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Showing results for tags 'Organisational culture'.
Found 1,089 results
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Content ArticleThe US-based Institute for Healthcare Improvement (IHI) reviewed available evidence for interventions that can help protect staff mental health in the face of extreme working conditions such as natural disasters, terrorist attacks, and previous pandemics. They synthesised this research into evidence-based “psychological PPE” recommendations for use by staff providing care during the COVID-19 pandemic.
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Content ArticleNeil Spenceley is a paediatric intensivist and is the National Lead for Paediatric Patient Safety. This talk is packed with nuggets that will change the way you view the world in which you practice. Neil explains Safety 1 and Safety 2 thinking. The talk is wide-ranging and covers poor behaviours in healthcare both at a personal level and at an institutional level. This talk was recorded live at Don't Forget the Bubbles 2019 in London, England.
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Content ArticleProactive patient safety and risk prevention are key to helping healthcare organisations survey and mitigate global and local risks. Jeff Surges, Chief Executive Officer of RLDatix, explores this in his blog for Health Europa.
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Is doing nothing, doing no harm?
Dr Mark Lomax posted an article in How to engage for patient safety
Dr Mark Lomax, CEO of PEP Health, the social listening tool of patients, talks about the lack of discussion following the “First Do No Harm” Cumberlege Report and why patient safety and experience should be viewed differently. -
Content ArticleThe ideas and advice in this Improvement Leaders’ Guides from the Institute for Innovation and Improvement will provide a foundation for building and nurturing an improvement culture.
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The challenge of culture change in the NHS
Claire Cox posted an article in Culture
Connection, inclusion and compassion are certain, unchanging, and provide a safe refuge to deal with what feels frightening and isolating for so many. The challenge set by the Francis Inquiry Report – to create a compassionate, inclusive organisational culture – is now amplified in the COVID-19 era, which the NHS entered with pre-existing record levels of staff stress and chronic excessive workloads. This workshop from the University of Manchester, explores the problems and opportunities associated with changing healthcare organisation cultures. -
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Freedom to Speak Up Index Report 2021 (9 July 2020)
Patient Safety Learning posted an article in Speak Up Guardians
The Freedom to Speak Up (FTSU) Index is a key metric for organisations to monitor their speaking up culture. Measuring the effect of culture change can be difficult. The acid test is the view of workers. The NHS Annual Staff Survey can help to give some indication as to whether Freedom to Speak Up is embedded within Trusts detailing whether staff feel knowledgeable, encouraged and supported to raise concerns and if they agree they would be treated fairly if involved in an error, near miss or incident. -
Content ArticleThe contents of this book are based on the experiences of: NHS patients who have experienced avoidable harm, and associated cover-ups. NHS staff who have suffered detriment for speaking out on behalf of the above. The author's own experience as an employee of St George's hospital, Tooting, and doing locum work at hospitals in London and the Home Counties. Written from the perspective of an NHS Operating Department Practitioner, and whistleblower, NHS Dirty Secrets describes how the NHS cover-up culture is a risk to patient safety, and how employment and promotion practices are skewed in favour of those most likely to support the NHS cover-up culture. The NHS cover-up culture, itself, is decomposed and analysed, with examples given as to the methods used to support the hiding of issues, such as patient deaths, from public scrutiny.
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Content ArticleThis is a true story of ordinary people showing extraordinary determination and courage in the face of adversity. It is an unconventional, honest and deeply personal attempt to bring what has been hidden into the light for all to see. Alison was a vulnerable mentally ill patient taken advantage of by an older male nurse. She became pregnant and a crisis abortion was arranged by staff at the mental health hospital. Alison took her life on what would have been her child's third birthday. Though the names are known, no one has ever been held accountable for the crimes committed against her. Alison and her family have been lied to and failed by the NHS, the Police and Crown Prosecution Service. While this book pays tribute to the many leaderless heroes on the frontline of health services, it is scathing about the lack of honesty and integrity in their leaders and managers. This is a story of the abuse of power, the hiding of wrongdoing, and a quest for truth, accountability and justice that is not yet over.
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Content ArticleUnsafe healthcare is a well-recognised issue internationally and is attracting attention in India as well. Drawing upon the various efforts that have been made to address this issue in India and abroad, Madock et al. explore how we can accelerate developments and build a culture of patient safety in the Indian health sector. Using five international case studies, the authors describe the experiences of promoting patient safety in various ways to inform future developments in India. The authors offer a roadmap for 2020, which contains suggestions on how India could build a culture of patient safety
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Content ArticleIn this article, published by the BMJ, Professor Russell Mannion and Professor Huw Davies explore how notions of culture relate to service performance, quality, safety and improvement.
