A flower does not think of competing with the flower next to it. It just blooms. (Zenkei Shibayama)
My original presentation of SISOS to the department where I work (theatres) had a huge impact and colleagues recognised the need for it and wanted it.
Strong leadership and commitment is essential. I have faced challenges along the way and so far have managed to keep going, but it hasn’t always been easy. I will talk about those challenges as I go. There have been times when I have questioned why I’ve kept going and every so often that question is answered.
At a recent conference
In conclusion, although self-assessment scores were similar, incivility had a negative impact on performance. Multiple areas were impacted including vigilance, diagnosis, communication and patient management even though participants were not aware of these effects. It is imperative that these behaviours be eliminated from operating room culture and that interpersonal communication in high-stress environments be incorporated into medical training.
The results of this study show that poor organisational culture and leadership negatively influences and hinders doctors who make mistakes. Leaders who promote and create environments for open and constructive dialogue following adverse events enable the concept of fallibility and imperfection to be assimilated into new ways of learning. Guilt and fear are the most consistently reported psychological symptoms along with a perception of loss of professional respect and standing. Doctors often carry unresolved trauma for several years causing them to constantly relive an event. Unchecked, this c
In the changing rooms where I worked as a scrub nurse, I overheard a group of nurses discussing the distressed state of a young doctor. There had been a never event in their theatre that day and the young doctor was the operating surgeon.
Moved to tears I wanted to go and put my arms around that doctor but I didn’t feel that I had ‘permission’. ‘It was none of my business, what if I made things worse?’ So I dumped my scrub suit into the laundry bin, put my theatre shoes away and went home.
I’m a theatre nurse but more importantly I’m a mother, the mother of a young do
This virtual conference from The King's Fund will share practical ideas about transforming work and workplace cultures. It will explore how leadership and teamworking influences people’s work experiences, releasing their full potential to drive improved outcomes for patients and citizens.
Discuss with other local health and care leaders how to create compassionate cultures with improved support for staff to make sure that the NHS and social care organisations are good employers and great places to work.
Language influences the perceptions of the accident process.
The use of punishment can be harmful to individuals.
Punishment does nothing to help achieve future safety.
Accident analyses are not independent from the organisation politics.
In this report the CQC have seen much good and outstanding care, in particular around:
staff interactions with patients
leadership and engagement with staff and patients.
However, there were a number of areas where services needed to make substantial improvements:
Malcolm's story was produced through the drive and determination of Karen Harrison. Karen knew that there was a huge amount of learning to be taken from this particular case, and wanted to create something positive from the mistakes made. Karen supported Malcolm and his family through the whole process, from building a relationship while Malcolm was an in-patient through to developing the video with the family. Karen showed care and compassion to Malcolm, his wife, and daughter throughout the whole process, and their trusting and warm relationship was evident through the video and when Malcolm
The Trust values of WE CARE have been in place for several years. In 2018, they held their first 'sharing how we care conference' to include Trust staff in how they share learning from patient experience, incidents, inquests and claims across the Trust.
This was followed by a monthly patient safety newsletter (started September 2018), pulled together by an editorial committee and sent to every single member of staff in the Trust (as well as Clinical Commissioning Group [CCG] and Care Quality Commission [CQC], governors and Nationwide Emergency Department Sample [NEDS]) .
This guide 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
The report concludes that rounds are a ‘slow intervention’ that develop their impact over time. They create a safe, reflective space for staff to talk together confidentially, and attending rounds increased staff’s empathy and compassion for colleagues and patients, supported them in their work and helped them to make changes in practice.
The analysis highlights the necessary conditions for rounds to work.