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Found 160 results
  1. Event
    The New Existence Webinar Series will take an in-depth look at The New Existence framework from The Beryl Institute. Helping to link core ideas and apply practices, each session in the series will focus on a key aim and corresponding actions of The New Existence. This webinar series will help to explore how lead together into the future of healthcare. The full webinar series is listed below. Webinars are scheduled from 2:00-3:00pm ET/1:00-2:00pm CT. Participants are not required to attend each webinar in the series. Click on a title below to register for the individual webinars in the series. Care teams Redefine and advance the integrated nature of and critical role patients and their circle of support play on care teams. January 28: Redefine the care team February 25: Invite and activate partnership March 25: Commit to care team well-being Governance & leadership Reimagine, redefine and reshape the essential role of leadership in driving systematic change. April 22: Create transparency across the healthcare ecosystem May 27: Restore and nurture confidence June 24: Transform healthcare in collaboration with diverse voices Models of care & operations Co-design systems, processes and behaviors to deliver the best human experience. July 22: Co-design intentional, innovative and collaborative systems August 26: Innovate processes of care to transform behavior Policy & systemic issues Advocate for equitable institutional, governmental and payor policies, incentives and funding to drive positive change. September 23: Hardwire human partnership in the healthcare ecosystem October 28: Research, measure and dismantle the structures and systems that lead to disparities November 23: Modernise the surveys and democratise the data
  2. Content Article
    What you'll get from this report Insights from doctors and medical students who have experienced bullying and harassment. Evidence of the impact of bullying and harassment in the workplace. Recommendations in three key areas to combat bullying and harassment.
  3. 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 isolation, no Joe Wicks and no cleaning out my cupboards, unlike some of my non-NHS friends. This time, the second lockdown, things were different for me. I have come away from clinical practice and have entered the world of patient safety management. Not only have I started a new role, I have started it in a new Trust. Moving into a new role in a new Trust during a global pandemic has been challenging to say the least. I had spent the past 24 years in the same Trust, the people around me had seen me grow up – literally. Many of my past colleagues felt like family. It would take me a day to walk round the wards, just once, as every five steps I would meet someone I knew for a chat. I knew who to ask if I had a problem, I knew the nuances of each ward and most importantly, I had tacit knowledge of how work ‘got done’ and how to ‘get it done’. During the first lockdown I spent much of my time on the intensive care unit and the COVID wards. There was great sense of comradery, team work and a support network. Yes, the work was difficult, but we had each other and we were able to openly talk about our fears, shed tears and sometimes laugh about what had happened throughout the shift. In an odd way, it felt comfortable. The second lockdown working for the NHS could not be more different for me. I have changed roles completely. I have been interested in patient safety for a number of years and have done a little quality improvement (QI). Quality improvement in the patient safety space is something that I very much enjoyed as a nurse; however, I found that I didn’t have the time, the headspace or, sometimes, the support to immerse myself into a project that made an impact. It always felt as if I wasn’t doing QI ‘properly’. We were dipping in and out of it, not always following a methodology and grabbing time here and there to write bits up. It often felt we were papering over the cracks and not addressing the bigger problem or tackling multiple problems in a strategic manner. The upside of doing QI clinically is that you can see the impact your change has made in the work that is being done. Working with many of the stakeholders, who you have a close relationship with, you are able to have brief chats with them about the project without the need for formalised meetings. You feel as if you are making a difference to your world and the patient’s experience. Being a quality improvement and patient safety manager seemed the logical next step for me. But I now find myself in an alien world. Weirdly my surroundings are very familiar – I’m working from home. So how do I do QI from my dining room table, in a huge new Trust with people I have never met? It can’t be done. I can’t make any meaningful change in my own house 60 miles away from a hospital I have not worked in… can I? During the beginning of my Darzi fellowship we were ‘taught’ to pay attention to the way we were feeling and the stories we were telling ourselves. The story I was telling myself was not enabling me to be open to the new challenges and opportunities that were awaiting. I remembered being in my comfort zone back in my old role. Yes, I missed that feeling of knowing what I was doing and feeling confident, but I also remembered why I wanted to