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Content ArticleThis evidence scan provides a brief overview of some of the tools available to measure safety culture and climate in healthcare. Safety culture refers to the way patient safety is thought about and implemented within an organisation and the structures and processes in place to support this. Safety climate is a subset of broader culture and refers to staff attitudes about patient safety within the organisation. Measuring safety culture or climate is important because the culture of an organisation and the attitudes of teams have been found to influence patient safety outcomes and these measures can be used to monitor change over time. It may be easier to measure safety climate than safety culture.
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Content ArticleIn this article, published by the British Journal of Anaesthesia, the author looks at the impact a culture of blame can have upon NHS staff, including suicide, and offers recommendations for what should change.
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Content ArticleAt seven months pregnant, intensive care doctor Rana Awdish suffered a catastrophic medical event, haemorrhaging nearly all of her blood volume and losing her first child. She spent months fighting for her life in her own hospital, enduring a series of organ failures and multiple major surgeries. Every step of the way, Awdish was faced with something even more unexpected and shocking than her battle to survive: her fellow doctors’ inability to see and acknowledge the pain of loss and human suffering, the result of a self-protective barrier hard-wired in medical training. In Shock is her searing account of her extraordinary journey from doctor to patient, during which she sees for the first time the dysfunction of her profession’s disconnection from patients and the flaws in her own past practice as a doctor. Shatteringly personal yet wholly universal, it is both a brave roadmap for anyone navigating illness and a call to arms for doctors to see each patient not as a diagnosis but as a human being.
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Content ArticleEveryday across the NHS, patients, their supporters and the professionals caring for them deal with the aftermath of healthcare harm and, on rare occasions, wrongdoing. Every healthcare system in the world confronts exactly the same problem, but none deal well with the aftermath of harm. In this article published in the Journal of Patient Safety and Risk Management, Anderson-Wallace and Shale introduce a set of standards that aims to make the consequences less devastating for everyone.
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Content ArticlePHSO – Labyrinth of Bureaucracy is the follow-up report to the November 2014 Patients Association report on the Parliamentary and Health Service Ombudsman, The ‘Peoples’ Ombudsman – How it Failed us.
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Content ArticleThis review has examined the commissioning and use of clinical advice by the Parliamentary Health Service Ombudsman’s (PHSO) service during the assessment and investigation of complaints made by (or on behalf of) recipients of NHS care. In establishing findings, conclusions, and recommendations, the author, Liam Donaldson, has asked a series of important questions, including: Does the current process for engaging clinical advice work effectively? What, if any, are the main problems, risks, and areas of dysfunction? Does the process need to be improved and if so why and how?
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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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Content ArticleMike Robbins is an expert in teamwork, leadership, and emotional intelligence who delivers keynote addresses to audiences throughout the world. In this talk at TEDxBellevue, Mike talks about the power of appreciation. As Mike discusses, there is an important distinction between 'recognition' and 'appreciation'. Leaders, teams, organisations and individuals who understand this distinction can have much more impact, meaning, and productivity in their lives and with the people around them. He also discusses some important research in the field of positive psychology that exemplifies the importance of appreciation.
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Content ArticleMaternal mortality rates in the US are rising, particularly among black women. Feeley and Torres, in this article published by the Institute for Healthcare Improvement, describes three things health care leaders can do to understand the contributing causes of mortality, including racism, and factors to reduce inequities and improve safety in maternal health.
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Content ArticleSam Morrish, a three-year-old boy, died from sepsis on 23 December 2010. An investigation, undertaken by the Parliamentary and Health Service Ombudsmen (PSHO) in 2014, found that had Sam received appropriate care and treatment, he would have survived. Yet, previous NHS investigations failed to uncover that his death was avoidable. So the family asked PSHO to undertake a second investigation to find out why the NHS was unable to give them the answers they deserved after the tragic death of their son.
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Miles Sibley: Changing the culture of learning from deaths
Patient Safety Learning posted an article in Culture
In this BMJ Opinion article, Miles Sibley, Director for the Patient Experience Library, reflects on why there is still a failure to listen to patients and bereaved families when things go wrong. Instead we find that over and over again, when patients die avoidable deaths, their shocked and grieving relatives are locked out of investigations, refused access to information, and denied justice. -
Content ArticleDisruptive and unprofessional behaviours occur frequently in healthcare and adversely affect patient care and healthcare worker job satisfaction. These behaviours have rarely been evaluated at a work setting level, nor do we fully understand how disruptive behaviours are associated with important metrics such as teamwork and safety climate, work-life balance, burnout and depression.
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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 Article‘Safety differently’ is about relying on people’s expertise, insights and the dignity of 'work as actually done' to improve safety and efficiency. It is about halting or pushing back on the ever-expanding bureaucratisation and compliance of work. The cost of compliance and bureaucracy can be mind-boggling, with every person working some eight weeks per year just to cover the cost of compliance, paperwork and bureaucratic accountability demands. This is non-productive time. It has also stopped progressing safety. Over the last two decades, safety improvements have flat-lined (as measured in fatalities and serious injury rates, for instance) despite a vast expansion of compliance and bureaucracy.
