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Showing results for tags 'Organisational development'.
Found 128 results
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Content ArticleFollowing the publication of the Independent Medicines and Medical Devices and Safety (IMMDS) Review in July 2022, the UK Government accepted a recommendation to appoint a Patient Safety Commissioner responsible for promoting safety in the context of the use of medicines and medical devices. At the Health Plus Care conference on the 19 May 2022, Patient Safety Learning's Chief Executive Helen Hughes and Marie Lyon, Chair of the Association for Children Damaged by Hormone Pregnancy Tests, considered the key challenges that will faced by the new Patient Safety Commissioner and the importance of implementing in full the recommendations of the IMMDS Review. See attached their presentation slides.
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Content ArticleForty-two Integrated Care Systems (ICSs) in England are set to become new statutory bodies from July 2022, marking a significant shift in how health and care services are planned and delivered towards a model of joined-up partnership working and coordination. At the Health Plus Care conference on the 18 May 2022, Patient Safety Learning's Chief Executive Helen Hughes, Maggie Boyd, Associate Consultant at NHS Arden & GEM Commissioning Support Unit, Sue Braysher, Managing Director at Bluebellwoods Consulting and Graham Hewett, Associate Director of Quality at NHS South East London Clinical Commissioning Group, discussed the development of ICSs in the context of patient safety. They considered the opportunities and challenges that this presents and the need to embed patient safety in the culture, leadership and new governance structures. See attached their presentation slides.
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Content ArticleThis animation by The King's Fund explains the changes that are happening to the way the NHS in England is organised and run. It outlines the key organisations that make up the NHS and how they can collaborate to deliver joined-up care. It describes the impact of the Health and Care Act 2022 and talks about how Integrated Care Systems foster collaboration between healthcare and other local services to improve people's experience and health outcomes.
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Content ArticleVolunteers make a huge contribution to the NHS, and there is evidence that the role of volunteers has expanded in recent years. The most recent NHS workforce plan recognises and commits to maximising the value of volunteers as services are rebuilt and reformed after the Covid-19 pandemic. This resource by The King's Fund provides a framework for identifying how to move from volunteering as an ‘added extra’ to it making an integral contribution to the delivery of health care. It also explores ways in which volunteering can have a positive impact for all involved.
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Content Article
Peter Lachman explains why safety must be embedded into what we do every day, not what we do only after harm has occurred, and why we need to constantly ask ourselves “what do we need to do to be safe?” His new book, Oxford University Press Handbook of Patient Safety, translates the complex patient safety theories into actions that frontline staff can take to be safe. -
Content ArticleAs of May 31, 2022, there were 6·9 million reported deaths and 17.2 million estimated deaths from COVID-19, as reported by the Institute for Health Metrics and Evaluation. The Lancet COVID-19 Commission was established in July 2020, with four main themes: developing recommendations on how to best suppress the epidemic; addressing the humanitarian crises arising from the pandemic; addressing the financial and economic crises resulting from the pandemic; and rebuilding an inclusive, fair, and sustainable world. It has now published it's key findings and recommendations.
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Content ArticleIn this paper, Kurtz and Snowden challenge the universality of three basic assumptions prevalent in organisational decision support and strategy: assumptions of order, of rational choice, and of intent. They describe the Cynefin framework, a sense-making device they have developed to help people make sense of the complexities made visible by the relaxation of these assumptions. The Cynefin framework is derived from several years of action research into the use of narrative and complexity theory in organisational knowledge exchange, decision-making, strategy, and policy-making. The framework is explained, its conceptual underpinnings are outlined, and its use in group sense-making and discourse is described. Finally, the consequences of relaxing the three basic assumptions, using the Cynefin framework as a mechanism, are considered.
