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Showing results for tags 'Motivation'.
Found 49 results
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Learning from Excellence
Claire Cox posted an article in Implementation of improvements
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Content ArticleThis 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.
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Why should health agencies refer to restorative justice?
Claire Cox posted an article in Second victim
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Content ArticleWe attended that Patient Safety Learning conference as this is something I am very interested in. I see my role as (acting) deputy director of nursing, midwifery and AHPs as one who should lead by example and champion high quality care for patients. For the last year, I have been developing a maturing patient safety team who are enthusiastic and willing to make changes for the benefits of our patients. We were looking for ways to innovate our shared learning, learn from others and make contacts with other innovators in this field. Our initiative is using our Trust values ‘We care’ and weaving these into a golden thread for a monthly patient safety newsletter and annual conference for all Trust staff. We are now on edition 16 of our newsletter and our third annual conference is in the planning stage for April 2020. This Christmas we worked with a local school on an alternative 12 days of Christmas. Our hospital singers came from the senor nursing team, midwives, consultants, junior doctors and patient safety team. This video is a good example of how we are slowly engaging staff with the patient safety messages View video We were thrilled to win the Patient Safety Learning award. We shared this on the train home on our staff social media page and referenced how proud we are of our colleagues who strive for patient safety every day. It's extremely motivating to have a little recognition for the continued hard work in keeping patient safety at the top of the Trust agenda. With our prize money we are intending to visiting Homerton, another Patient Safety Learning award winner, to look at how they are implementing their App for policies. The approach and end result was really impressive and I am keen to explore how we could do this in our Trust.
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Content ArticleThis poster was created by the Royal Free Nursing team on the intensive care unit. It demonstrated how they reduced turnover of staff on the unit by implementing 'Joy in Work'.
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The patient safety leader of the future
Adam Burrell posted an article in Leadership for patient safety
Patient safety made headlines at the recent Patient Safety Learning Conference when Professor Ted Baker (Chief Inspector of Hospital for the CQC) declared that there has been “little progress' for NHS patient safety over past 20 years”. Such an assessment feels overly harsh, but in the context of the Mid Staffordshire incident and the more recent events in Liverpool, it is clear that sometimes hospitals do fail to protect the patients they are caring for. When Aidan Fowler, NHS National Director of Patient Safety, called for “Directors of Patient Safety” to be appointed in every NHS organisation it was a positive move towards reducing the variation in patient safety across the country. And if the enthusiasm at the recent Patient Safety Learning Conference is anything to go by, then we may soon be able to reach that goal. One of the interesting discussions at the conference was what do these future directors of patient safety look like? What are the skills and attributes that they will possess? Professor Ted Baker pinpointed three key areas, but what would these look like in practice? The first identified attribute was that a leader of patient safety should be “humble”. A true leader must be able to reflect on when they are wrong. Based on some misplaced Machiavellian leaderships beliefs, we've often trained leaders to feel like they have to be infallible. However the art of a true leader is actually someone who can reflect and take accountability for their mistakes. In healthcare there is no room for cover-ups, the stakes are too high. We need a leader who can put their hands up when things are not safe, and be an advocate for the patients that they are working to protect. Often when things have gone wrong, it's because organisations have failed to be transparent about the problems that they are facing. The leaders of patient safety must be able to be a torchbearer of safety and be humble enough to admit when the right standards are not being met. The second element of a good leader for patient safety is “strong values”. To be a real leader and an advocate for patients they must truly believe in the values of NHS organisations. They must be genuine and believe that the values are there to be upheld. Too often leaders pay mere lip service to values and fail to exhibit the right behaviours. We see examples of bad behaviour in the workplace but too often they are left unchallenged. A patient safety leader must act with integrity and be prepared to challenge individuals when their behaviours fail to live up to the organisation’s values. The final attribute of a good patient safety leader is one that works “collaboratively”. Healthcare works at its best when it utilises the skill sets of all its staff. Only through a multi-disciplinary approach can we hope to keep our patients safe. The best knowledge is gleaned from a wide range of staff, and patients are kept at their safest when teams work together. Therefore, a patient safety leader of the future would need to be collaborative and able to engage a wide range of expert clinicians. Only then can we learn to share our mistakes and improve the care we deliver so that every patient gets the standard of treatment they deserve. Not all people will be able to stay humble, value focused and collaborative whilst delivering patient safety to an organisation. We must be able to have the right conversations with patients to ensure that they are able to make informed decisions to keep themselves safe in our care. Only through patient engagement can we get the full picture and make care safer in the NHS. Patient safety is a discipline in its own right and we must not assume all healthcare staff possess the knowledge and skill sets to be leaders in the field. Patient safety is complex, it is multifaceted, and it cannot be done by one person alone. We must work to train more staff in patient safety so that all healthcare professionals can see its value and the impact that poor patient safety has. We must all work to be patient safety leaders of the future and work openly and collaboratively to learn from our mistakes.- Posted
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Content ArticleVince Clarke is a paramedic and a senior lecturer at the University of Hertfordshire. He has worked in education since 2001, first as a Practice Educator, then with the London Ambulance Service and in higher education, while continuing to practise at the same time. He is also a Health and Care Professions Council (HCPC) partner and Head of Endorsements for the College of Paramedics.
