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News Article
‘Heroic leadership’ has prevented action on staff violence, says CEO
Patient Safety Learning posted a news article in News
A “heroic” model of leadership has meant the NHS hasn’t made enough progress in tackling violence and aggression against staff and promoting sexual safety, a trust chief has said. Sam Higginson, chief executive of Royal Devon University Healthcare Foundation Trust, said NHS leaders “probably haven’t done as much as we could have done in the past” to reduce violence and aggression and promote sexual safety. In an interview with HSJ, Mr Higginson said these safety issues have been raised consistently in the RDUH’s staff surveys, and leaders need to talk about them “a lot more.” In the latest NHS staff survey, the number of staff reporting physical violence from patients or members of the public was at 13.5 per cent nationally, and 12 per cent at RDUH. This proportion has been falling slightly in recent years but widespread concerns about staff safety remain. A union has warned recently that NHS England is cutting several national initiatives aimed at reducing violence against staff. Read full story (paywalled) Source: HSJ, 27 November 2024- Posted
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The NHS long-term plan sets out a national vision for leadership that is both compassionate and diverse. This King's Fund live online event explored the evidence base and what practical and behavioural changes are required now and over the next ten years to achieve that cultural change.- Posted
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Sustaining the NHS as a culture of high-quality compassionate care requires compassionate leadership at every level and in interactions between all parts of the system – from national leaders to local teams. Compassionate leadership in practice means leaders listening with fascination to those they lead, arriving at a shared (rather than imposed) understanding of the challenges they face, empathising with and caring for them, and then taking action to help or support them. This article discusses the myths that must be addressed to ensure people see the value of compassionate leadership.- Posted
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As someone who works with NHS and actually as a Mental Health and Physical Health patient I've experienced discrimination and out right assault by the police whilst in hospital and ended up under S136 for no valid reason. Although I was assaulted with handcuffs being thrown over the bed rail, breaking my wrist I think. Still not had my mangled wrist xrayed 2 months on. Nothing worse than being in a vulnerable situation and bullies absolutely thrive on people in vulnerable positions. Their bosses think they're wonderful and so kind but they are in a position of power so of course the bully treats them differently or act differently when seniors are around. I recently put in a formal complaint to CEO I knew very well but instead of replying (after I told her I had recordings) she completely blanked me and now retired. Instead of "this is very serious Dominic, please send any evidence etc" I get told "how wonderful" my bully is! Interim CEO took over so I must inform him of Duty of Candour (Robbies Law) too. They don't seem to like that being pointed out but I shall do it anyway in hope we get a decent CEO who isn't just a pencil pusher waiting for band 9 pension. If as a volunteer I've experienced what I have, I dread to think what goes on as full members of staff. What struck me was the impunity these bullies operate with once in band 8 or above roles. You'd be very shocked if you heard what myself and four other service users went through. At the time my bullies refused to apologise (even though she received "disaplinary action") For me bulling and cronyism are both rotting the NHS from the inside out and needs sorting ASAP Please don't get me wrong, I support 99% of NHS staff but I cannot ignore the bullying, certainly at directorate or managerial level. The small percentage who do bullies seem to have no self awareness and those under them seem to think bullying behaviour is just "Leadership" Well no leader worth any salt will abuse you or tell you who you can and cannot speak too. Seeing service users slowly driven out by a particular bullie was extremely hard and not one manager wanted to know (bar one kind soul). Leadership means you MUST act whenever you even sniff the types of behaviours that signal a bully, however things are that bad that management cannot or won't recognise the controlling and mean behaviours Thanks for reading my first post- Posted
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News Article
Struggling trust CEO says provider has ‘turned dial’ following care scandals
Patient Safety Learning posted a news article in News
A mental health trust at the centre of several care scandals has ‘turned the dial’ on improvement, its chief executive has said, following the Care Quality Commission noting some progress but retaining a ‘requires improvement’ rating The CQC said earlier this month that improvements had been made at some services at Tees Esk and Wear Valleys Foundation Trust, including for its forensic secure inpatient service, where the rating was raised from “inadequate” to “good”. But the improvements were not enough to shift its overall “requires improvement” rating. Chief executive officer Brent Kilmurray argued the CQC report was evidence the trust was going in the right direction following a number of highly critical reports relating to patient deaths, but he also told HSJ it was a “challenge” for the trust to “tell a balanced story around where we are making progress”. TEWV has recently admitted care failings relating to the deaths of two inpatients in 2019 and 2020, following prosecution from the CQC. The trust will go on trial for alleged failings relating to another death in February next year. Read full story (paywalled) Source: HSJ, 6 November 2023- Posted
