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Found 866 results
  1. Content Article
    As a leader how can you foster a work environment where people feel safe to speak up, share new ideas and work in innovative ways? In this video from the Kings Fund, Amy Edmondson, Novartis Professor of Leadership and Management at the Harvard Business School, talks about the importance of psychological safety in health and care and what leaders can do to create it. 
  2. Content Article
    In this BMJ Opinion article, Helen McKeown talks asks why the menopause is still a taboo topic when it comes to the well being of healthcare colleagues and argues more could be done to help staff.
  3. Content Article
    In this article Yvonne Coghill, Director of the Workforce Race Equality Standard (WRES) Implementation Team in London, talks about how she is working with others to develop a race equality strategy for the capital.
  4. Content Article
    Findings from the APPG for Whisltblowing's report show that whistleblowing cases continue to have a low success rate, with whistleblowers suffering more and for longer than before, writes Mary Robinson.  Whilst there are laws in place to protect whistleblowers, the overwhelming evidence is that they have failed to address the principal issues they face. Politicians have a duty to confront the most difficult things, including the barriers to justice and the fear of retaliation that make it impossible or futile for people across all sectors to speak up safely. Mary, the Conservative MP for Cheadle and chair of the APPG for whistleblowing, says that a system that works with whistleblowers instead of against them, would serve to protect employees and would empower them to do the right thing. Although the UK was the first in Europe to introduce legislation with Public Interest Disclosure Act 1998, we are in danger of falling behind global best practice. In this blog, Mary proposes and urgent reform of existing legislation and the introduction of an Office of the Whistleblower is needed to reset the gold standard.
  5. Content Article
    Older people and people with an intellectual disability who receive long-term care are considered particularly vulnerable to infection outbreaks, such as the current coronavirus pandemic. The combination of healthcare concerns and infection-related restrictions may result in specific challenges for long-term care staff serving these populations during infection outbreaks. This review from Embregts et al. aimed to: (1) provide insight about the potential impact of infection outbreaks on the psychological state of healthcare staff and (2) explore suggestions to support and protect their psychological well-being. They found that research into support for long-term care staff during an infection outbreak is scarce. Without conscious management, policy and research focus, the needs of this professional group may remain underexposed in current and future infection outbreaks. The content synthesis and reflection on it in this article provide starting points for new research and contribute to the preparation for future infection outbreaks.
  6. Content Article
    This communication skills guide to practice, developed by Ausmed, explores several common communication scenarios that you may find yourself in as a health professional, and help you navigate and master each interaction you have in your day-to-day practice.
  7. News Article
    NHS People Plan provides a stop-gap but leaves glaring omissions 'Two years after it was first promised, the NHS is still waiting for a long-term workforce plan. Some of the measures announced in today’s People Plan are positive. As the plan acknowledges, it is important to learn from the impressive changes made by NHS staff during the pandemic. And improving support for people from black and minority ethnic communities – who make up one fifth of the NHS workforce – is rightly a top priority. 'But there are glaring omissions. The NHS went into the pandemic with a workforce gap of around 100,000 staff, yet the plan does not say how this will be addressed in the medium term. This is particularly concerning at a time when our recruitment of nurses from abroad has dropped dramatically. These details are missing because the NHS is still waiting on government to set out what funding will be available to expand the NHS workforce – without which the NHS cannot recruit and retain the doctors, nurses and other staff it needs. 'While this plan at least provides a stop-gap to help get the NHS through the winter, there is no equivalent plan for social care – a sector suffering from decades of political neglect and the devastating impact of COVID-19 on care users and staff. A comprehensive workforce plan for both the NHS and social care is needed now more than ever'.
  8. News Article
    "We are the NHS: People Plan 2020/21 – action for us all, along with Our People Promise, sets out what our NHS people can expect from their leaders and from each other. It builds on the creativity and drive shown by our NHS people in their response, to date, to the COVID-19 pandemic and the interim NHS People Plan. It focuses on how we must all continue to look after each other and foster a culture of inclusion and belonging, as well as take action to grow our workforce, train our people, and work together differently to deliver patient care. This plan sets out practical actions for employers and systems, as well as the actions that NHS England and NHS Improvement and Health Education England will take, over the remainder of 2020/21. It includes specific commitments around: Looking after our people – with quality health and wellbeing support for everyone Belonging in the NHS – with a particular focus on tackling the discrimination that some staff face New ways of working and delivering care – making effective use of the full range of our people’s skills and experience Growing for the future – how we recruit and keep our people, and welcome back colleagues who want to return The arrival of COVID-19 acted as a springboard, bringing about an incredible scale and pace of transformation, and highlighting the enormous contribution of all our NHS people. The NHS must build on this momentum and continue to transform – keeping people at the heart of all we do."
