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Found 173 results
  1. Content Article
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    Without wishing to state the obvious, we have an overwhelming demand for services, both emergency and planned. It was already there, but then Covid landed and it has all being exacerbated by the loss of experienced practitioners who have either retired earlier than originally planned or decided to pursue a career elsewhere. There are very comprehensive reports on the numbers if you need details on the size of the challenge.[1] We know the link between anxiety, stress, burnout of staff and poorer patient safety. So here are some thoughts on what we can do: 1. Do be 100% clear
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    Key findings: Midwifery students perceive that being bullied in front of women or implicating them in the act adversely impacts their childbearing experiences. Some types of poor behaviour placed the safety of mothers and babies at risk. Students feel that the involvement of women, particularly COCE women, in the ‘drama’ of birth suite bullying fractures existing clinical relationships. Students believe that women lose confidence in both the midwifes’ and their ability to provide safe effective midwifery care and are left feeling awkward and uncomfortable, detracting
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    Key components of a strong culture (Figure 1 from the rapid review)
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    The 'How are you feeling NHS? toolkit' has been developed with NHS staff to: help bridge a gap in understanding and enable us to talk openly and regularly about emotional health assess the impact emotional wellbeing has on ourselves, our colleagues and on our patients enable us to action plan to enable more good days than bad. Staff identified that emotional wellbeing can be explained in three ways. We are either: on a go-slow having a good day on the edge. Start using the toolkit now to check your own wellbeing or speak to and support colleagues wit
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    Racism, sexism, and homophobia is widespread in hospital operating theatres across England, according to an independent report. In a damning verdict on the atmosphere in some surgical teams, Baroness Helena Kennedy QC said the ‘old boys’ network of alpha male surgeons was preventing some doctors from rising to the top and had fuelled an oppressive environment for women, ethnic minorities and trainee surgeons. The report was commissioned by the Royal College of Surgeons and lays bare the "discrimination and unacceptable behaviour" taking place in some surgical teams. Baroness Ken
  16. Content Article
    We have just come out of a second lockdown. This time my experiences working in the NHS are very different from the first lockdown back in March 2020. As you may have read in my past blogs, the first lockdown wasn’t really a lockdown for me. As a critical care outreach nurse I was going to work as usual; however, the work I was doing had changed. The way we were adapting our environment, our processes was almost exciting – to be able to directly influence rapid change in a usually bureaucratic organisation was novel. I remained at work, there was no furlough, and there was no isola
  17. Community Post
    Here's a recent interesting blog post on leadership under pressure https://www.med-led.co.uk/2019/08/19/under-pressure/
  18. News Article
    Warring between two surgeons at Great Ormond Street Hospital could put patients at risk, a review suggests. A board paper released by the leading children's hospital said a "fractured" relationship between two consultants in the paediatric surgical urology team was affecting the service last year. The London hospital said steps were being taken to resolve the problems. This has included mediation, mentoring and away days. The board paper from a meeting in November set out the findings of a two-day inspection by the Royal College of Surgeons last May. The college was invited in b
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    The first presentation draws on a recent National Institute for Health Research (NIHR) funded mixed-methods evaluation of the translation into practice of several ‘post-Francis’ policies that have aimed to improve openness in the NHS, and identifies key conditions necessary for policies to make sustainable impact on culture and behaviour. The second presentation reflects on material from a forthcoming book which will offer unfiltered accounts from patients, carers and healthcare professionals about their good and bad experiences of how care is organised, from birth up to the end of life.
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    In this study published in the Joint Commission Journal on Quality and Patient Safety, a large US health system devised a tool to evaluate disruptive behaviour among its ranks, measure its effect on teamwork, burnout and patient safety, and used that data to define improvement targets. In the sample, researchers found disruptive behaviour to exist in approximately 98% of work settings.
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    We 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 wea
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    The presentation requires sound to be on; BSL facilities are available for D/deaf viewers.
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    This guidance aims to help the NHS to create an environment to better support staff when things go wrong and to encourage learning from incidents. Key challenges include: fear equity and fairness bullying and harassment.
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