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Showing results for tags 'Psychological safety'.
Found 192 results
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Content ArticleHow are trauma-informed approaches being implemented by public services – and what are the barriers to embedding the approach more widely? Produced jointly by the Centre for Mental Health and the Agenda, the alliance for women and girls at risk, this reports explores how trauma-informed approaches are being implemented by public services including women’s centres, prisons and mental health services. Evidence has shown that there are strong links between traumatic experiences and poor mental health. The need for public services to be trauma-informed has been repeatedly demonstrated. A sense of safety summarises the findings of interviews and site visits to a range of public services for women, including substance misuse, homelessness, mental health, the criminal justice system, and domestic and sexual abuse and exploitation. It found that services taking a holistic approach to supporting women’s needs were best able to make the change to becoming trauma-informed. However, many organisations faced barriers including short-term and fragile funding.
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Content Article
Learning from excellence (2017)
Claire Cox posted an article in Organisational
Safety in healthcare has traditionally focused on avoiding harm by learning from error. This approach may miss opportunities to learn from excellent practice. Excellence in healthcare is highly prevalent, but there is no formal system to capture it. We tend to regard excellence as something to gratefully accept, rather than something to study and understand. Our preoccupation with avoiding error and harm in healthcare has resulted in the rise of rules and rigidity, which in turn has cultivated a culture of fear and stifled innovation. -
News Article
Miscarriage can lead to 'long-term post-traumatic stress'
Patient Safety Learning posted a news article in News
One in six women who lose a baby in early pregnancy experiences long-term symptoms of post-traumatic stress, a UK study suggests. Women need more sensitive and specific care after a miscarriage or ectopic pregnancy, researchers say. In the study of 650 women, by Imperial College London and KU Leuven in Belgium, 29% showed symptoms of post-traumatic stress one month after pregnancy loss, declining to 18% after nine months. The study recommends that women who have miscarried are screened to find out who is most at risk of psychological problems. "For too long, women have not received the care they need following a miscarriage and this research shows the scale of the problem," says Jane Brewin, Chief Executive of miscarriage and stillbirth charity Tommy's. "Miscarriage services need to be changed to ensure they are available to everyone and women are followed up to assess their mental wellbeing with support being offered to those who need it, and advice is routinely given to prepare for a subsequent pregnancy." Read full story Source: BBC News, 15 January 2020 -
Content Article
The Patient Safety Learning hub has provided the vehicle through which I’ve shared my personal journey as I sought to establish and embed a second victim support initiative at the trust where I worked until my recent retirement. Four years ago SISOS was set up to ensure that colleagues affected by safety incidents received emotional support as soon as possible. A lot of lessons have been learned along the way and positive actions taken. These are my personal thoughts. -
Content Article
No blame culture, a blog by Joanne Hughes
PatientSafetyLearning Team posted an article in Bullying and fear
In this powerful blog, based on her personal experience of losing a child, Joanne Hughes argues you can (and should) identify and blame the error, the 'act or omission’ for the harm, but very often it is not appropriate or fair to blame the 'person' who carried out that act. Avoidably grieving parents, she highlights, do need to know 'what' is to blame and 'why' it occurred. -
Content ArticleWe tend to think of burnout as an individual problem, solvable by “learning to say no,” more yoga, better breathing techniques, practicing resilience — the self-help list goes on. But evidence is mounting that applying personal, band-aid solutions to an epic and rapidly evolving workplace phenomenon may be harming, not helping, the battle. With “burnout” now officially recognised by the World Health Organization (WHO), the responsibility for managing it has shifted away from the individual and towards the organisation.
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Content ArticleIn this third blog of the series, I will discuss how I went about setting up a calm space as part of Chase Farm Hospital's Safety Incident Supporting Our Staff (SISOS) initiative. This allows staff to go and rest and get support if needed.
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Content ArticleMy previous blog talked about how the idea for SISOS (Safety Incident Supporting Our Staff) – an initiative to support staff involved in safety incidents – came about at Chase Farm Hospital. The SISOS team provide confidential, emotional support in a safe environment and make other support, including professional help more easily accessible. It is important to recognise that we are 'Listeners' and not professional counsellors. My second blog continues this journey.