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Content Article
Partha Kar, National Specialty Advisor for NHS England, has led work that has had an enormous impact for patients and for patient safety. In this video podcast, Steph O'Donohue from Patient Safety Learning talks to Partha about his leadership style and how it has helped him drive forward significant change in an often challenging context. Partha talks about the power of the patient community, workforce morale, sharing failures and leading with honesty.- Posted
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This article for Forbes looks at new data suggesting that for almost 70% of people, their manager has more impact on their mental health than their therapist or their doctor—and it’s equal to the impact of their partner. It outlines leadership approaches to improve employees' mental health, including self-management, impact recognition, fostering connection, offering choice and providing challenge.- Posted
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The patient safety leader of the future
Patient Safety Learning posted a topic in Leadership for patient safety
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One of the interesting discussions at our Patient Safety Learning Annual Conference was what do future directors of patient safety look like? What are the skills and attributes that they will possess? Andy Burrell wrote an excellent blog for the hub following this: What are you thoughts and suggestions?- Posted
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Creating a space to discuss leadership and safety – how can we maximise this opportunity
JULES STORR posted a topic in Other
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My first thought on coming to this community was, is it a bit abstract to be talking about leadership in a sub-community of a patient safety learning platform, when in the real world leadership is part of, or influences so many of the other sub-communities (culture, patient engagement, patient safety learning itself, to name but a few). However, I can definitely see the value in creating a special space to explore and stimulate some cross-fertilisation of ideas and learning on leadership for patient safety. It would be great to get some ideas flowing on how patient safety leaders across all levels of health care could use this community. I’ve found that leadership in the academic literature is sometimes a little vague, it’s common to see “leadership is critical for [X-aspect of] patient safety” written in various ways, but when you try and drill down on concrete examples of what that means it can be frustratingly non-specific. Could we start by stimulating some sharing of tangible real-world examples or vignettes that describe how leadership/leadership development is linked to making care safer or addressing a patient safety-related problem. This may mean infiltrating or drawing on some of the parallel discussions in other sub-forums and seeding the leadership angle into these discussions!- Posted
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News Article
The mother of a student, who took his own life, said today she felt 'sick to her stomach' after an NHS communications manager labelled a media report on her son's suicide a 'malarkey'. Pippa Travis-Williams, whose son Henry was found dead days after leaving a mental health unit run by the Norfolk and Suffolk Foundation Trust (NSFT) in 2016, said an email sent by NSFT communications manager Mark Prentice to his boss was 'disgusting'. It comes weeks after Mr Prentice gloated in another email to his boss that the NSFT had 'got away (again)' with media coverage of the death of a dementia patient. In an email to his boss, explaining why NSFT chief executive, Jonathan Warren, was going on BBC Look East, Mr Prentice said the NSFT might look 'uncaring' if Mr Warren did not appear and then described the coverage of Mr Curtis-Williams' suicide as a 'malarkey'. Read full story Source: Ipswich Star, 10 March 2020- Posted
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News Article
The Chinese doctor who tried to warn others about coronavirus
Patient Safety Learning posted a news article in News
In early January, authorities in the Chinese city of Wuhan were trying to keep news of a new coronavirus under wraps. When one doctor tried to warn fellow medics about the outbreak, police paid him a visit and told him to stop. A month later he has been hailed as a hero, after he posted his story from a hospital bed. It's a stunning insight into the botched response by local authorities in Wuhan in the early weeks of the coronavirus outbreak. Dr Li was working at the centre of the outbreak in December when he noticed seven cases of a virus that he thought looked like SARS - the virus that led to a global epidemic in 2003. On 30 December he sent a message to fellow doctors in a chat group warning them about the outbreak and advising they wear protective clothing to avoid infection. What Dr Li didn't know then was that the disease that had been discovered was an entirely new coronavirus. Four days later he was summoned to the Public Security Bureau where he was told to sign a letter. In the letter he was accused of "making false comments" that had "severely disturbed the social order". "We solemnly warn you: If you keep being stubborn, with such impertinence, and continue this illegal activity, you will be brought to justice - is that understood?" He was one of eight people who police said were being investigated for "spreading rumours". At the end of January, Dr Li published a copy of the letter on Weibo and explained what had happened. In the meantime, local authorities had apologised to him but that apology came too late. For the first few weeks of January officials in Wuhan were insisting that only those who came into contact with infected animals could catch the virus. No guidance was issued to protect doctors. "A safer public health environment… requires tens of millions of Li Wenliang," said one reader of Dr Li's post. Read full story Source: BBC News, 4 February 2020- Posted