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Blog: Let today be the start of something new
Claire Cox posted an article in Motivating staff
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Content ArticleThis editorial by Dr Michael Farquhar, published in Anaesthesia, explains the importance of taking breaks while on shift and ensuring a good sleep between shifts and the inextricable link between sleep and patient safety.
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Patient safety begins with staff safety
Arun Chidambaram posted an article in Safety culture programmes
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Content ArticleThe 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]) . Soon, teams were sending written articles about improvements they had made to their services and the newsletter has been instrumental in helping to triangulate data from patient experience, incidents and claims to develop the brand for new patient safety initiatives they have branded as ‘sharing how we care for you’ .
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Content ArticleIn this blog, David Naylor, a senior leadership consultant at The King’s Fund, reflects on ‘imposter syndrome’, considering its impact on third sector leaders and beyond.
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Content ArticleThe report concludes that the research participants were, in general, not satisfied with the reactions of NHS staff following their incident or how their complaint was handled within the NHS. A number of intrinsic motivators made participants want to claim against the NHS. In addition, certain external factors prompted, or even triggered, individuals to pursue a claim.
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What is the British Medical Association (BMA)?
Claire Cox posted an article in Workforce and resources
This website links with some of the work that the BMA do: Trade union representation. Individual support and advice. Lobbying. Legal and financial services. Patient information - signposting on how the NHS works. -
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Professor Peter Brennan's top ten tips for making life work better
Claire Cox posted an article in Motivating staff
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Content ArticleWhat we did Sharon Mcloughlin, Ward Manager, Dott Ward: "The Innovation Agency gave us the dialogue to engage with staff and address concerns objectively, without staff taking anything personally. I was able to say this is an outside organisation, and with them we’re going to look at how our team could improve." “It’s been about empowering staff, and staff realising that change has to come from all of us. I’ve gained skills to help staff feel more empowered and get on board, and see it as their responsibility to improve things too." “Hopefully as a result we’ve improved safety for patients as well. I’m more confident now that I know everybody on the team knows which patients need turning, which patients are at risk of a fall, which patients are suffering from an infection – and if staff don’t know, they need to take some accountability for that now.” Kate Wallworth, Sister, Dott Ward: "After the Coaching Academy we've now got a structure in place – we’re organised, very organised. We introduced our Safety Huddle where all staff come in and listen while we run through all the main points on the ward. That’s before every shift. Going forward everyone is aware of what’s happening on the ward that day. If a visitor comes onto the ward, any member of staff would be able to answer their questions. We all know which patients are suffering from an infection, which patients are going into theatre. It just helps the running of the ward. It’s a more pleasant ward to work on.” Lisa Clark, Sister, Dott Ward: "We had to try and figure out a way to measure if teamwork was improving or not. We introduced a simple box where staff can post a smiley face or an unhappy face, or a comment card – it was just trying to make it as easy as possible. At the beginning we’d see a lot of sad faces going into the box and not many suggestions." “Now it takes me longer to type up because there’s so many suggestions. People mention staff who’ve really put themselves out to help out, just to say thank you. You can see a lot more positive feedback, and everyone who sees their name on the board gets a positive feeling." “I don’t think people realise how powerful and uplifting it is to hear how to be positive – that there is a way to think positively, and there are solutions to problems. That’s something we’ve tried here with the team – if things aren’t going in the right direction, why don’t you think of an idea? How could you fix it yourself?” The Coaching Academy The Innovation Agency’s Coaching Academy is a programme that enables health and care professionals to improve culture, quality and safety of health and care through structured, focused interactions. Coaching for a safe and continuously improving workplace culture is a one-year programme for clinical teams focused on developing safe, high-quality and compassionate services. The programme includes accredited coaching training for team leaders; a collaborative action learning programme with other teams, creating a community of practice; an accredited team culture diagnostic to identify key areas of focus; and quality improvement and innovation practical knowledge and skills.
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Content ArticleResources: driver diagrams (tree diagrams) the health and wellbeing framework and diagnostic tool workforce stress and the supportive organisation — a framework for improvement.
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Content ArticleThe growing global evidence that Anne Marie and academic colleagues have gathered shows we need more nurses, with the right skills and support, if we want to reduce patient mortality and improve nurses’ wellbeing. The RCN has used this research to create the aims of its safe staffing campaign and to tell all four UK governments what nurses and patients need now.
