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Showing results for tags 'Resilience'.
Found 92 results
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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 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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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 ArticleUrgent action is needed in the NHS to meet a ballooning backlog of procedures put on hold during the pandemic and build a more resilient health care system. This report from Reform, produced jointly with Edge Health, shows the scale of the challenges the NHS faces: 6 million fewer patients were referred to treatment in 2020 than in 2019 • 10 million patients could be on a waitlist by April By April, 52-week waits for care are projected to have risen 12,008% since March 2020 (by December they had already risen by 7139%) Cancellations of diagnostic testing and delayed treatment may lead to 1,660 extra deaths from lung cancer alone.
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Content ArticleThe scale of the emergency response to the COVID-19 pandemic has been extraordinary, but what comes next? The King's Fund spoke with people involved in response efforts for disasters from around the world, from the Christchurch earthquakes in New Zealand to the Grenfell Tower fire in London, to understand what the health and care system can learn from the experience of recovery from other disasters as it responds to the pandemic.
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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 ArticleNursing and midwifery are unarguably stressful endeavours requiring high levels of psychological capital and coping strategies. The impact of the work environment on patient safety outcomes suggests that high nurse/midwife stress may be associated with more adverse patient events. The purpose of this study, published in Nursing and Health Sciences, was to explore the psychological capital of clinical nurses and midwives and identify explanatory factors (including psychological capital, well‐being and health related behaviours) contributing to attitudes to patient safety.The findings suggest that nurse and midwife wellbeing is an important consideration when striving to improve patient safety.
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Content ArticleHealthcare professionals are experiencing unprecedented levels of occupational stress and burnout. Higher stress and burnout in health professionals is linked with the delivery of poorer quality, less safe patient care across healthcare settings. In order to understand how we can better support healthcare professionals in the workplace, this study from Johnson et al. evaluated a tailored resilience coaching intervention comprising a workshop and one-to-one coaching session addressing the intrinsic challenges of healthcare work in health professionals and students. The authors found preliminary evidence that the intervention was well received and effective, but further research using a randomised controlled design will be necessary to confirm this.
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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. -
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 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 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 Article
Letter from America: Tomorrow is Another Day
lzipperer posted an article in Letter from America
'Letter from America’ is a Patient Safety Learning blog series highlighting fresh accomplishments in patient safety from the United States. The series covers successes large and small. I share them here to generate conversations through the hub, over a coffee and in staff rooms to transfer these innovations to the frontline of UK care delivery. -
Content ArticleClinician burnout has been well-documented and is at record highs. The same issues that drive burnout also diminish joy in work for the healthcare workforce. Healthcare leaders need to understand what factors are diminishing joy in work, nurture their workforce, and address the issues that drive burnout and sap joy in work. The most joyful, productive, engaged staff feel both physically and psychologically safe, appreciate the meaning and purpose of their work, have some choice and control over their time, experience camaraderie with others at work, and perceive their work life to be fair and equitable. There are proven methods for creating a positive work environment that creates these conditions and ensures the commitment to deliver high-quality care to patients, even in stressful times.
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Content Article
Caring for doctors, caring for patients (November 2019)
Claire Cox posted an article in Workforce and resources
Patient safety depends on doctors’ well-being. Medicine is a tough job, but it's made it far harder than it should be by neglecting the simple basics in caring for doctors’ well-being. The well-being of doctors is vital because there is abundant evidence that workplace stress in healthcare organisations affects quality of care for patients as well as doctors’ own health. In 2018 the General Medical Council asked Professor Michael West and Dame Denise Coia to carry out a UK-wide review into the factors which impact on the mental health and well-being of medical students and doctors. The detailed practical proposals in this report provide a road map to health service leaders faced with the challenge of developing healthy and sustainable workforces. -
Content ArticleAmy Edmondson, PhD, Harvard professor and speaker at Learn Serve Lead 2019: The AAMC Annual Meeting, talks about how to create an interpersonal climate that encourages input from all members of the patient care team.
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NHS leadership and culture: The King's Fund position (2019)
Claire Cox posted an article in Inquiries
Collaborative, inclusive and compassionate leadership is essential to deliver the highest quality care for patients and tackle deep-seated cultural issues in the NHS, including unacceptable levels of work-related stress, bullying and discrimination. Staff are the NHS’s greatest asset, but a number of challenges are taking a significant toll on the workforce. In addition to severe workforce pressures, including large numbers of staff vacancies, surveys have shown that staff experiences of working in the NHS can be very negative. In the 2018 NHS staff survey, 40 per cent of NHS staff reported feeling unwell as a result of work-related stress in the previous 12 months, 13 per cent said they had experienced bullying or harassment from managers and 19 per cent experienced it from other colleagues. This article gives the response from the Kingsfund on the recent NHS staff survey. -
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 ArticleSleep is fundamental to good health. Healthcare professionals receive little teaching on the importance of sleep, particularly with respect to their own health when working night shifts. Knowledge of basic sleep physiology, together with simple strategies to improve core sleep and the ability to cope with working nights, can result in significant improvements both for healthcare professionals and for the patients they care for. This article by Dr Mike Farquhar, published in the Archives of Disease in Childhood: Education & Practice, gives practical advice for night shift workers and, generally, how to improve your quality of sleep.
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Content ArticleAs part of its commitment to supporting the third sector, The King’s Fund works in partnership with GSK to run the GSK IMPACT Awards, which provide leadership development and funding for award winners.
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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 ArticleProfessor Anne Marie Rafferty, Royal College of Nursing (RCN) President, has been involved in two decades of vital nursing workforce research. She explains in this interview for the RCN how the evidence could help us achieve safe staffing.
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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.