move. I want to make meaningful differences to the patient experience, safety and to make it easier for staff to do the right thing at the right time. If I was going to move to a new role, I was stepping out of my comfort zone. When stepping out of your comfort zone it will feel uncomfortable at times (most of the time). At the moment I am orbiting the fear zone and trying desperately to break into the learning zone. Although the fear is real, it’s manageable. Slightly odd as it almost feels like excitement too. Image from 'Step outside your comfort zone' Action Coach Learning within a new role is always difficult. You might spend time watching others, taking example from role models, shadowing and asking questions when problems or queries arise… but what can you do when there isn’t anyone to ask, when there is no one to watch, no one to guide you? Skype, MS Teams, Zoom – there are many online tools to help. Interacting with people via a computer is not natural to me. I expect it can’t be natural to anyone? I have come from a role where interacting with people is the main part of the job. Picking up subtle cues from body language, tone of voice and mannerisms count for so much. This is almost impossible to achieve from a computer screen. Striking up a rapport with someone new is a real skill and a skill I prided myself on. The skill I had in reality doesn’t seem to work online. My humour is lost (my jokes were rubbish anyway), time is often limited and conversation is structured around tasks – relationship building comes with time, talking at break times and sharing stories. The team I work with have been amazing. They are there at the end of the phone at any point. I have been supported. But I’m longing to be surrounded by a bustling environment again. Where ideas can be bounced around, projects discussed and problems resolved rather than booking in one-dimensional, online meetings. This won’t be forever, but we are in the midst of working in a different way and finding our feet. As for QI from the dining room table… it can’t be done. I can’t make any meaningful change in my own house 60 miles away from a hospital I have not worked in… can I? Yes you can. You can make a huge difference. My next blog will be how working remotely you can make relationships, influence and introduce change.
  4. Content Article
    In this study from Timmel et al., CUSP was implemented beginning in February 2008 on an 18-bed surgical floor at an academic medical center to improve patient safety, nurse/physician collaboration, and safety on the unit. This unit admits three to six patients per day from up to eight clinical services. Improvements were observed in safety climate, teamwork climate, and nurse turnover rates on a surgical inpatient unit after implementing a safety programme. As part of the CUSP process, staff described safety hazards and then as a team designed and implemented several interventions. CUSP is sufficiently structured to provide a strategy for health care organizations to improve culture and learn from mistakes, yet is flexible enough for units to focus on risks that they perceive as most important, given their context. Broad use of this program throughout health systems could arguably produce substantial improvements in patient safety.
  5. Community Post
    It's #SpeakUpMonth in the #NHS so why isn't the National Guardian Office using the word whistleblowing? After all it was the Francis Review into whistleblowing that led to the recommendation for Speak Up Guardians. I believe that if we don't talk about it openly and use the word 'WHISTLEBLOWING' we will be unable to learn and change. Whistleblowing isn’t a problem to be solved or managed, it’s an opportunity to learn and improve. So many genuine healthcare whistleblowers seem to be excluded from contributing to the debate, and yes not all those who claim to be whistleblowers are genuine. The more we move away for labelling and stereotyping, and look at what's happening from all angles, the more we will learn. Regardless of our position, role or perceived status, we all need to address this much more openly and explicitly, in a spirit of truth and with a genuine desire to learn and change.
  6. News Article
    An Essex maternity department has been served with further warnings by the Care Quality Commission (CQC) and again rated “inadequate”. Serious concerns were raised about the services at Basildon University Hospital in the summer, after several babies were found to have been starved of oxygen and put at risk of permanent brain damage. Despite the CQC issuing warning notices to Mid and South Essex Foundation Trust in June 2020, a subsequent visit on 18 September found multiple problems had persisted. The CQC’s findings at Basildon included: the service was short-staffed and concerns were not escalated appropriately multidisciplinary team working was “dysfunctional”, which sometimes led to safety incidents doctors, midwives and other professionals did not support each other to provide good care. Read full story (paywalled) Source: HSJ, 19 November 2020
  7. Content Article
    Story highlights Organisations are more resilient when employee engagement is strong, Hiring employees based on talent will help organisations thrive. Changes in the employee experience may help retain your top talent.
  8. Content Article
    This 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'.
