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Showing results for tags 'Resilience'.
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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 ArticleRecording for the Session on Patient Safety held on 31 October as a part of the Global Indian Physician COVID-19 Collaborative.
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EventuntilUsing psychological theory and research-based techniques, this session will demonstrate how to enhance recovery and build resilience for healthcare professionals. In this interactive webinar, Dr Anne-Marie Doyle, consultant clinical psychologist and Dr Elizabeth Haxby, immediate Past President of the RSM Patient Safety Section, will offer strategies to protect the wellbeing of healthcare professionals by helping to anticipate and manage stress, recovery and build resilience. Register
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Content ArticleThe NHS should learn lessons from health creators that use a holistic approach to health and wellbeing, creating conducive environment for people to flourish, says Nigel Crisp in this blog for HSJ. Creating health is about creating the conditions for people to be healthy and helping them to be so. It’s what parents do and good teachers and schools – creating healthy, resilient, confident individuals. One of they ways health creators do things differently from the usual NHS and public sector approach is their emphasis on relationships – people get things done primarily through building relationships rather than by just following systems.Their approach is vision and goal-led (rather than plan-led) so people learn by doing, being experimental, adaptable and entrepreneurial. And it is about doing things that have meaning and purpose and not just about processes, checklists and plans. Read Nigel's book: Health is made at home, hospitals are for repairs
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Content Article
Faded rainbows
Claire Cox posted an article in Blogs
As the colourful rainbows in people's windows are beginning to fade, is the public support for our frontline workers also fading? Has gratitude and thank you's been replaced with frustration and anger from the public? In her latest blog, critical care outreach nurse Claire reflects on the impact this is having on the wellbeing of already exhausted frontline staff. -
EventuntilThe Flight Safety Foundation goal with this Seminar is to promote further globally the practical implementation of the concepts of system safety thinking, resilience and Safety II. There will be two sessions, one for each day, that will consist of briefings and a Q&A panel afterwards. The following themes are suggested for briefings and discussions for the Seminar 1.The limits of only learning from unwanted events. 2. Individuals’ natural versus organisations’ consciously pursued resilience. 3. How the ancient evolutionary individual instincts for psychological safety affect individual and team learning and how these can be positively managed? 4. The slow- and fast-moving sands of operations and environment change over time and their significance for safety. 5. How to pay as much attention to why work usually goes well as to why it occasionally goes wrong? 6. Understanding performance adjustments of individuals to get the job done. 7. The blessings and perils of performance variability. 8. Learning from data versus learning from observing. 9. Learning from differences in operations versus learning from monitoring for excrescences. 10. Can risk- and resilience-based concepts work together? 11. Does just culture matter for learning from success? 12. How to document explicitly, maintain current and use the information about success factors and safety barriers and shall this be a part of organisational SMS? Further information
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Content ArticleIn her latest blog for the hub, topic lead Eve Mitchell discusses the impact COVID-19 is having on the mental health and wellbeing of healthcare staff who are now having to absorb the anger of the public, patients, and their carers.
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Content ArticleThis article from Ashton et al. outlines how one health system in the United States sought to make antibody testing available to staff as a strategy to decrease anxiety and improve sense making around the crisis.
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Content ArticleThe East Midlands Academic Health Science Network have captured a number of different perspectives and experiences of COVID-19. These highlight pivotal moments, barriers, and learnings. The experiences and learnings will be particularly useful as the health and care system plans for reset, restoration, and recovery.
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Content ArticleDr Donna Prosser interviews Dr. Albert Wu on the emotional support that we can provide to healthcare workers during this concerning time of the COVID-19 pandemic.
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Content ArticleResilience matters now more than ever in healthcare, with the COVID-19 pandemic putting healthcare providers and systems under unprecedented strain. In popular culture and everyday conversation, resilience is often framed as an individual character trait where some people are better able to cope with and bounce back from adversity than others. Research in the management literature highlights that resilience is more complicated than that – it’s not just something you have, it’s something you do. Drawing on research on managing unexpected events, coordinating under challenging conditions, and learning in teams, Barton et al. distill some counter-intuitive findings about resilience into actionable lessons for healthcare leaders.
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Content ArticleThe CARe QI handbook is based on research in a range of healthcare organisations and settings, including acute care, primary care, care homes, oral health and community settings. It was designed to provide practical tools to apply ideas from resilient healthcare to quality improvement.
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Content ArticleProvides guidance for both employers and staff on promoting positive mental health and supporting those experiencing mental ill health in the workplace Mental Health & Wellbeing in the Workplace is a valuable resource for those in the workplace wanting to look after their physical and mental wellbeing, and those looking for guidance in managing staff with mental health issues. 20% off for key workers! use code MWKEY
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Content ArticleEleanor Balme and colleagues in this BMJ article discuss the findings of a review that they have undertaken into the need for, and potential of, resilience training in doctors.
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Content ArticleEmotional resilience has become a buzzword in the helping professions. Although resilience has been incorporated into the “official discourse” of social work, it is important to consider: • What does resilience mean? • To what extent do we as social workers need to be resilient? • Can resilience really protect our wellbeing and improve our professional practice? • Perhaps most importantly, how can we build our resilience to help us thrive in a profession that, although rewarding, can be very stressful? This evidence-based resource by Community Care Inform, aims to provide some guidance to help you navigate your professional journey. Based on their own research and that of others, they highlight the importance of emotional resilience in protecting your personal wellbeing and enhancing your professional practice and suggest ways to help you develop this important quality.
