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Showing results for tags 'Organisational culture'.
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Content ArticleThe 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 Care Quality Commission (CQC), NHS England and NHS Improvement.
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Content ArticleSee how incivility affects all of us in the NHS and how that can impact patient safety. Join the staff of Epsom and St Helier University Hospitals NHS Trust on their journey as they reflect on the real-life effects of both incivility and active kindness. This video was devised, filmed and produced by the Elena Power Simulation Centre.
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Content Article
NHS Improvement: A Just Culture guide (updated 14 December 2018)
Claire Cox posted an article in Good practice
The fair treatment of staff supports a culture of fairness, openness and learning in the NHS by making staff feel confident to speak up when things go wrong, rather than fearing blame. Supporting staff to be open about mistakes allows valuable lessons to be learnt so the same errors can be prevented from being repeated. In any organisations or teams where a blame culture is still prevalent, this guide will be a powerful tool in promoting cultural change. -
Content ArticleThis short video describes how the staff at NHS Imperial College Healthcare are at the heart of patient safety and showcases some of the achievements of their teams in improving 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 ArticleTejal K. Gandhi, Institute for Healthcare Improvement's (IHI) Chief Clinical and Safety Officer, reflects on the World Health Organization (WHO) challenge to “Speak Up for Patient Safety” and how broadly it applies to improvement work.
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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 ArticleThe Safety Attitudes Questionnaire (SAQ) was developed in the US with funding from the Robert Wood Johnson Foundation and Agency for Healthcare Research and Quality. It is commonly used to assess healthcare workers' perceptions of patient safety related attitudes in various clinical areas and healthcare settings.
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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
Blog: Let today be the start of something new
Claire Cox posted an article in Motivating staff
Motivation and how to use it is a complex science, motivating yourself is hard, motivating others is even harder. When trying to make improvements in the NHS we need to think carefully about how we motivate our staff to bring about change and improve patient outcomes. This blog by Adam Burrell, Improvement Lead for Imperial College Healthcare NHS Trust, discusses staff motivation and incentives. -
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 ArticleIn this article published in JAN Interactive, Catherine Best critiques the importance of understanding Human Factors in ensuring the delivery of safe and effective care.
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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 ArticleOver the last two decades across the globe we have seen a multitude of programmes, projects and books to help improve the safety of patient care in healthcare. However, the full potential of these has not yet been reached. Most of the current approaches are top down, programmatic and target driven. These look at problems in isolation one harm at a time with simplistic solutions that fail to support a holistic, systematic approach. They are focused on collecting incident data and learning from failure using tools that are not fit for purpose in a complex nonlinear system. Very rarely do the solutions help build the conditions, cultures and behaviours that support a safer system and help the people involved work safely. This book uniquely combines the latest thinking in safety, including creating a balanced approach to learning from what works as a way to understand why it fails, together with the evidence on building a just culture, positive workplaces and working relationships that we now know are so important for safety. This book builds on the author’s first book Rethinking Patient Safety which exposed what we need to do differently to truly transform our approach to patient safety. It updates the reader further on the concepts explored in the first book but also vitally helps readers understand the ‘how’.
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Content ArticleIn recent years, it’s become clear that some staff don’t have the knowledge or confidence to raise concerns about patient safety. Health Education England has produced this short video explaining what type of concerns need to be raised, whether that be on individual practice or systemic problems.
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Content ArticleThere are 15 Academic Health Science Networks (AHSNs) across England, established by NHS England in 2013 to spread innovation at pace and scale – improving health and generating economic growth. Each AHSN works across a distinct geography serving a different population in each region.
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Content Article"It’s time to halt, take a break, and redraw the relationship between patient care and self-care. Self-care isn’t an optional luxury. It must sit at the heart of what we do, to ensure our teams can continue to rise to the challenges of working in the 21st century NHS, to give our patients the best of both ourselves, and the organisation so many of us are proud to be a part of."
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Content ArticleThe Care Quality Commission (CGC) is the independent regulator of health and adult social care in England. They make sure that health and social care services provide people with safe, effective, compassionate, high-quality care and encourage care services to improve. Independent acute hospitals play an important role in delivering healthcare services in England, providing a range of services, including surgery, diagnostics and medical care. As the independent regulator, the CQC, hold all providers of healthcare to the same standards, regardless of how they are funded.
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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 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 ArticleThis report evaluates Schwartz Center Rounds® (rounds) in England. Rounds were introduced into the UK in 2009 to support healthcare staff to deliver compassionate care, something the Francis report (Mid Staffordshire NHS Foundation Trust Public Inquiry) identified as lacking. Rounds are organisation-wide forums that prompt reflection and discussion of the emotional, social and ethical challenges of healthcare work, with the aim of improving staff well-being and patient care.
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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 15 minute video from the Brighton and Sussex University Hospitals NHS Trust gives an introduction to what human factors is within healthcare.
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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.