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Content ArticleThis blog by management consultancy McKinsey & Co looks at how to harness the power of people with informal influence to enact transformation within an organisation. It explores a tool known as 'snowball sampling', a simple survey technique originally used by social scientists to study hidden populations reluctant to participate in formal research, such as street gangs, drug users and sex workers. In snowball sampling, recipients take a very short survey and are asked to identify acquaintances who should also be asked to participate in the research. The process instils trust in participants as referrals are made anonymously by peers rather than through formal identification, and one contact quickly snowballs into many. The blog explores how snowball sampling can be adapted to better understand the patterns and networks of influence that operate below the radar in an organisation.
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Content ArticleLondon North West University Healthcare Trust is a trust not without its challenges. But, as its chief executive Pippa Nightingale explains, there is optimism the corner is being turned – and ambitious plans for the future. In this interview, she tells HSJ about what she thinks need to change at the organisation; how some improvements are already being seen; and the key role she hopes digital will play on the trust’s road to improvement.
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Content ArticleThe PDSA - a four-step model for improvement - has been used to support improvement in healthcare for many years now. The Institute for Healthcare Improvement (IHI) describe it as ‘shorthand for testing a change — by planning it, trying it, observing the results, and acting on what you learn. It is the scientific method, used for action-oriented learning in real-life situations. It is common to all improvement methodologies.’ In this blog, LifeQI takes a look at why the ‘Plan-Do-Study-Act’ or PDSA cycle is so widely used within healthcare organisations. It delves into the benefits – and any disadvantages – of using PDSAs in healthcare and how you can use them to drive quality improvement.
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Content ArticleCOVID-19 has disrupted many industries and reshaped the way most organisations operate. Healthcare organisations have been especially affected by the disruptive force of this global pandemic. Yet all hope is not lost. Gallup analytics discovered that business units experiencing disruption are at an increased advantage and more resilient than their peers when employee engagement is strong.
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Content ArticleAs highlighted by NHS England with the NHS People Plan[, healthcare organisations that prioritise workforce wellbeing will be better placed to put lessons learnt from the coronavirus pandemic into practice. Phil Taylor of RLDatix outlines the benefits of introducing a just culture not a blame culture and shares a methodology for positive change.
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Content ArticleCovid has been a traumatic experience for many who work in the NHS. Battlefield scenes, redeployment and it can seem there is little end in sight. However, there have been positives. Improved team work, new ways of delivering care and better use of technology. How can we use this learning? How can we ensure that we capture the good stuff, and make sure that we don’t go back to old habits? Improvement Cymru, the all-Wales Improvement service for NHS Wales, has developed a ‘Learning from COVID’ toolkit’. It is based on the idea that bringing teams together to consider these questions in a facilitated discussion is not only practically helpful in supporting the service to develop – it is important in helping those individuals involved reflect on and come to terms with what they have experiences.
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Content ArticleThe term “racism” is rarely used in the medical literature. Most physicians are not explicitly racist and are committed to treating all patients equally. However, they operate in an inherently racist system. Structural racism is insidious, and a large and growing body of literature documents disparate outcomes for different races despite the best efforts of individual healthcare professionals. If we aim to curtail systematic violence and premature death, clinicians and researchers will have to take an active role in addressing the root cause. Structural racism, the systems-level factors related to, yet distinct from, interpersonal racism, leads to increased rates of premature death and reduced levels of overall health and well-being. Like other epidemics, structural racism is causing widespread suffering, not only for black people and other communities of colour but for our society as a whole. It is a threat to the physical, emotional, and social well-being of every person in a society that allocates privilege on the basis of race. Hardeman et al. believe that as clinicians and researchers, we wield power, privilege, and responsibility for dismantling structural racism — and in this New England Journal of Medicine article the authors highlight recommendations for clinicians and researchers who wish to do so.