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Content ArticleThis is the YouTube Channel for the UCSF School of Medicine in the USA. Here you are able to listen and watch webinars on the latest 'grand rounds' on COVID-19. These webinars cover: paediatrics shape of the pandemic, digital innovation epidemiology, science & clinical manifestations of COVID-19 research general updates.
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Content ArticleRecently, there has been a lot of interest in some ideas proposed by Prof. Erik Hollnagel and labeled as “Safety-II” and argued to be the basis for achieving system resilience. He contrasts Safety-II to what he describes as Safety-I, which he claims to be what engineers do now to prevent accidents. What he describes as Safety-I, however, has very little or no resemblance to what is done today or to what has been done in safety engineering for at least 70 years. In this paper, Prof. Nancy Leveson, Aeronautics and Astronautics Dept., MIT, describes the history of safety engineering, provides a description of safety engineering as actually practiced in different industries, shows the flaws and inaccuracies in Prof. Hollnagel’s arguments and the flaws in the Safety-II concept, and suggests that a systems approach (Safety-III) is a way forward for the future.
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Content ArticleIn this blog, Shawn Achor and Michelle Gielan discuss resilience, the importance of recovery and how we can build resilience.
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Content ArticleThis month’s Letter from America highlights approaches to addressing persistent patient safety challenges, such as overprescribing of opioids and staff burnout, through working with clinicians, staff and patients to enhance service delivery and care and opportunities to effectively engage communities. Letter from America is the latest in a Patient Safety Learning blog series highlighting fresh accomplishments in patient safety from the United States.
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Content ArticleThe General Medical Council views resilience as a critical part of becoming a “professional”. All graduating medical students should have proved that they are resilient, and NHS job specifications expect it. They define resilience as “the capacity to recover quickly from difficulties.” It implies “toughness”, and an untiring effort to do more, to work faster, and to be better. The Medical Schools Council suggests screening for resilience in interviews, and now once admitted, medical students receive formal resilience training as part of the curriculum. The GMC’s “Professional Behaviour and Fitness to Practise” guidance underlines the importance of emotional resilience, which it defines as an “ability to adapt and be resourceful, mindful, and effective in complex, uncertain, or stressful situations.” This sounds impressive, but is resilience a trainable skill? Katherine Ripullone and Kate Womersley discuss this in this BMJ Opinion article.
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Content Article
Resources for setting up learning from excellence reporting
Claire Cox posted an article in Motivating staff
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. The 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. It is time to redress the balance. It is believed that studying excellence in healthcare can create new opportunities for learning and improving resilience and staff morale. This page is for useful resources for setting up and maintaining an excellence reporting programme: -
Content Article
Safety-II in practice (June 2017)
Claire Cox posted an article in Recommended books and literature
Safety-I is defined as the freedom from unacceptable harm. The purpose of traditional safety management is therefore to find ways to ensure this ‘freedom’. But as socio-technical systems steadily have become larger and less tractable, this has become harder to do. Resilience engineering pointed out from the very beginning that resilient performance – an organisation’s ability to function as required under expected and unexpected conditions alike – required more than the prevention of incidents and accidents. This developed into a new interpretation of safety (Safety-II) and consequently a new form of safety management. Safety-II changes safety management from protective safety and a focus on how things can go wrong, to productive safety and a focus on how things can and do go well. For Safety-II, the aim is not just the elimination of hazards and the prevention of failures and malfunctions but also how best to develop an organisation’s potentials for resilient performance – the way it responds, monitors, learns, and anticipates. That requires models and methods that go beyond the Safety-I toolbox. This book introduces a comprehensive approach for the management of Safety-II, called the Resilience Assessment Grid (RAG). It explains the principles of the RAG and how it can be used to develop the resilience potentials. The RAG provides four sets of diagnostic and formative questions that can be tailored to any organisation. The questions are based on the principles of resilience engineering and backed by practical experience from several domains. Safety-II in Practice is for both the safety professional and academic reader. For the professional, it presents a workable method (RAG) for the management of Safety-II, with a proven track record. For academic and student readers, the book is a concise and practical presentation of resilience engineering. -
Content ArticleInformation overload can be defined as a difficulty a person can have in comprehending issue and making judgments that are caused by the presence of too much information. Information overload occurs when the amount of input to a system surpasses its processing capability. Decision-makers have a limited cognitive processing ability. Consequently, when information overload happens, it is possible that a decline in decision quality will take place. Decision-makers, such as medical consultants, have fairly limited cognitive processing capacity. Consequently, when information overload occurs, it is likely that a reduction in decision quality will occur. The aim of this study, originally published by the Journal of Biosciences and Medicines, is to assess the impact of information overload on medical consultants’ life, its causes, and potential ways to deal with it.
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Content ArticleThis chapter from Patient Safety and Quality: An Evidence-Based Handbook for Nurses describes a framework for understanding how human factors affect patient safety. It illustrates how different cumulative factors result in errors and suggests that nurses have a unique role to play in identifying problems and their causes. The authors highlight staff mindfulness as a tool to transform healthcare organisations into 'highly reliable organisations'.
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Community PostI am interested in what colleagues here think about the proposed patient safety specialist role? https://improvement.nhs.uk/resources/introducing-patient-safety-specialists/ https://www.independent.co.uk/news/health/nhs-patient-safety-hospitals-mistakes-harm-a9259486.html Can this development make a difference? Or will it lead to safety becoming one person's responsibility and / or more of the same as these responsibilities will be added to list of duties of already busy staff? Can these specialist be a driver for culture change including embedding a just culture and a focus on safety-II and human factors? What support do trusts and specialists need for this to happen? Some interesting thoughts on this here: https://twitter.com/TerryFairbanks/status/1210357924104736768
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