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Content ArticleSuicide rates for doctors, nurses and allied healthcare workers are rising and being involved in a safety incident increases this risk. The need to support staff when things go wrong is evident. We come to work to do the very best we can for our patients, often ignoring and at the cost of our own health. Most adverse incidents happen, not because we are bad at what we do, but because of system failure. As professionals who care passionately about our work, we blame ourselves when things go wrong. Albert Wu (2000) recognised this phenomenon and coined the term second victim. In this series of blogs I will share my own experiences of setting up and developing Safety Incident Supporting Our Staff (SISOS). In this first blog I explain the catalyst that led to developing SISOS.
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Content ArticleConquer the most essential adaptation to the knowledge economy The Fearless Organisation: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organisations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent--but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. Explore the link between psychological safety and high performance Create a culture where it's "safe" to express ideas, ask questions, and admit mistakes Nurture the level of engagement and candour required in today's knowledge economy Follow a step-by-step framework for establishing psychological safety in your team or organisation Shed the "yes-men" approach and step into real performance. Fertilise creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organisation helps you bring about this most critical transformation.
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Community PostI would be interested if you experience psychological safety in your workplace - even if it is not in healthcare. Do you feel safe to own up to mistakes? Do you feel that your opinion is listened to and your wellbeing looked after if you have been involved in an incident? Interesting blog on the hub explaining this...
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Content ArticleAn independent review report looking at cultural issues related to allegations of bullying and harassment in NHS Highland by John Sturrock, QC and mediator. *Update on the progress with the Sturrock Review Actions, including a report on the Argyll & Bute Culture Survey and plans for the launch of the Healing Process, and consolidation of Lessons Learned and findings of the Independent Review Panel has been added to this page as attachments below.
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Content Article
The real second victims
Patient Safety Learning posted an article in Second victim
In many professions, specific terms – both old and new – are often established and accepted unquestioningly, from the inside. In some cases, such terms may create and perpetuate inequity and injustice, even when introduced with good intentions. One example is the term ‘second victim’. The term ‘second victim’ was coined by Albert W Wu in his paper ‘Medical error: the second victim’. Wu wrote the following: “although patients are the first and obvious victims of medical mistakes, doctors are wounded by the same errors: they are the second victims”. In his blog, Stephen Shorrick discusses the term second victim, what patients and families think of this term, and proposes that healthcare professionals are perhaps the 'third victims'. -
Content ArticleUsing a spectrum of measures, this paper from Kline and Lewis estimates some of the financial costs of bullying and harassment to the NHS in England. By means of specific impacts resulting from bullying and harassment to staff health, sickness absence costs to the employer, employee turnover, diminished productivity, sickness presenteeism, compensation, litigation and industrial relations costs, we conservatively estimate bullying and harassment to cost the taxpayer £2.281 billion per annum. The evidence in this paper indicates the importance of urgent material engagement to address bullying in the UK NHS. Existing staff surveys fail to capture the types of behaviours often attributable to bullying and this should be a focus to design pertinent interventions. Capturing bystander/witness experiences are undocumented, as are workplace incivilities and staff satisfaction with policy and procedures for tackling bullying. Policy change is vital for accurately capturing the costs of bullying associated with absenteeism, staff replacement, productivity reductions and to use these as mechanisms to manage organizations that fail to address bullying.
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Content Article
Rethinking Patient Safety by Suzette Woodward
Claire Cox posted an article in Recommended books and literature
The vast majority of healthcare is provided safely and effectively. However, just like any high-risk industry, things can and do go wrong. There is a world of advice about how to keep people safe but this delivers little in terms of changed practice. Written by Suzette Woodward, a leading expert in the field with over two decades of experience, Rethinking Patient Safety provides readers with a critical reflection upon what it might take to narrow the implementation gap between the evidence base about patient safety and actual practice. This book provides important examples for the many professionals who work in patient safety but are struggling to narrow the gap and make a difference in their current situation. It provides insights on practical actions that can be immediately implemented to improve the safety of patient care in healthcare and provides readers with a different way of thinking in terms of changing behaviour and practices as well as processes and systems. Suzette Woodward shares lessons from the science of implementation, campaigning and social movement methods and offers the reader the story of a discovery. Her team has explored an approach which could profoundly affect the safety culture in healthcare; a methodology to help people talk to each other and their patients and to listen through facilitated safety conversations. This is their story. -
Content ArticleDr Michael Leonard and Dr Allan Frankel explore how effective leadership and organisational fairness are essential for patient safety within healthcare services. They discuss how leaders can influence their organisations to help create a robust safety culture.
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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.
