things go wrong makes patient harm more likely to happen again. At the recent Future of Hospitals event from Health Plus Care Online, Helen Hughes, Patient Safety Learning's CEO, speaks with Dr Duncan Bootland, Medical Director at Air Ambulance Kent Surrey Sussex (AAKSS), who was recently rated as outstanding by the Care Quality Commission across all five of its inspection key lines of enquiry. In this recording of the session, Helen and Duncan talk about the safety culture synergy of healthcare and aviation and how behaviour impacts on safety, considering the values-based approach being championed by AAKSS.
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Content ArticleThe precautionary principle is important in high risk, high harm, safety critical work. Risks to workers, customers, or service users are substantial, and so the precautionary principle in which precautions are taken until safety is proven, often apply. However, in healthcare it’s different. Healthcare takes the approach that the status quo applies until something is proven dangerous and harmful. The burden of proof is often high and often falls to the workforce to “prove.” Alison Leary, Professor of healthcare and workforce modelling at London South Bank University, in this BMJ article discusses the reasons healthcare fails to heed the precautionary principle and why potentially the cost of doing so is high and ultimately catastrophic.
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Content ArticleIn this blog, Patient Safety Learning outlines the key points included in its response to the Care Quality Commission’s (CQC) consultation on their new strategy from 2021, identifying the opportunities this presents for the health and social care regulator to help improve patient safety.
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Freedom to Speak Up Guardian survey 2020
Patient Safety Learning posted an article in Speak Up Guardians
This is the fourth year that the National Guardian’s Office has surveyed Freedom to Speak Up Guardians in order to understand how speaking up is supported within organisations. Their views give valuable insights into both how the Guardian role is implemented and what further support and learning is needed to truly create a culture where speaking up is business as usual. The results also reveal details about their perceptions of the barriers to speaking up, the sources of detriment for speaking up and the network’s demographics. -
Content ArticleEvidence on heterogeneity in outcomes of surgical quality interventions in low-income and middle-income countries is limited. Alidina et al. explored the factors driving performance in the Safe Surgery 2020 intervention in Tanzania’s Lake Zone to distil implementation lessons for low-resource settings. They found that performance experiences of higher and lower performers differed on the following themes: (1) preintervention context, (2) engagement with Safe Surgery 2020 interventions, (3) teamwork and communication orientation, (4) collective learning orientation, (5) role of leadership, and (6) perceived impact of Safe Surgery 2020 and beyond. Higher performers had a culture of teamwork which helped them capitalise on Safe Surgery 2020 to improve surgical ecosystems holistically on safety practices, teamwork and communication. Lower performers prioritised overhauling safety practices and began considering organisational cultural changes much later. Thus, while also improving, lower performers prioritised different goals and trailed higher performers on the change continuum. The authors conclude that future interventions should be tailored to facility context and invest in strengthening teamwork, communication and collective learning and facilitate leadership engagement to build a receptive climate for successful implementation of safe surgery interventions.
