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Found 35 results
  1. Content Article
    Health and social care faces a conflict between safe and appropriate staffing and the (government) directive to be cost efficient. In a time of clinical and support staff shortages, increasing demand for services and financial austerity, there is a need for a consistent approach to workforce analysis, benchmarking and planning across the health and social care to enable informed decision-making across finance, HR and nursing management to put the patient and their safety at the centre of all we do. 'Establishment Genie' is an online workforce planning, safe staffing and benchmarking tool. It has been co-developed and tested with more than 300 teams across acute, community, residential care, hospice and independent providers of care. This has been supported by input from NHSE, NHS Professionals, The Florence Nightingale Foundation, Safe Staffing Alliance, Royal College of Nursing, Health Education England, Queen’s Nursing Institute and academic nurse staffing experts.
  2. Content Article
    In this article, Human Factors Consultant, Jayne Higgs, talks about systems thinking. She highlights the different components that contribute to systems thinking (including human factors) and argues that this approach can aid a move away from a narrow-perspective blame culture.
  3. Content Article
    The Patient Experience Journal (PXJ) is a peer-reviewed, open-access journal published in association with The Beryl Institute. PXJ is committed to disseminating rigorous knowledge and expanding the global conversation on evidence and innovation on patient experience. Grounded in their core principles, PXJ engages all perspectives, with a strong commitment to patients included.
  4. Content Article
    Suzette Woodward has been studying safety since the 1990s. In her commentary published in the Journal of Patient Safety and Risk Management, she describes three concepts: complex adaptive systems, three models of safety, and safety I and safety II.
  5. Content Article
    Complex systems consist of many dynamic interactions between people, tasks, technology, environments (physical and social), organisational structures and arrangement and external factors, such as the influence of national policy or regulation. The nature of these interactions often results in unpredictable changes in system conditions (such as patient demand, staff capacity, available resources and organisational constraints) and goal conflicts (such as the frequent pressure to be efficient and thorough). To achieve success, people frequently adapt to these system conditions and goal conflicts. But rather than being planned in advance, these adaptations are often approximate responses to the situations faced at the time.  Therefore, to understand patient safety or staff wellbeing (and other emergent outcomes) we need to look beyond the individual components of care systems to consider how outcomes (wanted and unwanted) emerge from interactions in, and adaptations to, everyday working conditions. Follow the link below to the NHS Education Scotland (NES) website to find out more about systems thinking and access systems approach resources.
  6. Content Article
    System thinking encourages the consideration of the interacting forces contributing to problems to enable the design and implementation of strategies to address the underlying conditions that perpetuate those problems. This article from Bradley et al. in eClinical Medicine provides an illustration of the various forces to be resolved to effectively respond to COVID-19. Bradley DT, Mansouri MA, Kee F, Garcia LMT. A systems approach to preventing and responding to COVID-19. 
  7. Content Article
    Simon Whitely in this video responds to some of the comments received on his last video, where he talk about a high-level HCS Model of the Healthcare System and how interactions with the general public are key for patient safety. He also talks about the challenges between managing safety and the potential impacts upon the overall economy.
  8. Content Article
    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.
  9. Content Article
    Mindful organising is a key integrating concept in resolving the organisational accident. Mindful organising is both the unique source of critical information about the normal operation, as well as the key recipient of intelligence about the operation, ensuring that operational actions are always informed by the most current, relevant information about potential risks no matter how remote.
  10. Content Article
    This article in the Washington Post simply describes COVID-19, how it spreads and how extensive social distancing helps.
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