  9. News Article
    The redeployment of health visitors to support the national coronavirus response has left remaining staff with increased workloads, worsened mental health and fears that the needs of children are being missed, a new survey has revealed. In the wake of Covid-19, University College London (UCL) gathered the views of 663 health visitors in England to find out how the pandemic had affected their work. Overall, 60% of respondents reported that at least one member of their team had been redeployed between 19 March and 3 June. Of teams that had lost staff, 41% reported that between six and 50 colleagues had been moved elsewhere during that period. The combination of increased caseloads and limited face-to-face contacts left “widespread concern” among health visitors that the needs of many children would be missed in the peak of the outbreak, found the survey. Study authors raised concerns about the “significant negative impacts” that increased workload and pressures had on staff wellbeing and mental health. Read the full article here.
  10. Community Post
    Way back in March I applied to re-join the NHS to help with COVID-19. I am a mental health nurse prescriber with an unblemished clinical record. I have had an unusual career which includes working in senior management before returning to clinical work in 2002. I have also helped deliver several projects that achieved nation recognition, including one that was highly commented by NICE in 2015, and one that was presented at the NICE Annual Conference in 2018. Several examples of my work can be found on the NICE Shared Learning resource pages. Since applying as an NHS returner. I have been interviewed online 6 times by 3 different organisations, all repeating the same questions. I was told that the area of work I felt best suited to working in - primary care/ community / mental health , specialising in prescribing and multi-morbidity - was in demand. A reference has been taken up and my DBS check eventually came through. I also received several (mostly duplicated) emails. On 29th June I received a call from the acute trust in Cornwall about returning. I explained that I had specified community / primary care as I have no recent acute hospital experience. The caller said they would pass me over to NHS Kernow, an organisation I had mentioned in my application. I have heard nothing since. I can only assume the backlisting I have suffered for speaking out for patients, is still in place. If this is true (and I am always open to being corrected) it is an appalling reflection on the NHS culture in my view. Here is my story: http://www.carerightnow.co.uk/i-dont-want-to-hear-anything-bad-whistleblowing-in-health-social-care/
  11. Content Article
    In this commentary piece, published in BMJ Leader, Suzanne Shale draws attention to a broader notion of moral injury found in moral philosophy. In this version, a moral wound can be experienced by anyone. It arises from sources that include injustice, cruelty, status degradation and profound breaches of moral expectations. The moral-philosophical version of moral injury associates it with moral and psychological anguish, and feelings such as bewilderment, humiliation and resentment. According to this formulation of moral injury, it could affect patients, service users, families and loved ones as well as care staff. Suzanne highlights that experiences of moral injury among the wider public, as well as staff, will call for attention from care leaders long after the pandemic surge.
  12. News Article
    More than 4 in 10 anaesthetists are not convinced their hospitals would be able to provide safe services should there be a second wave of COVID-19, a new survey has indicated. A survey of members of the Royal College of Anaesthetists (RCOA) showed 44% of respondents were not confident their hospitals would be able to provide safe covid and non-covid services should there be a second surge of infections. The survey also showed levels of mental distress and morale were worsening among anaesthetists – many of whom were drafted into intensive care units during the first wave. Almost two-thirds of respondents (64%) said they had suffered mental distress in the last month due to the pressures faced during the COVID-19 pandemic. Now the college is calling on the NHS to plan intensively for a second covid wave and to identify, train and maintain the skills of cross-specialty “reservists” – including current clinicians, recent retirees and senior trainees — who can support the health service in the event of future surges. One anaesthetist told the RCOA they were “exhausted with constantly having to think about covid and protecting yourself” and “struggling with the realisation that PPE is here to stay for some time.” Another said: “We have burned out our human resource. We need a period of rebuilding or patient harm will result.” Read full story (paywalled) Source: HSJ, 22 July 2020
  13. Content Article
    Between 30 June and 5 July 2020, the Royal College of Anaesthetists conducted a survey to assess its members' views on the current preparedness to restart planned services.  The results found that doctors are not confident their hospitals would cope with a second COVID-19 surge and that more anaesthetists are suffering mental distress than ever before as morale drops.
  14. Content Article
    During the COVID-19 pandemic, health care leaders are working to support staff who are experiencing anxiety, stress, and intense demands. This guide from the Institute of Healthcare Improvement (IHI), which builds on the IHI Framework for Improving Joy in Work, includes actionable ideas that leaders can quickly test during the coronavirus response, and which can build the longer-term foundation to sustain joy in work for the health care workforce.
