Search the hub
Showing results for tags 'Team culture'.
Found 259 results
-
Content ArticleDisruptive and unprofessional behaviours occur frequently in healthcare and adversely affect patient care and healthcare worker job satisfaction. These behaviours have rarely been evaluated at a work setting level, nor do we fully understand how disruptive behaviours are associated with important metrics such as teamwork and safety climate, work-life balance, burnout and depression.
-
Content ArticleThe report, Improving care by using patient feedback, published by the National Institute for Health Research, features nine new research studies about using patient experience data in the NHS. These show what organisations are doing now and what could be done better. Here, we highlight one of the examples from the report, showing some correspondence between a patient and a nursing team.
-
Content ArticleBoth staff and patients want feedback from patients about the care to be heard and acted upon and the NHS has clear policies to encourage this. Doing this in practice is, however, complex and challenging. This report, by the National Institute for Health Research, features nine new research studies about using patient experience data in the NHS. These show what organisations are doing now and what could be done better. Evidence ranges from hospital wards to general practice to mental health settings. There are also insights into new ways of mining and analysing big data, using online feedback and approaches to involving patients in making sense of feedback and driving improvements.
-
Content Article
Civility Saves Lives
PatientSafetyLearning Team posted an article in Good practice
Civility Saves Lives are a collective voice for the importance of respect, professional courtesy and valuing each other. They aim to raise awareness of the negative impact that rudeness (incivility) can have in healthcare, so that we can understand the impact of our behaviours. Their goal is to disseminate the science of the impact of incivility in healthcare. They also strive to research and collaborate on data about the impact of incivility. -
Content ArticleWhen the Harvard Business Review (HBR) asked Robert Sutton for suggestions for its annual list of Breakthrough Ideas, he told them that the best business practice he knew of was 'the no asshole rule'. Sutton's piece became one of the most popular articles ever to appear in the HBR. Spurred on by the fear and despair that people expressed and the tricks they used to survive with dignity, Sutton was persuaded to write this book. He believes passionately that civilised workplaces are not a naive dream, that they do exist, do bolster performance and that widespread contempt can be erased and replaced with mutual respect when a team or organisation is managed right. There is a huge temptation by executives and those in positions of authority to overlook this trait especially when exhibited by so-called producers, but Sutton shows how overall productivity suffers when the workplace is subjected to this kind of stress.
-
Content ArticleIncivility chips away at people, organisations, and our economy. Slights, insensitivities, and rude behaviors can cut deeply. Moreover, incivility hijacks focus. Even if people want to perform well, they can't. Customers too are less likely to buy from a company with an employee who is perceived as rude. In this book, Christine Porath shows how people can enhance their influence and effectiveness with civility. Combining scientific research with fascinating evidence from popular culture and fields such as neuroscience, medicine, and psychology, this book reminds managers and employers what they can do right now to improve the quality of their workplaces.
-
News Article
Kindness: an underrated currency
Patient Safety Learning posted a news article in News
Cultivation of kindness is a valuable part of the business of healthcare, discusses Klaber and Bailey in an Editorial in the BMJ. "When we reflect on the past decade, it feels as if we have made a big mistake in healthcare. We have allowed the dominant narrative to be around money, taking the focus, energy, and leadership away from our core purpose of delivering the best care possible. Balancing the books is important, especially in a tax funded system, and we have a duty to drive value for every pound we spend — but money is not the most important thing." Read full Editorial Source: BMJ, 16 December 2019 -
Content ArticleBMA policy recommendations on how to reduce bullying and harassment and create a more positive culture in the NHS and medical profession.
-
Content ArticleIn this third blog of the series, I will discuss how I went about setting up a calm space as part of Chase Farm Hospital's Safety Incident Supporting Our Staff (SISOS) initiative. This allows staff to go and rest and get support if needed.
-
Content ArticleDoncaster and Bassetlaw Teaching Hospitals NHS Foundation Trust Patient Safety Team won the Patient Safety Learning Award 2019 for Shared learning. In this blog, Cindy Storer describes her experience of the Patient Safety Learning Annual Conference and winning the award.
-
Content ArticleAt the second annual Patient Safety Learning conference we interviewed Douglas Findlay. Patient Leader at the Royal Berkshire NHS Trust, Douglas discussed why culture is important for patient safety, why it so hard to change the culture of an organisation and what we can do to help make culture better for patients and staff.
-
Content ArticleMy previous blog talked about how the idea for SISOS (Safety Incident Supporting Our Staff) – an initiative to support staff involved in safety incidents – came about at Chase Farm Hospital. The SISOS team provide confidential, emotional support in a safe environment and make other support, including professional help more easily accessible. It is important to recognise that we are 'Listeners' and not professional counsellors. My second blog continues this journey.
-
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.