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Content Article
Diagnosing and treating systemic racism (16 July 2020)
Sam posted an article in Health inequalities
For physicians, the words “I can’t breathe” are a primal cry for help. As many physicians have left their comfort zones to care for patients with COVID-19–associated respiratory failure, the role of the medical profession in addressing this life-defining need has rarely been clearer. But as George Floyd’s repeated cry of “I can’t breathe” while he was being murdered by a Minneapolis police officer has resounded through the country, the physician’s role has seemed less clear. Police brutality against black people, and the systemic racism of which it is but one lethal manifestation, is a festering public health crisis. Can the medical profession use the tools in its armamentarium to address this deep-rooted disease? Evans et al. explore this further in an Editorial in the New England Journal of Medicine. -
Content Article
Stolen breaths (16 July 2020)
Patient Safety Learning posted an article in Improving patient safety
In this perspective for the New England Journal of Medicine, Harderman et al. recommend that healthcare systems engage, at the very least, in five practices to dismantle structural racism and improve the health and well-being of the black community and the country. -
Content ArticleTools are useful when working to become a high reliability organisation, but they do have their downsides. The Institute for Healthcare Improvement's Kedar Mate explains.
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Content ArticleThis publication from the US-based Joint Commission shares recommendations for organizations to guide effective provision of telehealth services. The alert discusses insights to establish secure and reliable telehealth systems and programs. It highlights creating standards for virtual care delivery, training staff to understand virtual patient monitoring, outlining specific clinician roles, and targeting tasks needed to as tactics to ensure virtual care is complete.
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Content ArticleThe Doctor is the BMA’s award-winning magazine for members. Read the latest articles, interviews and comment from the magazine.
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Content ArticleThe NHS has been fighting for our lives for the last few weeks and months. Throwing all its resources at the COVID-19 pandemic. The millions of health and care workers involved have been magnificent and we must resource them better for the future. And it’s been up to us, the general public, how far and how fast the virus spreads. There will still be a vital role for us when this pandemic is over because the NHS can’t by itself deal with many of today’s major health problems such as loneliness, stress, obesity, poverty and addictions. It can only react, doing the repairs but not dealing with the underlying causes. There are people all over the country who are tackling these causes in their homes, workplaces and communities. People like the Berkshire teachers working with children excluded from school, the unemployed men in Salford improving their community; and the bankers tackling mental health in the City. They are not just preventing disease but creating health. And they take pressure off the NHS, so it is always there when we need it. Health is made at home challenges us to set aside our normal assumptions and take off our NHS spectacles to see the world differently and take control of our health. And it calls for a new partnership between the NHS, government and the general public to build a healthy and health creating society.
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Content ArticleThis article from Wood and Wiegmann, in the International Journal for Quality in Healthcare, discusses the action hierarchy, which is a tool for generating corrective actions to improve safety and focuses on those recommendations relying less on human factors and more on systems change. The authors propose a multifaceted definition of ‘systems change’ and a rubric for determining the extent to which a corrective action addresses ‘systems change’ (‘systems change hierarchy’).
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Content ArticleIn 2008, Sir Liam Donaldson wrote an article looking at the history of the national health service in the UK and the development of clinical governance and a quality framework. He concluded the article by looking at the challenges ahead for the next decade. First, to make quality and safety the common currency of the NHS so that it is on an equal footing to money and productivity; second, to put clinicians in leadership roles with full responsibility for assuring and improving the quality and safety of their services; and third, to build the understanding, expertise and track record on safety in healthcare to the level of other high-risk industries. Now in 2020, how far forward are we in meeting these challenges?
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Content ArticleTo celebrate the second annual World Patient Safety Day, the Canadian Patient Safety Institute (CPSI) are proud to premiere the documentary, Building a Safer System, showcasing the 17-year impact of the Canadian Patient Safety Institute. The film is followed by an expert panel discussion of the theme, Health Worker Safety – A Priority for Patient Safety.
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Content ArticleThe Patients Association's response to the NHS consultation on draft requirements for Patient Safety Specialist roles. See also Patient Safety Learning's response to the consultation.
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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?