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Content Article
Not all leaders achieve the desired results when they face situations that require a variety of decisions and responses. All too often, managers rely on common leadership approaches that work well in one set of circumstances but fall short in others. Why do these approaches fail even when logic indicates they should prevail? The answer lies in a fundamental assumption of organisational theory and practice: that a certain level of predictability and order exists in the world. This assumption, grounded in the Newtonian science that underlies scientific management, encourages simplifications that are useful in ordered circumstances. Circumstances change, however, and as they become more complex, the simplifications can fail. Good leadership is not a one-size-fits-all proposition as David J. Snowden and Mary E. Boone discuss in this article for the Harvard Business Review. They look at the 'Cynefin framework' which allows executives to see things from new viewpoints, assimilate complex concepts, and address real-world problems and opportunities.- Posted
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How to lead in a crisis (Amy Edmondson)
Claire Cox posted an article in Leadership for patient safety
Humility, transparency and urgency are the keys to successfully steering an organization – big or small – through the challenges that come your way. In this TED Talk, leadership expert, Amy Edmondson, provides clear advice and examples to help any leader rise to the occasion.- Posted
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This Health Service Journal (HSJ) article explores how executive leaders can drive improvement by focusing on developing an organisational culture, building up staff in an open, just, and empowering environment, thereby enabling organisations to meet the challenges of the new and uncertain healthcare environment.- Posted
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Maintaining motivation in uncertain times (June 2020)
Claire Cox posted an article in Coronavirus (COVID-19)
In Maintaining motivation in uncertain times the King’s Fund advises leaders how they can best support their teams by offering structure and containment, protecting, encouraging, and creating opportunities.- Posted
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Challenges to the status quo present leaders with the opportunity and responsibility to not only respond but to learn and transform the system. This article from Slotkin et al. shares the experience of leaders at a large health system to design an emerging COVID response to effectively innovate to sustain improvement.- Posted
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This commentary from Michael Fraser shares recommendations for leaders to meet COVID-19 stressors successfully. The article suggests leaders communicate well, be decisive, lead without hierarchy, remain proactive and take care of themselves to protect others.- Posted
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Access to wide range of perspectives can bring creativity to solutions and the actions that implement them. This website presents materials that cover topics such as leading in critical times, building and supporting resilience, Leading to Innovate, change and adapt, teaming and working remotely, coaching peers and developing as a leader.- Posted
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This regularly updated resource collection links to webinars, articles, and conversations that explore the role of leadership in crisis response. Topics covered include workforce, telehealth, operations and safety.- Posted
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To boldly go: Leadership amid crisis
lzipperer posted an article in Letter from America
This month’s Letter from America looks at actions and strategies core to leading an organisation during unexpected enterprise-affecting crises. Letter from America is the latest in a Patient Safety Learning blog series highlighting new accomplishments in patient safety from the United States. “There's no such thing as the unknown—only things temporarily hidden, temporarily not understood.” James T. Kirk, Captain, Starship Enterprise. Star Trek, Season 1: The Corbomite Maneuver. Leading a large enterprise isn’t easy. Vision, compassion, humility, curiosity and adaptability are required attributes for those in charge to keep moving forward during times of relative calm or uncertainty. The stress and tragedy that accompanies catastrophic events can reduce the resolve and effectiveness of even the most accomplished leaders. Unprecedented large-scale situations, such as the Hurricane Katrina landfall or the September 11th terrorist attacks, reveal gaps in understanding that may not have been apparent before the disaster. These blind spots can dismantle the reserve of a leader and their team to culminate in poor decisions, inaction and organisational dysfunction. The COVID-19 pandemic is such an event. Rules are being mindfully adjusted to respond to the litany of process, clinical, financial and political disruptions healthcare workers must grapple with as they face the uncertain conditions of their patients, communities and themselves. It is incumbent on leaders to create stability by addressing these unknowns. Leaders within hospitals, social care organisations and within the public health spectra need to make immediate process adjustments to