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Showing results for tags 'Staff support'.
Found 863 results
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Content ArticleIn this Editorial in the BMJ, Albert Wu introduced the phrase ‘second victim’ in an attempt to highlight the emotional effects for staff involved in a medical error and the need for emotional support to help their recovery.
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Content ArticleThis decision tree, used at the Brighton and Sussex University Hospitals NHS Trust, was developed as a ‘quick reference’ aid for nurses setting up non-invasive ventilation (NIV). It highlights key settings and signposts users to the full trust policy for more detailed explanation. It is adapted from the British Thoracic Society guidelines for acute NIV.
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Content ArticleThis paper from Kneebone et al, published in BMC's Advances in Simulations proposes simulation-based enactment of care as an innovative and fruitful means of engaging patients and clinicians to create collaborative solutions to healthcare issues.
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Content ArticleDeveloping the right people with the right skills and the right values is recognised as a key priority to enable the sustainable delivery of health services, as leadership is one of the most influential factors in shaping an organisational culture. Ensuring the necessary leadership behaviours, strategies and qualities are developed is fundamental. The aim of this document, developed by NHS England and Health Education England, is to give both Integrated Urgent Care (IUC)/NHS 111 service employers and employees some guidance about this key topic.
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Content ArticleThe Director of Medical Education (DME) at Oxford University NHS Foundation Trust developed a range of forums for junior doctor engagement with the trust, via representative groups, which meet, individually, with senior executives 10-12 times a year. These forums include a foundation year group, core medical trainee group, medical registrar group and more recently a surgical and anaesthetic group. Each group is chaired by a junior doctor, who sets the agenda and is responsible for organising the meetings. This structure emphasises that the forum’s agenda is focused on the needs and concerns of trainees, and encourages attendance and discussion.
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Content ArticleDr George Findlay, Medical Director at Western Sussex Hospital NHS Foundation Trust, talks on the theme of 'Becoming well-led' and how leadership can deliver quality improvement through engaging and empowering staff.
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Content ArticleThis National Patient Safety Agency (NPSA) guide provides a detailed illustration of how principles of safe design can be applied to widely used medical technologies. It focuses on the design of electronic infusion devices, such as infusion pumps and syringe drivers. There a wide variety of infusion device designs in use in healthcare. This document provides practical guidance and examples of best practice in the design of infusion devices, as well as a guide for those involved in the purchase and procurement of these devices.
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Content ArticleThis study from Petschonek et al. published in the Journal of Patient Safety sought to develop a survey that would measure individual perceptions of Just Culture in a hospital setting. The research team created a 27-item survey, which displayed adequate theoretical structure and internal reliability.
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Content ArticleA template used by St Joseph Health, in the USA, to guide you through a just culture scenario.
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Content ArticleProfessor Sidney Dekker of Griffith University speaks about why things go wrong.
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Content ArticleRestorative Just Culture aims to repair trust and relationships damaged after an incident. It allows all parties to discuss how they have been affected, and collaboratively decide what should be done to repair the harm.
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Content ArticleSimon Fleming discusses in BMJ Opinion why he launched an anti-bullying campaign. Simon is a trainee orthopaedic surgeon and PhD Candidate at Barts and the London School of Medicine and Dentistry.
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Content ArticleThe Just Culture Guide from NHS Improvement supports a conversation between managers about whether a staff member involved in a patient safety incident requires specific individual support or intervention to work safely. It asks a series of questions that help clarify whether there truly is something specific about an individual that needs support or management versus whether the issue is wider, in which case singling out the individual is often unfair and counter-productive. It helps reduce the role of unconscious bias when making decisions and will help ensure all individuals are consistently treated equally and fairly no matter what their staff group, profession or background.
