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Showing results for tags 'Organisational culture'.
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Content ArticleAndrew Morgan joined United Lincolnshire Hospitals in 2019, when the organisation was in double special measures and dealing with the fallout of another critical Care Quality Commission report. His route to the role was slightly unconventional. Already chief executive of Lincolnshire Community Health Services Trust, he was asked to come in to help stabilise the acute trust by Elaine Baylis, who chaired both organisations. He tells HSJ about joining an organisation “where the culture and leadership needed to be looked at”, about what has changed, and about what more remains to be done.
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Safety Chats: Part 2 – Safety as measured
Gina Winter-Bates posted an article in Good practice
In a series of blogs, Gina Winter-Bates, Associate Nurse Director Quality and Safety at Solent NHS Trust, shares her experience of implementing Safety Chats. In her first blog, Gina explained what motivated her to introduce Safety Chats into her Trust. In part 2, Gina reflects on how we know we are safe and the safety measures her Trust has put in place. -
Content ArticleThe recent NHS staff survey showed worrying results across all staff groups, but it was midwives who reported the sharpest decline in how satisfied they are in their work. Lucina Rolewicz takes a closer look at their responses to the survey, and emphasises the importance of improving the situation.
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Being an anti-racist clinician (4 February 2022)
Patient Safety Learning posted an article in Health inequalities
Racism is a pervasive problem in Western society, leading to mental and physical unwellness in people from racialised groups. Psychology began as a racist discipline and still is. As such, most clinical training and curricula do not operate from an anti-racist framework. Although most therapists have seen clients with stress and trauma due to racialisation, very few were taught how to assess or treat it. Furthermore, clinicians and researchers can cause harm when they rely on White-dominant cultural norms that do not serve people of colour well. This paper from Racism is a pervasive problem in Western society, leading to mental and physical unwellness in people from racialized groups. Psychology began as a racist discipline and still is. As such, most clinical training and curricula do not operate from an anti-racist framework. Although most therapists have seen clients with stress and trauma due to racialisation, very few were taught how to assess or treat it. Furthermore, clinicians and researchers can cause harm when they rely on White-dominant cultural norms that do not serve people of colour well. This paper from Williams et al. discusses how clinicians can recognize and embrace an anti-racism approach in practice, research, and life in general. Included is a discussion of recent research on racial microaggressions, the difference between being a racial justice ally and racial justice saviour, and new research on what racial allyship entails. Ultimately, the anti-racist clinician will achieve a level of competency that promotes safety and prevents harm coming to those they desire to help, and they will be an active force in bringing change to those systems that propagate emotional harm in the form of racism. -
Content ArticleEvery place has its unwritten rules, whether a community or a workplace. But how do we know the culture of a place? It's pretty much impossible until we experience it for ourselves. Jennifer L. Lycette shares her own experience of organisational culture during her medical training.
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Content ArticleAs a role model or champion, feeling empowered to talk about hand hygiene to a range of colleagues is important. The World Health Organization has collated a number of hand hygiene improvement tools. These tools prime people to be able to unite to ensure clean hands by acting on the contents of these resources that support hand hygiene improvement in the context of organisational safety climate or culture change. They apply to a wide range of people working in health care.
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Content Article
Safety Chats blog series: Part 1
Gina Winter-Bates posted an article in Good practice
In a series of blogs, Gina Winter-Bates, Associate Nurse Director Quality and Safety at Solent NHS Trust, shares her experience of implementing Safety Chats. In this first blog, Gina explains what motivated her to introduce Safety Chats into her Trust. -
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Who killed patient safety? (5 May 2022)
Patient Safety Learning posted an article in Research, data and insight
The medical communities commitment to patient safety has withered over the past 10-15 years after the original call for action in 2000 with the release of the IOM report. What was once a call for action, safety in hospitals and oversight by government has been deprioritised, defunded, and devalued, leaving patients like the authors of this article wondering: What happened to patient safety? -
Content ArticleThe purpose of the NHS England and NHS Improvement's Safety Culture Implementation group (SCIG) is to support and enable NHS organisations to improve their safety culture, in support of the The NHS Patient Safety Strategy, through embedding a continuous cycle of understanding the issue, developing a plan, delivering the plan and evaluating the outcome. Attached is SCIG's terms of reference.
