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Showing results for tags 'Organisational culture'.
Found 1,089 results
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Content ArticleThis resource supports organisations wishing to organise training exercises on how to use a 'just culture' guide. To help with the training, NHS Improvement have developed a series of case scenarios that facilitators can use to walk people through practical steps taken to achieve a just culture.
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Content Article
Fostering Just Culture - a clinical leader view
Patient Safety Learning posted an article in Good practice
Amy Shaw, Clinical Leader, Specialist Learning Disability Division from Mersey Care Foundation NHS Trust, UK talks about 'fostering a just culture' in her trust. -
Content ArticleA template used by St Joseph Health, in the USA, to guide you through a just culture scenario.
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Content ArticleProfessor Sidney Dekker of Griffith University speaks about why things go wrong.
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Content ArticleProfessor Sidney Dekker explains Just Culture and why you need it, what it is and how you get it.
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Content ArticleRestorative Just Culture aims to repair trust and relationships damaged after an incident. It allows all parties to discuss how they have been affected, and collaboratively decide what should be done to repair the harm.
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Content ArticleRevised expectations of boards and board members in relation to Freedom to Speak Up plus supplementary resources and a self-review tool.
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Content ArticleThis report is the outcome of a six-month study into workplace culture at Whittington Health NHS Trust. Central to the study is an exploration of perceived bullying and harassment and their relationship, if any, to ideas of a common workplace culture. It is important to emphasise that this is a study and not an enquiry. The researchers have no jurisdiction to suggest sanctions or actions, instead to report and advise on what they have found and to make any recommendations where appropriate. The study deployed a mixed-methods approach of staff survey and over 120 hours of one-to-one interviews mainly resulting in contacts generated by the survey. This is a cross-sectional study – a snapshot in a moment in time from a sample of staff at Whittington Health NHS Trust.
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Content ArticleEvery organisation has a unique culture. There is a widely held view that a positive organisational culture is related to positive patient outcomes. Following the Preferred Reporting Items for Systematic Review and Meta-Analyses statement, Braithwaite et al. systematically reviewed and synthesised the evidence on the extent to which organisational and workplace cultures are associated with patient outcomes.
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Content ArticleAlthough many initiatives have been implemented and great strides have been achieved in improving patient safety and reducing preventable medical errors, progress towards achieving "zero" avoidable harm continues to be slow. This video presentation will address common medical errors, their recognition, potential for harm and the psychological and financial costs. The concepts of human factors, system design and the high reliability organisation will be reviewed. New approaches in reducing harm and restoring trust will be described along with the opportunity for physician leadership.
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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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Content ArticleAlthough debate continues over estimates of the amount of preventable medical harm that occurs in healthcare, there seems to be a consensus that healthcare is not as safe and reliable as it might be. It is often assumed that copying and adapting the success stories of nonmedical industries, such as civil aviation and nuclear power, will make medicine as safe as these industries. However, the solution is not that simple. This article explains why a benchmarking approach to safety in high-risk industries is needed to help translate lessons so that they are usable and long lasting in healthcare. Five successive systemic barriers currently prevent health care from becoming an ultrasafe industrial system: the need to limit the discretion of workers, the need to reduce worker autonomy, the need to make the transition from a craftsmanship mindset to that of equivalent actors, the need for system-level (senior leadership) arbitration to optimise safety strategies, and the need for simplification. Finally, healthcare must overcome 3 unique problems: a wide range of risk among medical specialties, difficulty in defining medical error, and various structural constraints (such as public demand, teaching role, and chronic shortage of staff). Without such a framework to guide development, ongoing efforts to improve safety by adopting the safety strategies of other industries may yield reduced dividends. Rapid progress is possible only if the health care industry is willing to address these structural constraints needed to overcome the 5 barriers to ultrasafe performance.
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Content ArticleThe “WHO handbook for national quality policy and strategy” outlines an approach for the development of national policies and strategies to improve the quality of care. Such policy and strategy can help clarify the structures, roles and responsibilities within national quality efforts, support the institutionalisation of a culture of quality, and secure buy-in from health system leaders and stakeholders. The handbook is not a prescriptive process guide but is designed to support teams developing policies and strategies in this area, and very much recognizes the varied expertise, experience and resources available to countries. It outlines eight essential elements to be considered by teams developing national quality policy and strategy: national health goals and priorities; local definition of quality; stakeholder mapping and engagement; situational analysis; governance and organizational structure; improvement methods and interventions; health management information systems and data systems; quality indicators and core measures. The NQPS handbook was co-developed with countries each finding themselves at different stages of the development and execution of national quality policies and strategies and was informed by the review of a sample of more than 20 existing quality strategies across low-, middle- and high-income countries globally.
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Content ArticleWe launched our green paper, 'A Patient-Safe Future’, in September 2018 for two reasons: first to help us develop our strategy and work programme to ensure we are focused on areas that will help make a real difference and, second, to develop a clear and consistent message about how the wider system needs to change to better support patient-safe care.