  15. Content Article
    Healthcare staff have had to adapt their way of working as a result of the pandemic, which has made pre-COVID guidance obsolete. Different Trusts are doing different things. Associate Director of Patient Safety Learning and Critical Care Outreach Nurse, Claire Cox, outlines the challenges and asks, what is the solution?
  16. Community Post
    Healthcare staff have had to adapt their way of working as a result of the pandemic, which has made pre-Covid guidance obsolete. Different Trusts are doing different things. What’s the solution?
  17. Content Article
    Staff burnout was concern number 3 from ECRI’s Top 10 Patient Safety Concerns for 2019. This paper discusses staff burnout and the impact this can have on patient safety.
  18. News Article
    Nurses' leaders want all healthcare employers - including the NHS - to "care for those who have been caring" during the coronavirus crisis. The Royal College of Nursing (RCN) is calling for better risk assessments; working patterns and mental health care for those on the front line. It warns many may be suffering from exhaustion, anxiety and other psychological problems. The Department of Health and Social Care said support was a "top priority". The RCN has released an eight-point plan of commitments it wants to see enforced to mark the 100 days since the World Health Organization (WHO) declared a pandemic. Amongst its suggestions are a better COVID-19 testing regime for healthcare workers and more attention paid to the risks posed to ethnic minority nurses. It says employers and ministers "must tackle the underlying causes which have contributed to worse outcomes for Bame staff". Read full story Source: BBC News, 19 June 2020
  19. Content Article
    University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT) is setting out its priorities for the remainder of the coronavirus (COVID-19) pandemic and into the future. The pandemic has meant that certain plans have had to be put temporarily on hold but the Trust says there are important areas that can and will be developed over the next few months and into 2021. Quality and safety of care remain the main priorities so the Trust is now focusing on four key areas to ensure that services recover and improve as the country emerges from the pandemic. 
  20. Content Article
    Since the seminal report by the Institute of Medicine, To Err Is Human, was issued in 1999, significant efforts across the health care industry have been launched to improve the safety and quality of patient care. Recent advances in the safety of health care delivery have included commitment to creating high-reliability organisations (HROs) to enhance existing quality improvement activities. This article will explore key elements of the HRO concept of deference to expertise, describe the structural elements that support nurses and other personnel in speaking up, and provide examples of practical, evidence-based tools to help organizations support and encourage all members of the health care team to speak up.
  21. Content Article
    In her latest blog for the hub, topic lead Eve Mitchell discusses what we need to do as we plan for recovery post-covid. Despite an apparent increase in interest in joining the nursing profession since the start of the pandemic, the reported 40,000 gap in nursing numbers is not going to be closed overnight and we therefore need to plan for different, re-think roles and responsibilities, and capture and capitalise on the innovations that have flourished in some areas. As we begin to reorient, revise our goals and focus on moving beyond rather than on just ‘getting by’, it is important that we look at all settings of care so we can learn from excellence, build on the best and support a faster response in the future if required.
  22. Content Article
    If psychological safety is the number one variable in team performance then how do you improve it? Where do you start? What are the key actions you can take to increase the level of psychological safety in your environment? This guide from Leader Factor has 120+ behaviours you can use to have a higher level of psychological safety. You can download the guide by filling in the online form.
  23. Content Article
    A "Fair and Just Culture" supports learning from unsafe acts that result in potential or real harm as a way to prevent future errors. A fair and just culture strikes a balance between a punitive culture and a blame free culture. Differentiating acceptable from unacceptable behaviour associated with harmful events requires a consistent approach to determine culpability of individuals against system flaws that contribute to unsafe acts. More than one unsafe act by more than one individual can contribute to an event. For optimal learning and fair treatment of staff, each act should be considered individually using the same structured approach.
  24. Content Article
    Clinician well-being is known to play a role in error prevention. This perspective from Dzau et al., published in the New England Journal of Medicine, presents a five-part strategy comprised of organisational and national elements to ensure clinicians are situated to provide safe high-quality care during crisis, such as the coronavirus pandemic, and throughout the course of their careers.
  25. Content Article
    COVID-19 brings an enormous set of challenges to hospitals around the world. One challenge in particular, the current mental state of healthcare workers, is now taking centre stage as clinicians face delivering difficult news to patients and their families about what is happening, what to expect, and how to prepare. ECRI and RLDatix came together to deliver a special webcast led by Dr Tim McDonald, an expert on Communication and Optimal Resolution (CANDOR). A recording of the webinar can be viewed below.
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