- Posted
- 1 comment
-
- (and 7 more)
-
Content ArticleA culture of teamwork and learning from mistakes are universally acknowledged as essential factors to improve patient safety. Both are part of the Comprehensive Unit-based Safety Program (CUSP), which improved safety in intensive care units but had not been evaluated in other inpatient settings.
-
Content ArticleThis programme referred to as CUSP is an intervention methodology that will help you to learn from mistakes and improve your team's (and organisation's) safety culture. Watch this Johns Hopkins Medicine's video on CUSP.
-
Content ArticleHealth professionals often assume they are skilled at communicating with colleagues, patients and families. However, many patient safety incidents, complaints and negligence claims involve poor communication between healthcare staff or between staff and patients or their relatives, which suggests staff may overestimate how effectively they communicate. Teams that work well together and communicate effectively perform better and provide safer care. There is also growing evidence that team training for healthcare staff may save lives (Hughes et al, 2016). This article explores why teamwork and communication sometimes fail, potentially leading to errors and patients being harmed. It describes tools and techniques which, if embedded into practice, can improve team performance and patient safety.
-
Content ArticleSuicide rates for doctors, nurses and allied healthcare workers are rising and being involved in a safety incident increases this risk. The need to support staff when things go wrong is evident. We come to work to do the very best we can for our patients, often ignoring and at the cost of our own health. Most adverse incidents happen, not because we are bad at what we do, but because of system failure. As professionals who care passionately about our work, we blame ourselves when things go wrong. Albert Wu (2000) recognised this phenomenon and coined the term second victim. In this series of blogs I will share my own experiences of setting up and developing Safety Incident Supporting Our Staff (SISOS). In this first blog I explain the catalyst that led to developing SISOS.
- Posted
- 1 comment
-
2
-
- (and 5 more)
-
Content ArticleAlberta Health Services (AHS) is Canada’s first and largest province-wide, fully-integrated health system, responsible for delivering health services to the more than 4.3 million people living in Alberta, as well as to some residents of Saskatchewan, B.C. and the Northwest Territories.
-
Content ArticleAt this TedX event, Yvonne Sawbridge says that caring professionals offer hard, emotional work. In the same way in which physical labour is recognised and accounted for in management practice, emotional labour needs to be recognised as a role requirement for nurses and other caring professions. All of us have an emotional bank account that is depleted by everything we see and do, and people working in caring professions need support to top this account back up. Yvonne Sawbridge joined the Health Services Management Centre at the University of Birmingham as a Senior Fellow in 2011 and previously worked in the NHS in a variety of posts since qualifying as a nurse and health visitor in the 1980’s. She spent 10 years as a Director of Nursing in a number of PCTs including South Staffs PCT which commissioned from Mid Staffs Hospital, at the time of a public inquiry into failings in the provision of care.
-
Content ArticleKaren Harrison from Hull University Teaching Hospitals NHS Trust writes about her experience of winning the Patient Safety Learning Culture Award and what she plans to do next.
-
News Article
The NHS needs a culture change to deliver safer care
Patient Safety Learning posted a news article in News
The avoidable deaths of babies and mothers in Shrewsbury and Telford Hospital Trust’s maternity services are heartbreaking. What makes them a scandal, however, is that the problems have been known about for so long, and yet the instinct of managers was to deflect and minimise. The Healthcare Commission, a forerunner to the Care Quality Commission, was concerned about injuries to babies in the trust’s maternity units as long ago as 2007. It was not until Rhiannon Davies and Richard Stanton insisted on answers about the death of their baby Kate in 2009 that the Parliamentary and Health Service Ombudsman concluded in 2013 that it had been the result of serious failings in care. Trusts need to ensure lessons stemming from failings are being implemented while patients and their families are being treated with respect and as a valuable source of feedback. Read full editorial (paywalled) Source: The Independent, 20 November 2019 -
Content ArticleThe Culture Code reveals the secrets of some of the best teams in the world – from Pixar to Google to US Navy SEALs – explaining the three skills such groups have mastered in order to generate trust and a willingness to collaborate. Combining cutting-edge science, on-the-ground insight and practical ideas for action, it offers a roadmap for creating an environment where innovation flourishes, problems get solved and expectations are exceeded.
-
Content Article
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 ArticleWorkplace incivility is low level and often not intended to cause harm. It can come from managers, colleagues and patients. Examples might include: eye rolling abrupt emails being interrupted, excluded or ignored hostile looks refusing to assist a colleague publicly criticising a colleague. See how incivility at work affects NHS staff and how that can impact negatively on patient safety. In this short film, join the staff of Epsom and St Helier University Hospitals NHS Trust on their journey as they reflect on the real-life effects of both incivility and active kindness.
-
Content ArticleEffective communication is critical for patient safety. One potential threat to communication in the operating room is incivility. Although examined in other industries, little has been done to examine how incivility impacts the ability to deliver safe care in a crisis. In this US based study, the authors sought to determine how incivility influenced anaesthesiology resident performance during a standardised simulation scenario of occult haemorrhage.