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Content ArticleThe Safety culture programme group (SCPG) was a virtual task and finish group established in July 2021 for six sessions to provide recommendations to support and enable organisations to improve their safety culture through embedding a continuous cycle of understanding the issue, developing a plan, delivering the plan and evaluating the outcome with an underpinning foundation of inequalities reduction. This report contains an overview of the discussions undertaken by the Safety culture programme group (SCPG) in 2021. It also includes their recommendations so that safety culture continues to be developed as one of the foundations that underpins the NHS patient safety strategy.
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Content ArticleThe Culture Change Toolbox is a collection of tools and interventions for changing culture. It’s full of ideas, examples, and exercises. For each tool there are tips on how to apply it and a description of which components of culture it helps to improve. This latest version includes: the latest evidence on culture change a refreshed format with an improved flow for learning new activities and resources for teams examples from across the continuum of care.
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Content ArticleIn July 2015 five NHS Trusts were selected to work with Virginia Mason Institute (VMI) to develop localised versions of the Virginia Mason Production System (an adaption of the Toyota Production System, a continuous improvement approach commonly known as Lean). The goal was to develop a sustainable culture of continuous improvement capability in each of the five partner NHS hospital Trusts, and to share lessons from the partnership with NHS system leaders. Here are a series of video interviews with the CEOs of these NHS Trusts and the Virginia Mason Institute.
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Content ArticleThe Ockenden review into the failings in maternity care at Shrewsbury and Telford Hospital NHS Trust in the UK makes for sobering reading. The review focuses predominantly on the period from 2000 to 2019 and estimates that there were significant or major concerns in the care of nine women and more than 200 babies who died while receiving care at the Trust. Many more women and babies suffered serious injuries. It was clear that the Shrewsbury and Telford Hospital NHS Trust did not investigate, learn, change, or listen to families when adverse events occurred. The conclusions of the Ockenden review make it clear that safe staffing levels, a well trained workforce, an ability to learn from incidents, and a willingness and ability to listen to families are all crucial for safe maternity care.
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Content ArticlePEOPLE FIRST is a CQC resource to help system leaders and service providers.
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Content ArticleRepeated culture of safety surveys of the nursing staff at Children’s Hospital of Philadelphia’s main campus demonstrated lagging scores in the domain of nonpunitive responses to error. The hospital had tried for many years to address the problem using a variety of strategies, including small group training sessions on just culture for staff and leaders, but had met with limited success. Finally, in 2015, it committed to trying something genuinely different—even perhaps disruptive—that might actually shift the stagnant metrics. Their novel, multifaceted programme, implemented over a two-year period, yielded a 13% increase in staff rating scores that the hospital has been able to sustain over the subsequent two-year period. The design and rollout of our program was neither simple nor smooth, but valuable lessons were learned about realistic, operational implementation of principles of psychological safety in a large and complex clinical organisation. In this paper, Neiswender et al. describe the programme and the lessons learned in the journey from idea inception to post-implementation.
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Content ArticleDiagnostic errors are major contributors to patient harm. Strategies to identify and analyse these events are still emerging, but several show promise for use in operational settings. The Agency for Healthcare Research and Quality (QHRQ) has developed Measure Dx to help healthcare organisations identify diagnostic safety events and gain insights for improvement. Measure Dx can be used by any healthcare organisation interested in promoting diagnostic excellence and reducing harm from diagnostic safety events. Potential users include clinicians, quality and safety professionals, risk management professionals, health system leaders, and clinical managers.
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Content ArticleIn this article in the Patient Safety Journal, Mayher Profita, a third-year surgical resident in Pennsylvania, describers her residency and the burnout she experienced. "The burnout was making us care less about our patients and the care they received and more about whether we made the right career choice."