  9. Content Article
    According to the responses we received, the four themes that became most obvious - the four things you think staff most need to be safe - are: Compassionate leaders and role models who prioritise their staff’s wellbeing A respectful, supportive team with good communication and united by a common purpose A safe and just culture that invites staff to speak up Psychological safety, protecting staff form burnout
  10. Event
    This virtual conference from The King's Fund will share practical ideas about transforming work and workplace cultures. It will explore how leadership and teamworking influences people’s work experiences, releasing their full potential to drive improved outcomes for patients and citizens. Discuss with other local health and care leaders how to create compassionate cultures with improved support for staff to make sure that the NHS and social care organisations are good employers and great places to work. Register
  11. Event
    This unique 1-day distance-learning course from Medled is delivered via Zoom by our expert trainers in a format designed to maximise learning retention and application of knowledge. You'll learn to: Understand the concept of systems thinking and models of safety – looking beyond the individual and the flawed concept of ‘Human Error’. Gain an introduction to human capabilities & limitations & how those influence quality and safety of care – how humans can be heroes and hazards. Be able to unpick the nature of human fallibility and why practice does not always make perfect. Have the knowledge to proactively contribute to the safety culture in your organisation. Be able to recognise error-provoking conditions and influence your systems of work. Understand the relationship between stress and performance/risk of error. Take away a tangible model for understanding the relationship between our physiological needs and performance – do we set ourselves up to fail? Understand strategies to optimise high-performance teamworking with ad hoc teams. Evidence-based, utilising cutting edge safety & performance science this course is suitable for all Healthcare Professionals, both clinical and non-clinical; it is applicable to all departments and multi-disciplinary teams. Accredited by Chartered Institute of Ergonomics & Human Factors, you'll take part in interactive actitvities and leave with practical tools to take away. Registration
  12. Event
    This is a global online event from the Royal College of Surgeons of Edinburgh, relevant to all who work in healthcare, with a focus on the role of the surgical team in delivering care. Everyone is invited to register for this free online event. The participants will be encouraged to use a smartphone or another second screen to actively participate and answer questions. This event will be delivered on Zoom – questions can be submitted, and the use of the chat room is encouraged. Registered participants will get a copy of the webinar recording, slides, questions and answers, chat room, Menti results and a Spotify playlist. The conference panel is formed of a diverse group of experts with a range of skills in healthcare, surgery, education, business, leadership, coaching, training, human factors, and situational awareness. They have experience working with high performance teams, global industries, firefighters, aircrews, and fighter pilots in theatres of operation, cockpits, and on oil rigs. All have worked in high performance teams and understand the critical importance of listening and communication. The conference is headlined by the global leader, Bob Chapman, CEO of Barry-Wehmiller and co-author of the bestselling book; ‘Everybody Matters – the extraordinary power of caring for your people like family’. Further information and registration
  13. Content Article
    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. Their testimonies indicate the salience of kindness and attentiveness combined with efficiency and competence. Finally, the context for a culture of openness and for patient-centred services will be presented, alongside the development of a culture change programme which is being used in 70 Trusts in England. Significant and unacceptable variations in the availability of high quality care and in staff wellbeing persist across the NHS and social care, exemplified by very different COVID-19 experiences across the sector. How far does this kind of research on culture and these kinds of programme interventions help us to gain whole system traction in this important area of laying the conditions for reliably compassionate patient care? How can positive cultures and new working practices that have developed during the COVID-19 pandemic be sustained?
  14. Content Article
    In this short video, Dr Donna Prosser discusses these questions below. 1. Healthcare workers are under extreme stress these days as they deal with the COVID-19 pandemic. Can you share some insight about what they are dealing with right now? What are you hearing from the frontline? 2. What are some tips that hospitals can employ to mitigate some of this stress? 3. What are some ways that healthcare workers can better support each other at this time?
  15. News Article
    One in three trainee doctors in Australia have experienced or witnessed bullying, harassment or discrimination in the past 12 months, but just a third have reported it. That's according to a national survey of almost 10,000 trainee doctors released today by the Australian Health Practitioner Regulation Agency (AHPRA). The results of the survey, co-developed by the Medical Board of Australia (MBA), send a "loud message" about bullying and harassment to those in the medical profession, said MBA chair Anne Tonkin. "It is incumbent on all of us to heed it," Dr Tonkin said. "We must do this if we are serious about improving the culture of medicine." "Bullying, harassment and discrimination are not good for patient safety, constructive learning or the culture of medicine," Dr Tonkin continued. "We must all redouble our efforts to strengthen professional behaviour and deal effectively with unacceptable behaviour." Read full story Source: ABC News, 10 February 2020