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Found 63 results
  1. Content Article
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    Findings: Most of these risk controls – 35 out of 42 – would be classified as ‘administrative’ by the HoC, and thus considered weak. The risk controls that fell into this ‘administrative’ category included training, standardising processes and procedures, and changing the design and organisation of care. Since other evidence shows these approaches can sometimes be very successful in healthcare, it is probably a mistake to automatically assume they are weak. Completely eliminating reliance on human behaviour is very difficult in the healthcare context and would introduce new risks. A rigid hierarchical approach to classifying risks may not be right for healthcare. Caution is needed before abandoning apparently weak interventions. Learning from other industries may be useful, but it is not always straightforward.
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    The practice of video consulting was equivocal. Accounts of, and preferences for, video consulting varied as did the extent to which it was sustained after initial take-up. People made sense of video consulting in different ways, ranging from interpreting video as offering a new modality of healthcare for the future to a sub-optimal, temporary alternative to in-person care. Despite these variations, video consulting became a recognisable social phenomenon, albeit neither universally adopted nor consistently sustained. The nature of this social change offers new perspectives on processes of implementation and spread and scale-up. The findings have important implications for the future of video consulting. The authors emphasise the necessity for viable material arrangements and a continued shared interpretation of the meaning of video consulting for the practice to continue.
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    Twenty-seven papers were eligible. The perspectives of patients and families, healthcare professionals, nonclinical staff, and legal staff were sought across acute, mental health and maternity settings. Most patients and families valued being involved; however, it was important that investigations were flexible and sensitive to both clinical and emotional aspects of care to avoid compounding harm. This included the following: early active listening with empathy for trauma, sincere and timely apology, fostering trust and transparency, making realistic timelines clear, and establishing effective nonadversarial communication. Most staff perceived that patient and family involvement could improve investigation quality, promote an open culture, and help ensure future safety. However, it was made difficult when multidisciplinary input was absent, workload and staff turnover were high, training and support needs were unmet, and fears surrounded litigation. Potential solutions included enhancing the clarity of roles and responsibilities, adequately training staff, and providing long and short-term support to stakeholders.
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    Key findings: There are calls for greater use of ‘soft’ intelligence around quality and safety. Little research examines the challenges and opportunities soft data present. This study in the English NHS found clinicians and managers saw utility in soft data. Dominant approaches to interpretation risked obscuring their greatest value. Soft data might better be used to disrupt understanding and challenge consensus.
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    Here you can find patient safety resources including: Mortality reports Quality reports National Patient Safety Strategy Blogs.
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    This framework highlights the following five dimensions, which the authors believe should be included in any safety and monitoring approach in order to give a comprehensive and rounded picture of an organisation’s safety: Past harm: this encompasses both psychological and physical measures Reliability: this is defined as ‘failure free operation over time’ and applies to measures of behaviour, processes and systems Sensitivity to operations: the information and capacity to monitor safety on an hourly or daily basis Anticipation and preparedness: the ability to anticipate, and be prepared for, problems Integration and learning: the ability to respond to, and improve from, safety information.
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    There is an urgent need to respond to the challenges experienced by carers at the point of transition and beyond, by ensuring early and coordinated planning, effective information sharing and communication and clear transition processes and guidelines. A person‐centred and family‐centred approach is required to minimise negative impact on the health and well‐being of the young adult with intellectual disabilities and their carers.
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    Literature review and report of fieldwork in North West London.
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