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Showing results for tags 'Team culture'.
Found 259 results
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Content Article
Evaluation of huddles: a multisite study (1 July 2017)
Patient-Safety-Learning posted an article in Techniques
This article in The Health Care Manager examines the value of 'huddles' - regular, interdisciplinary group meetings - in improving communication among disciplines, resolving problems and sharing information. The authors found that the primary function of huddles was the exchange of information that posed or had the potential to pose safety risks to patients. Staff reported that huddles were useful in improving awareness of safety concerns and also improved communication between disciplines. -
Content ArticleThis case study looks at how implementing a daily emergency call safety huddle at Surrey and Sussex Healthcare NHS Trust has increased efficiency in team working and improved patient safety. A safety huddle is a short multidisciplinary briefing, held at a predictable time and place, and focused on the patients most at risk. By implementing the ten-minute daily safety huddle, the medical emergency and cardiac arrest teams improved patient outcomes and staff experience, and were able to make better use of resources.
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Content ArticleIn this blog for medical education website Intensive, Chris Nickson shares advice on running a 'hot debrief' after a critical incident. A hot debrief is a short conversation that allows staff involved in an incident to gather as a team and share their perspectives and concerns, as well as coming up with ways to prevent similar incidents happening again. This blog details practical methods for planning, facilitating and concluding a hot debrief and provides resources for further reading.
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Content ArticleThis study in BMJ Open considers how the usefulness of internal whistleblowing is affected by other institutional processes in healthcare organisations. The authors examine how the effectiveness of formal inquiries (in response to employees raising concerns) affects the utility of whistleblowing. The study used computer simulations to test the utility of several whistleblowing policies in a variety of organisational contexts. This study found that: organisational inefficiencies can have a negative impact on the benefits of speaking up about poor patient care where resources are limited and reviews less efficient, it can actually improve patient care if whistleblowing rates are limited including 'softer' mechanisms for reporting concerns (for example, peer to peer conversation) alongside whistleblowing policies, can overcome these organisational limitations.
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Content ArticleThis article in Patient Safety looks at a new approach to identifying and monitoring patients with sepsis developed by a team of nurses at WellSpan Health in the USA. The Central Alert Team (CAT) works remotely, looking for indicators of sepsis in patient charts and vital signs. They relay information and treatment advice to nurses working at the bedside and take an adaptive approach to find the best ways of working. This focused approach means the CAT nurses are able to quickly identify patients who are deteriorating and ensure treatment is administered at the right time.
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Content ArticleThis article in The Joint Commission Journal on Quality and Patient Safety reports on the findings of a pilot programme to improve healthcare staff wellbeing. Between November 2018 and May 2020, researchers engaged five healthcare sites to take part in a pilot intervention. The pilot used evidence-based approaches to wellbeing including a comprehensive culture assessment, redesigning daily workflow and leadership and team development. The researchers found that healthcare worker wellbeing improved when: an integrated, skills-based approach was taken there was a focus on team culture, interactions and leadership workflows were redesigned to promote positive emotions. This study suggests that combining a number of these approaches at the same time can improve healthcare working environments and reduce levels of staff burnout.
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Content Article
Understanding Schwartz Rounds (22 January 2018)
Patient Safety Learning posted an article in Good practice
A film about why Schwartz Rounds are needed. -
Content ArticleAmy Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, talks about building a psychological safe workplace for staff in this TEDx talk.
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Content Article
Research: Why managers ignore employees’ ideas (8 April 2019)
Patient Safety Learning posted an article in Culture
When employees share novel ideas and bring up concerns or problems, organisations innovate and perform better. But managers do not always promote employees’ ideas. In fact, they can even actively disregard employee concerns and act in ways that discourage employees from speaking up at all. While much current research suggests that managers are frequently stuck in their own ways of working and identify so strongly with the status quo that they are fearful of listening to contrary input from below, new research offers an alternative perspective: managers fail to create speak-up cultures not because they are self-focused or egotistical, but because their organisations put them in impossible positions. They face two distinct hurdles: they are not empowered to act on input from below, and they feel compelled to adopt a short-term outlook to work. -
Content ArticleThis rapid review from the BC Patient Safety & Quality Council provides an overview of the role of culture in healthcare settings, including the common limitations and best practices related to the measurement of culture. The review also highlights selected survey instruments, including a description of what is measured by each survey and their relative strengths. No one survey instrument is identified as the gold standard to measure culture in a health care setting. This literature review offers guidance and supports the use of survey tools to generate discussion, provide data for comparison and foster improvement to culture within organisations.
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Content ArticleDisagreements are an inevitable, normal, and healthy part of relating to other people. There is no such thing as a conflict-free work environment. Amy Gallo explains why disagreements — when managed well — have lots of positive outcomes.
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Content Article
How are you feeling today NHS? toolkit (14 January 2019)
Patient Safety Learning posted an article in Staff safety
It’s easier to recognise someone’s physical wellbeing than their emotional wellbeing. We also find it much easier to engage in conversations about physical health, but often find talking about emotional wellbeing to be more of a challenge. The implications of decreased emotional wellbeing are detrimental as it can contribute to mental health and stress concerns, it is important to ensure good staff wellbeing by encouraging conversation in the workplace. -
Content ArticlePresentation from Terry Wilcutt Chief, Safety and Mission Assurance, and Hal Bell Deputy Chief, Safety and Mission Assurance at NASA.
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Content ArticleThe aim of this qualitative study, published in Midwifery, was to examine how (UK and Australian based) midwifery students, who self-identify as having been bullied, perceive the repercussions on women and their families.
