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Found 21 results
  1. Content Article
    Italian law No. 24/2017 focused on patient safety and medical liability in the Italian National Health Service. The law required the establishment of healthcare risk management and patient safety centres in all Italian regions and the appointment of a Clinical Risk Manager (CRM) in all Italian public and private healthcare facilities. Through a survey, this study in Healthcare looks at the law's implementation since it was passed five years ago. The results demonstrate that it has not yet been fully implemented, revealing: a lack of adequate permanent staff in all the Regional Centres, with two employees on average per Centre. few meetings were held with the Regional Healthcare System decision-makers with less than four meetings per year. This reduces the capacity to carry out functions. the role of the CRMs is weak in most healthcare facilities, with over 20% of CRMs have other roles in the same organisation. some important tasks have reduced application, e.g., assessment of the inappropriateness risk (reported only by 35.3% of CRM) and use of patient safety indicators for monitoring hospitals (20.6% of CRM). the function of the Regional Centres during the Covid-19 pandemic was limited despite the CRMs being very committed. the CRMs' units undertake limited research and have reduced collaboration with citizen associations. Despite most of the CRMs believing that the law has had an important role in improving patient safety, 70% of them identified clinicians’ resistance to change and lack of funding dedicated to implementing the law as the main barriers to the management of risk.
  2. Content Article
    Behaviour Change Techniques are the ‘active ingredients’ of activities that lead to behaviour change. These cards were developed by Lucie Byrne-Davis, Eleanor Bull and Jo Hart to help those who work with people to try to change their behaviour, and particularly for educators, trainers, leaders and those involved in organisational development, quality improvement or implementation. This was was funded by Health Education England
  3. Content Article
    Appreciative Inquiry (AI) is a transformational change methodology grounded in theories from the disciplines of human sciences and philosophy. It invites people to see themselves and the world through an appreciative or valuing eye. This article by AI strategist Robyn Stratton-Berkessel aims to provide an overview of AI for beginners, and covers: What is Appreciative Inquiry How it is a strengths-based, positive framework What it can achieve through collaborative conversations The 4-D process of Appreciative Inquiry – known as the Appreciative Inquiry Model How it can be applied personally and professionally The guiding principles (Including the new addition of the five emerging principles) The importance of Appreciative Inquiry questions – affirmatively-framed questions The value of story-telling in Appreciative Inquiry
  4. Content Article
    Tracey Herlihey, head of patient safety incident response policy, in the NHS England national patient safety team, is joined by Vicky Ainsworth, a communications lead at Manchester University NHS Foundation Trust and Stuart Kaill, from Health Innovation Manchester, to discuss ways of communicating about large scale change projects in NHS organisations. The podcast explores Vicky’s experience of leading on communications for a large scale change project in Manchester, with a specific focus on sharing advice and suggestions relating to communicating the changes related to the Patient Safety Incident Response Framework (PSIRF). It includes expert tips on how to communicate large scale change to different audiences as well as within both large and small organisations.
  5. Content Article
    The West of England AHSN, in partnership with NIHR ARC West and Bristol, North Somerset and South Gloucestershire Integrated Care Board (ICB), has created the Evidence Works online toolkit. Its aim is to provide step-by-step support for anyone working in health and care to find, appraise and apply evidence for service change or to develop new products, projects or pilots.  The toolkit offers a useful starting point, to help you find and access the most relevant evidence and signpost you to more information and specialist help, should you need it.
  6. Content Article
    This paper identifies the critical reasons healthcare leaders today must invest in experience leadership and structure. Contributions to this paper were captured from 42 participating organisations through a 50-item survey designed by the Institute’s Experience Leaders Circle. The reveals six reasons why a dedicated experience effort, and a structure to support it, are essential to becoming a provider of choice. The study concludes with seven positive outcomes important for healthcare executives to consider.
  7. Content Article
    This series of webinars by FEFO Consulting looks at how to identify psychosocial hazards at work and manage the associated risks. You can watch the four webinars on FEFO's YouTube channel: ISO 45003 vs Model code of practice – Getting started Change management – Managing psychosocial risks Mental fitness – Opening up conversations HR vs safety – Psychosocial ownership
  8. Content Article
    Skip the inspirational speeches and culture committees. Meaningful culture change comes about only when companies rethink how they manage, lead, and pursue strategic goals, says Michael Beer in this Harvard Business School.
  9. Content Article
    Movements change the world. Throughout history, loosely organised networks of individuals and organisations have sought changes to societies – and won. From the abolitionist struggle and campaigns for voting rights to #MeToo and #BlackLivesMatter, the impact of movements can be seen everywhere.
  10. Content Article
    Listen for weak signals to avert potential disasters, urges Columbia Business School professor, Rita Gunther McGrath. We’ve all heard the stories. The multi-patent-holding chemist at Kodak who warned of the digital revolution. The experienced research and development person at Nokia who pointed out that the bean counters had taken over and the company couldn’t get new products out the door anymore. The scary-smart top engineers at General Electric who urged the company to bet on renewable energy rather than tying its fortunes to fossil fuels.  It’s nearly always the case that someone, somewhere, saw a significant inflection point coming and tried to warn the ‘powers that be’ – to little avail. Ignoring these warnings imperils everyone. And yet, it happens over and over again. Let’s explore why, and what you as a leader might do about it.
