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Showing results for tags 'Team culture'.
Found 259 results
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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.
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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.
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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.
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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.
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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.
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Content ArticleIn his blog, published by onthewards website, Joe Farmer (a doctor working in psychiatry) discusses rudeness in the workplace and the impact it can have on clinical performance and subsequently patient safety.
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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.
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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.
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Content ArticleIn this video, clinicians from Great Ormond Street Children's Hospital who are involved in the SAFE project talk about how the ‘huddle’ technique – a ten minute free, frank exchange of information between clinical and non-clinical professionals involved in a patient’s care every few hours – is helping them to improve their situation awareness, resolve risks to patient safety more quickly and reduce harm.
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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.
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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.
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Content ArticleThis systematic review from Willis et al., published in BMJ Leader, set out to understand what leaders and organisational cultures can learn about supporting doctors who experience second victim phenomenon; the types, levels and availability of support offered; and the psychological symptoms experienced.
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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.
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Content ArticleThe National Patient Safety Agency developed the Incident Decision Tree to help NHS managers in the UK to determine a fair and consistent course of action toward staff involved in patient safety incidents. Research shows that systems failures are the root cause of the majority of safety incidents. Despite this, when an adverse incident occurs, the most common response is to suspend the clinician(s) involved, pending investigation, in the belief that this serves the interests of patient safety. The Incident Decision Tree supports the aim of creating an open culture, where employees feel able to report patient safety incidents without undue fear of the consequences. The tool comprises an algorithm with accompanying guidelines and poses a series of structured questions to help managers decide whether suspension is essential or whether alternatives might be feasible.
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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.
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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.
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Content ArticleInvolvement in an adverse event or error can have serious effects on health care workers. Spotlighting how operating room culture can deter individuals from seeking help, this commentary emphasises the importance of assisting perioperative nurses immediately after a harmful mistake.
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Content ArticlePublished in BMJ Quality and Safety The term ‘second victim’ refers to the healthcare professional who experiences emotional distress following an adverse event. This distress has been shown to be similar to that of the patient, the ‘first victim’. The aim of this study was to investigate how healthcare professionals are affected by their involvement in adverse events with emphasis on the organisational support they need and how well the organisation meets those needs.
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WHO: Empowering patients (April 2012)
PatientSafetyLearning Team posted an article in WHO
Chronic diseases account for an estimated 86% of deaths and 77% of the disease burden in the WHO European Region, as measured by disability-adjusted life-years. These diseases, including cardiovascular diseases, cancer, diabetes, obesity and chronic respiratory diseases, are now the largest cause of death and disability worldwide. This development is bringing about a fundamental shift in health systems and health care and thus in the roles of patients. -
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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 ArticlePresentation from Andrea McGuinness at the 'A New Strategy for Patient Safety - Insight, Involvement, Improvement' conference held in Manchester on the 16 October 2019.
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Content ArticlePresentation from Dr Cicely Cunningham from the Doctors' Association UK at the 'A New Strategy for Patient Safety - Insight, Involvement, Improvement' conference held in Manchester on the 16 October 2019.
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WHO: From cooks to counsellors: keeping patients safe from harm
Claire Cox posted an article in WHO
With people living longer and with multiple chronic conditions, medical care has become more complex and is being offered in diverse settings. Over the last decades, healthcare workers have had to adapt to this changing landscape and continuously learn to improve patient safety. This article from the World Health Organization (WHO) demonstrates that it is not just healthcare workers that need to think about patient safety, it is everyone's business, from cooks to janitors. -
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Diversity in digital health ‘is a matter of patient safety’
Claire Cox posted an article in Motivating staff
Encouraging diversity in the NHS isn’t simply a matter of inclusion, it’s a matter of patient safety, delegates at the Healthcare Excellence Through Technology (HETT) conference have heard. -
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HQCA: Patient Experience Awards 2019
Patient Safety Learning posted an article in Implementation of improvements
For the fourth year, the Health Quality Council of Alberta (HQCA), in partnership with the Patient and Family Advisory Committee (PFAC), held the Patient Experience Awards programme to recognise and help spread knowledge about initiatives that improve the patient experience in accessing and receiving healthcare services in Alberta, Canada. Applications spanned all corners of the province and came from a wide variety of care settings, and ranged from “elegantly simple” to complex in nature. The initiatives described reflected the diverse healthcare needs of Albertans and were equally diverse in their approach to healthcare improvement. However, they all had one thing in common: A desire to make change and deliver a better patient and family member experience.