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Content ArticleThe CQC inspection framework now includes multidisciplinary teams (MDTs) for end of life care, tumours and weekly MDTs for people with complex needs. However lack of time and staff availability for this is a real problem. MDTs are under increasing pressure and are already seeing an erosion of their power to assure safe and appropriate care. Anecdotally, non-attendance by key MDT members is a significant quality issue for many hospitals. This is not a problem of engagement — all MDT members and are willing to provide input — but staffing pressures and the complexity of rostering makes holding these MDT meetings near-impossible. So how do we stop this degradation? How can hospitals better manage the burgeoning requirement for MDTs? One possible answer is to change the emphasis from a single meeting to a managed series of recorded opinions and decisions. If properly supported by the right workflow technology, we can move away from the ‘single-point’ MDT meeting (MDTM) to a ‘multi-point’ MDT process (MDTP) which could allow better and more auditable decisions to be made. Where significant differences of opinion exist, then a meeting can be called – but the MDT members could act independently and in parallel using a suitable recording and monitoring system. In this article, Dr D J Hamblin-Brown explains how this might work.
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Content Article
Blog: At the edge of inside (24 June 2016)
Patient-Safety-Learning posted an article in Culture
In this opinion piece for The New York Times, David Brooks looks at the value of being 'at the edge of the inside'. He argues that being within an organisation, but not so close to the centre that you are subsumed by the 'group think', puts an individual in a good position to positively influence the organisation's culture and practice. -
Content Article
4th Learning from Excellence Conference videos (8 October 2021)
Sam posted an article in Improving patient safety
The theme for the 4th Learning from Excellence Community Event was “Being better, together”, reflecting LfE's aspiration to grow as individuals, and as part of a community, through focussing on what works. For this event, LfE partnered with the Civility Saves Lives (CSL) team, who promote the importance of kindness and civility at work and seek to help us to address the times this is lacking in a thoughtful and compassionate way, through their Calling it out with Compassion programme. -
Event
Human Factors in your work and your team
Patient Safety Learning posted an event in Community Calendar
This virtual masterclass will guide you in how to use Human Factors in your workplace. All medical and non-medical staff should attend. Leadership in the NHS is the responsibility of all staff. Understanding human factors will allow healthcare to enhance performance, culture and organisation. It can be used to assess why things go wrong and how to implement change to prevent it from happening again or mitigate the risks. The course is facilitated by Perbinder Grewal, a General & Vascular Surgeon, Human Factors & Patient Safety Trainer, and Emotional Intelligence Practitioner; leads on medical education both locally and nationally; Member of the Faculty of Surgical Trainers at the Royal College of Surgeons of Edinburgh; formerly lead for e-learning for healthcare for the Royal College of Surgeons of England; experienced trainer and coach who uses new insights to develop patient safety, staff engagement and psychological safety; has Postgraduate Certificates in Leadership and Coaching. Register hub members receive a 20% discount. Email info@pslhub.org for discount code. -
Community PostIt's #SpeakUpMonth in the #NHS so why isn't the National Guardian Office using the word whistleblowing? After all it was the Francis Review into whistleblowing that led to the recommendation for Speak Up Guardians. I believe that if we don't talk about it openly and use the word 'WHISTLEBLOWING' we will be unable to learn and change. Whistleblowing isn’t a problem to be solved or managed, it’s an opportunity to learn and improve. So many genuine healthcare whistleblowers seem to be excluded from contributing to the debate, and yes not all those who claim to be whistleblowers are genuine. The more we move away for labelling and stereotyping, and look at what's happening from all angles, the more we will learn. Regardless of our position, role or perceived status, we all need to address this much more openly and explicitly, in a spirit of truth and with a genuine desire to learn and change.
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Content ArticleAccording to the last AHPRA Medical Training Survey, a third of doctors in training in the USA had experienced or witnessed bullying, harassment or discrimination in the workplace. The person responsible was usually a colleague and concerningly, only a third of those who witnessed or experienced this behaviour reported it. In this article, Josh Inglis explains why we can’t continue to overlook unprofessional behaviour in our workplace, because doing so is causing harm to ourselves, our patients and the profession, and what we can do about it.
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Content ArticleThe aim of the study was to explore the factors that affect the safety attitude and teamwork climate of Cyprus maternity units and Cypriot midwives. The study found that the safety climate in the maternity settings was negative across all six safety climate domains examined. The higher mean total score on team work and safety climate in the more experienced group of midwives is a predominant finding for the maternity units of Cyprus. It could be suggested that younger midwives need more support and teamwork practice, in a friendly environment, to enhance the safety and teamwork climate through experience and self-confidence.
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Community Post
Restorative justice: can we use it in healthcare to repair harm?
PatientSafetyLearning Team posted a topic in Culture
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Restorative justice brings those harmed by crime or conflict and those responsible for the harm into communication, enabling everyone affected by a particular incident to play a part in repairing the harm and finding a positive way forward. This is part of a wider field called restorative practice. Restorative practice can be used anywhere to prevent conflict, build relationships and repair harm by enabling people to communicate effectively and positively. This approach is increasingly being used in schools, children’s services, workplaces, hospitals, communities and the criminal justice system. What are your thoughts on how this approach would work in a healthcare setting? Does anyone have any experience of using restorative practice?- Posted
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Community PostHere's a recent interesting blog post on leadership under pressure https://www.med-led.co.uk/2019/08/19/under-pressure/
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Community PostHave you witnessed poor care, reported an incident but you weren't heard or felt unsafe at work? Do you have the courage to speak up? Why should we need 'courage' to speak up at work?
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Content ArticleThere are signs that some US healthcare organisations are scoring some successes in addressing the worker morale and retention crisis. But data from Press Ganey surveys shows that there is a widening gap between the most- and least-successful organisations. This article draws lessons from the former. It discusses three key elements needed to engage workers, make them more resilient, and make them feel more aligned with their leaders.
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