  11. Community Post
    Is it time to change the way England's healthcare system is funded? Is the English system in need of radical structural change at the top? I've been prompted to think about this by the article about the German public health system on the BBC website: https://www.bbc.co.uk/news/health-62986347.amp There are no quick fixes, however we all need to look at this closely. I believe that really 'modernising' / 'transforming' our health & #socialcare systems could 'save the #NHS'. Both for #patients through improved safety, efficiency & accountability, and by making the #NHS an attractive place to work again, providing the NHS Constitution for England is at the heart of changes and is kept up to date. In my experience, having worked in healthcare for the private sector and the NHS, and lived and worked in other countries, we need to open our eyes. At present it could be argued that we have the worst of both worlds in England. A partially privatised health system and a fully privatised social care system. All strung together by poor commissioning and artificial and toxic barriers, such as the need for continuing care assessments. In my view a change, for example to a German-style system, could improve patient safety through empowering the great managers and leaders we have in the NHS. These key people are held back by the current hierarchical crony-ridden system, and we are at risk of losing them. In England we have a system which all too often punishes those who speak out for patients and hides failings behind a web of denial, obfuscation and secrecy, and in doing this fails to learn. Vast swathes of unnecessary bureaucracy and duplication could be eliminated, gaps more easily identified, and greater focus given to deeply involving patients in the delivery of their own care. This is a contentious subject as people have such reverence for the NHS. I respect the values of the NHS and want to keep them; to do this effectively we need much more open discussion on how it is organised and funded. What are people's views?
  12. Content Article
    Authors of this article argue that: "...navigating the pandemic asked a lot of employees - and while they delivered, it came at a cost. Relentless sprinting means many employees are running on fumes. To create more sustainable change efforts, leaders must prioritise change initiatives, showing employees where to invest their energies. They also must manage change fatigue by building in periods of proactive rest, involving employees in change plans, and challenging managers to help build team resilience."
  13. Content Article
    The Cynefin® sense-making Framework, brainchild of innovative thinker Dave Snowden, empowers leaders across organizations, governments, and local communities, to work with uncertainty – to navigate complexity, create resilience, and thrive. As Snowden says, “The Framework guides us to make sense of the world, so that we can skillfully act in it.”
  14. Content Article
    This review published by the Modernisation Agency explores ‘social movements’ as a new way of thinking about large-scale systems change and assesses the potential contribution of applying this new perspective to NHS improvement programmes. This review has four objectives: to explore ‘social movements’ as a new way of thinking about large-scale systems change; to assess the potential contribution of applying this new perspective to NHS improvement; to enrich and extend NHS thinking in relation to large-scale, system wide change; and to begin to establish a research and evidence base to support the emergence of an improvement movement in the NHS.
  15. Content Article
    Peter Lachman explains why safety must be embedded into what we do every day, not what we do only after harm has occurred, and why we need to constantly ask ourselves “what do we need to do to be safe?” His new book, Oxford University Press Handbook of Patient Safety, translates the complex patient safety theories into actions that frontline staff can take to be safe. 
  16. Content Article
    There is increasing interest and belief in applying quality improvement (QI) to help solve our most complex challenges in healthcare, yet little published literature to help leaders develop a business case and evaluate return on investment from QI. This is even more pronounced in fields such as mental health and community health services. This paper from Amar Shah and Steven Course presents a framework to help identify, understand and evaluate return on investment from large-scale application of QI in healthcare providers. The framework has been developed at East London NHS Foundation Trust (ELFT), a provider of predominantly mental health and community health services to a population of 1.5 million people, which has been undertaking QI at scale since 2014. This paper presents case studies and examples from ELFT to illustrate return on investment from QI at multiple levels: improving outcomes for patients and service users, improving the experience of staff, improving productivity and efficiency, avoiding costs, reducing costs and increasing revenue.
  17. Content Article
    This blog by management consultancy McKinsey & Co looks at how to harness the power of people with informal influence to enact transformation within an organisation. It explores a tool known as 'snowball sampling', a simple survey technique originally used by social scientists to study hidden populations reluctant to participate in formal research, such as street gangs, drug users and sex workers. In snowball sampling, recipients take a very short survey and are asked to identify acquaintances who should also be asked to participate in the research. The process instils trust in participants as referrals are made anonymously by peers rather than through formal identification, and one contact quickly snowballs into many. The blog explores how snowball sampling can be adapted to better understand the patterns and networks of influence that operate below the radar in an organisation.
  18. Content Article
    This paper in the journal Social Science & Medicine reports from an ethnographic study of hospital planning in England between 2006 and 2009. The authors explored how a policy to centralise hospital services was promoted in national policy documents, how this shifted over time and how it was translated in practice. They found that policy texts defined hospital planning as a clinical issue and framed decisions to close hospitals or hospital departments as based on the evidence and necessary to ensure safety. They argue that this clinical rationale is sometimes a false reframing of a political motivation, that it constrains public participation in decisions about the delivery and organisation of healthcare, and that it restricts the extent to which alternatives can be considered.
  19. Content Article
    Quality is complex and difficult to define, and institutions and organisations often have their own definitions, measurements and assurance processes. The Care Excellence Framework (CEF), developed and used at University Hospitals of North Midlands NHS Trust, is a unique, integrated framework of measurement, clinical observation, patient and staff interviews and benchmarking. It also has an internal accreditation system that provides assurance from ward to board based on the five Care Quality Commission (CQC) domains and reflects CQC standards. The CEF has been established in its existing form since autumn 2016 and has been used in all areas of the organisation. This article provides an overview of the development and use of the CEF in an acute care setting, demonstrates how the framework acts as an internal accreditation system, and shows how it can encourage staff to undertake effective change and transform care from ordinary to excellent.
  20. Content Article
    This article explores the question of why change management was an issue in the NHS in the 1980s. It reports the results of a study which explored reasons for variability in the observed rate and pace of strategic service change in the NHS. The article introduces the metaphor of 'receptive' and 'non-receptive' contexts for change, as well as outlining eight 'signs and symptoms' of receptivity. It provides a logic and language which may enable a better understanding of the processes of change in the NHS.
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