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Found 258 results
  1. Content Article
    A 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.
  2. Content Article
    The Comprehensive Unit-based Safety Program (CUSP) aims to improve the culture of safety while providing frontline caregivers with the tools and support that they need to identify and tackle the hazards that threaten their patients at the unit or clinic level. Developed by Johns Hopkins safety and quality researchers, the five-step programme has been used to target a wide range of hazards, including patient falls, hospital-acquired infections, medication administration errors, specimen labeling errors and teamwork and communication breakdowns. Notably, CUSP has been used in national and international quality improvement projects that have drastically reduced hospital-acquired infections. Whether your hospital has participated in such projects or is seeking to adopt CUSP, the Armstrong Institute provides resources to help you run a successful programme.
  3. Content Article
    This 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.
  4. Content Article
    The COVID-19 pandemic is a traumatic event for many, particularly those in the caring professions. Experts are predicting a significant “second curve” of mental health problems among both healthcare workers and the public related to prolonged social isolation, loss of economic opportunity, grief from losing loved ones, among other causes. While there has been no shortage of resources and recommendations designed to help healthcare workers manage stress during the pandemic, there’s a tendency to place the burden on the individual. At a minimum, it is important that remedies acknowledge the shared responsibility of the healthcare system for creating the conditions for fear, anxiety, and burnout in the first place. In an effort to streamline, provide sensemaking, and support care teams during this critical time, the Institute for Healthcare Improvement (IHI) synthesised themes from several key publications, expert interviews, and five years of experience gained by partnering with health systems around the world to address staff well-being and joy in work. Three key areas to focus on have emerged, along with specific actions healthcare leaders can take to support their workforce and address the more immediate and longer-term effects of the pandemic.
  5. Content Article
    In this BMJ perspective, David Oliver, a consultant in geriatrics and acute general medicine, discusses whether doctors should keep with tradition of using their professional titles amongst colleagues and patients, or whether, as in his own hospital, first names should be used as part of a wider focus on patient safety and a human factors culture. Of course, professional roles and hierarchies remain important in healthcare. Different people have different training or experience, and it’s important to have clear team leadership and responsibilities, especially in emergency care. But first names are part of a push to build strong team working, flatten hierarchies, and improve patient safety by making it easier for less senior team members or different clinical professionals to question senior doctors and “stop the line” before avoidable harm occurs.
  6. Content Article
    The ideas and advice in this Improvement Leaders’ Guides from the Institute for Innovation and Improvement will provide a foundation for building and nurturing an improvement culture.
  7. Content Article
    Connection, inclusion and compassion are certain, unchanging, and provide a safe refuge to deal with what feels frightening and isolating for so many. The challenge set by the Francis Inquiry Report – to create a compassionate, inclusive organisational culture – is now amplified in the COVID-19 era, which the NHS entered with pre-existing record levels of staff stress and chronic excessive workloads. This workshop from the University of Manchester, explores the problems and opportunities associated with changing healthcare organisation cultures.
  8. Content Article
    Dr Donna Prosser interviews Dr. Albert Wu on the emotional support that we can provide to healthcare workers during this concerning time of the COVID-19 pandemic.
  9. Content Article
    Army, Navy and Air Force medical personnel care for Soldiers, Sailors, Airmen, Marines, Coast Guardsmen and all who come in harm's way – on and off the battlefield. This video, in less than 4.5 minutes, provides a glimpse of the unique mission and benefits of military medicine.
  10. Content Article
    This toolkit is available by request to the Department of Defence Patient Safety Programme.
  11. Content Article
    Working with Professor Michael West, Affina OD are sharing key principles to support emerging teams and effective team working during this time of uncertainty and ambiguity. Here, he discusses 8 key principles to aid effective team working during the pandemic.
  12. Content Article
    In this article in the APSF newsletter, Jeffrey Cooper discusses the importance of the anaesthetist and surgeon relationship and why a healthy collaborative relationship is vital for patient safety. He suggests a number of practical relationship building principles. "I’m not promising you a rosy world if you work at this. But I think it’s worth your time for your patients’ safety to try as much as you can. Doing nothing will mean nothing will change. If your efforts succeed, you’ll have made a huge advance for patient safety, and you’re likely to find more joy and meaning in your professional daily life."
  13. Content Article
    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.
  14. Content Article
    The 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.
  15. Content Article
    A problem solving tool that captures everything you need on one piece of paper. Now that sounds pretty useful.  In her latest blog, Sally Howard, Topic Lead for the hub, summarises 'A3', a problem solving tool that does exactly that. She draws on her own experience of using the tool to improve patient outcomes and provides both rich insight and practical examples to help others maximise it's potential.
  16. Content Article
    Both 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.  
  17. Content Article
    After Action Review (AAR) is a tried and tested, evidence-based approach that increases learning after events but, despite the clear benefits to patient safety and team resilience, its use in the NHS is still more limited than it should be. Judy Walker explains three of the barriers seen in clinical settings.
  18. Content Article
    In this article, Prof Chris Frerk, Consultant Anaesthetist at Northampton General Hospital and trustee of the Clinical Human Factors Group explains what to do when things don’t go according to plan and we can learn from airway events.
  19. Content Article
    When 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.
  20. Content Article
    Incivility 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.
  21. Content Article
    As I mentioned in my previous blog (part 3), the number of staff using the SISOS calm zone as a safe space to take time out was surprising because of the sheer volume and also the average time it was used for (15 minutes). Certain factors contribute to the  success of a safe space: management buy-in, location and, to a degree, ambiance. At Chase Farm Hospital, we have been fully supported locally and at a trust level. However, in any organisation there will always be people who are averse to change.  In this blog I will share with you some of the negative experiences I encountered, because anyone thinking of setting up a similar initiative needs to be aware that it is not always plain sailing and unfortunately not everyone sees the need to support staff. I will also share with you how SISOS is evolving to meet our staff's needs.
  22. Content Article
    In this BMJ Opinion article, Miles Sibley, Director for the Patient Experience Library, reflects on why there is still a failure to listen to patients and bereaved families when things go wrong. Instead we find that over and over again, when patients die avoidable deaths, their shocked and grieving relatives are locked out of investigations, refused access to information, and denied justice.  
  23. Content Article
    Disruptive 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.
  24. Content Article
    Communication and care delivery is enhanced when teams work together well. TeamSTEPPS® is a US government set of teamwork tactics and tools designed to help health care professionals work together safely and effectively.
  25. Content Article
    Disrespectful and unsafe behavior by physicians and advanced practice medical professionals can undermine health care teams, but research shows that often a simple conversation to make an individual aware of their action can promote self-reflection and change. A Vanderbilt University Medical Center study published in The Joint Commission Journal on Quality and Patient Safety examined data from the Co-worker Observation Reporting System (CORS), a system of peer reporting of perceived disrespectful and unsafe conduct that was established at VUMC in 2011.
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