optimise effort, realise opportunities for improvement and learn to be resilient. They need to arrive at understanding while simultaneously managing challenges that emerge from the strained system to keep their enterprise on track. They need to do this by paying attention to safety culture, transformation and innovation, and will need tools and resources to do so. Leadership must build a culture to keep patients and workers safe. Leader’s communications and actions are core to the implementation of safe working conditions to provide the best care possible during a crisis. Yet, a Gallup poll of US healthcare workers found a lack of understanding of their organisation’s COVID-19 plan and lack of belief that safety policies in place will support their safe return to work. To address this gap, experts recommend leaders three steps to a better safety culture: use formal and informal mechanisms to explicitly communicate what the organisation is doing to keep staff informed and safe during the pandemic enlist their managers to implement policies, create opportunities to align the work of management and hold managers accountable to implement and sustain current practice and procedure talk to their people. Keeping an open dialogue through the use of established mechanisms such as ‘rounding’ can solicit insights and raise concerns to enhance the safety of teams and patients. Leadership must see opportunities to transform systems: COVID-19 has presented leaders with immense responsibility to act, adjust quickly as required and use those process changes to improve the overall system of care post-pandemic in preparation for the next unprecedented challenge. Geisinger Health System leaders in their article, 'How one health system is transforming in response to Covid-19' share the experience of designing their emerging COVID response to reliably innovate rather than only react. Leaders examined core system business concerns such as pharmacy and information technology by bringing together multidisciplinary groups that dismantled silos. Teams worked together using scenario planning to fully consider how restoring care processes, entering new work phases, preparing for the second wave and restoring financial viability would affect patients and employees. Leadership must use evidence and collective knowledge to adapt: The Journal of Public Health and Management Practice shares recommendations for leaders to meet COVID-19 stressors successfully. The article suggests leaders communicate well, be decisive, lead without hierarchy, remain proactive and take care of themselves to protect others. For example, to lead across a system seek expertise from a variety of organisational and environmental elements. Working with government officials, staff and peers can form collaborations, solidify shared purpose and distribute responsibility to serve a community well in crisis. Public health is a core partner in understanding how to guide, motivate and inspire change to enhance a collective response to COVID-19 and upcoming health threats. Clinicians in patient-facing leadership roles also exhibit these behaviours as their roles shift to manage crisis. The perspective of a New York cardiologist leading a COVID-19 infections disease service illustrates how the transfer of tacit knowledge around deliberate leadership observed daily while coordinating the service shaped his views on leadership and his ability to lead. Being emotionally available was a core characteristic that helped to express grief, exhibit vulnerability and openly share concerns, giving the experience the humanness it needed. This was important not only in his ability to mature as a leader but to demonstrate the empathy needed to get his team through the challenges at hand. James T Kirk knew how to lead. He sought consensus, learned from mistakes, yet acted as necessary to keep his crew safe, engaged and aligned with the organisational mission. He sought partners across the federation as needed. Kirk could be firm, decisive, yet empathetic. Have health leaders done similarly to protect staff, patients and the community, while gaining experience during COVID-19 to apply over time to enrich the care system at large and boldly go to a better, safer future?- Posted
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This podcast from the Kings Fund asks, what’s the scale of the challenge currently facing the NHS workforce? Helen McKenna talks to Prerana Issar about the NHS People Plan, her career journey and what inspired her to take up her role as Chief People Officer for the NHS.- Posted
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What makes a great leader? In this TED talk, management theorist Simon Sinek suggests, it’s someone who makes their employees feel secure, who draws them into a circle of trust. But creating trust and safety, especially in an uneven economy, means taking on big responsibility.- Posted
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Learning from Excellence
Claire Cox posted an article in Implementation of improvements
Emma Plunkett, Consultant Anaesthetist and Adrian Plunkett, Paediatric Incentivist, talk about what inspired them to establish the Learning from Excellence approach to patient safety and care, how it has made an impact in the West Midlands and why it won a coveted HSJ Patient Safety Award.- Posted
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The PRAISe project tests the hypothesis that, together, positive reporting and appreciative inquiry can be used as an intervention to facilitate behavioural change and improvement in the related areas of sepsis management and antimicrobial stewardship. This video gives a summary of the PRAISe project - a QI project about antibiotic stewardship, based on Learning from Excellence philosophy. Funded by the Health Foundation.- Posted
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