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In this blog for the hub, Julia Wood explains why Joy in Work is so important, how you can implement it into your team ensuring you and your colleagues are happier at work, and why a happier team will improve patient care. -
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NHS East London: Enjoying work project posters
Patient Safety Learning posted an article in Good practice
Here are some useful projects that NHS East London teams from each directorate took part in as part of demonstrating what they have learned from Cohort 3 of the Enjoying Work Learning System. -
Content ArticleA systematic review and meta-analysis from Hodkinson et al. examines the association of physician burnout with the career engagement and the quality of patient care globally. A joint team of British and Greek researchers analysed 170 previous observational studies of the links between burnout among doctors, their career engagement and quality of patient care. Those papers were based on the views and experience of 239,246 doctors in countries including the US, UK and others in Africa, Asia and elsewhere globally. This meta-analysis provides compelling evidence that physician burnout is associated with poor function and sustainability of healthcare organisations primarily by contributing to the career disengagement and turnover of physicians and secondarily by reducing the quality of patient care. Healthcare organisations should invest more time and effort in implementing evidence-based strategies to mitigate physician burnout across specialties, and particularly in emergency medicine and for physicians in training or residency. Read accompanying BMJ editorial here.
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Content ArticleThis document outlines the terms of reference for the independent review into maternity services at Nottingham University Hospitals NHS Trust (NUH), commissioned by NHS England and led by Donna Ockenden. The review has been established in light of significant concerns raised about the quality and safety of maternity services at NUH, and concerns voiced by local families. It replaces a previous regionally-led review after some families expressed concerns and made representations to the Secretary of State for Health and Social Care. The review began on 1 September 2022 following early engagement with families and NUH from June 2022. It is expected to last 18 months, although this timeframe is subject to review. Learning and recommendations will be shared with NUH as they become apparent, to allow rapid action to improve the safety of maternity care. The only and final report is expected to be published and presented to NUH and NHS England around March 2024.
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Copy of the speech from Helen Hughes, Chief Executive of Patient Safety Learning, given at the Professional Standards Authority for Health and Social Care (PSA) Parliamentary launch of the publication 'Safer care for all - Solutions from professional regulation and beyond'. -
Content ArticleFifteen years after a “moral moment” transformed patient safety here, new systems and a change in culture at John Hopkins Medicine have gone a long way toward eradicating errors.
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Content ArticleAnnual NHS Staff Survey results show an average decline in those feeling optimistic about their career within the NHS. One area of concern, in particular, was the amount of NHS workers who felt they were not adequately recognised and rewarded. This poses a threat to the healthcare provider’s People Promise. As part of the NHS’ People Promise, one of the key values include: ‘we are recognised and rewarded. At a time when much of the NHS is suffering from staff shortages, it is vital to find solutions to boost employee morale. Following this report from Each Person, the NHS has highlighted two key areas that need to be addressed to combat staff dissatisfaction: continuing their advocacy for increased investment and support to raise staff numbers; and relieving points of pressure to foster a positive working culture across the organisation. Consequently, NHS trusts have taken positive steps to ensure that their employees feel more appreciated for their hard work through rewards and recognition.
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Content ArticleThe Patients Association was formed over fifty years ago. Since then, it has listened to patients concerns and spoken out on their behalf. Not long after the Patients Association took up its role, legislation was enacted by the government to establish the Parliamentary and Health Service Ombudsman (PHSO). Both organisations have similar values and agendas, intended to help and support the public, the difference being, one is an independent charity, the other a government body afforded all the power and legislation to act with credibility. However, sadly the Patients Association has no confidence that the PHSO will carry out an independent, fair, open, honest and robust investigation. The Ombudsman is frequently quoted as saying patients who suffer harm or poor care in hospitals are failed by a “toxic cocktail” within the health service, whereby complaints go unheard and lessons unlearned. The Ombudsman states: ”We are the last resort for complaints about the NHS. We listen to individual complaints and where things have gone wrong, help to get them put right.” The Patients Association, in partnership with the families of those who have contributed to this report, challenge that statement. Nearly 50 years after the PHSO was established, it is time for real and robust change, not just promises and more recommendations. The Patients Association have a clear request to the Government and Public Administration Select Committee-read our patients stories, listen to their concerns, consider our conclusions, recommendations and finally, hold the PHSO to account for its action.
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