Doctors' vision for change in the NHS

"Despite a growing need for care to be integrated around the needs of patients, doctors are prevented from providing joined-up care by bureaucratic barriers, communication gaps and competing organisational priorities. Working in silos is bad for patients and doctors. Removing obstacles to collaboration can help reduce doctors’ workloads and the unnecessary waste of time and resources."

Caring, supportive, collaborative: Doctors' vision for change in the NHS
BMA
2019

Read more here.

Continuous improvement of patient safety

"This report makes the case for changing the way patient safety is approached in the NHS. It argues that change is needed in: how safety is understood, because current approaches to measurement don’t provide the full picture; how safety is improved, because existing approaches alone will not address the most intractable problems; how risk is perceived, because comfort-seeking behaviours will not create a genuine culture of learning."

Continuous improvement of patient safety: The case for change in the NHS
J Illingworth
Health Foundation
November 2015

Read more here.

The responsibility of NHS leaders to deliver better value healthcare

"There are in fact three definitions of value, which I like to call triple value. The first is allocative value, which asks whether we have allocated resources to different groups equitably and in a way that maximises value for the whole population. Then there is technical value, in which improving quality and safety of healthcare increases the value derived from resources allocated to a particular service. Finally, there is personalised value and this relates to ensuring decisions are based on conditions and values of individuals, including the value they place on good and bad outcomes."

A culture of stewardship: The responsibility of NHS leaders to deliver better value healthcare
Professor Sir Muir Gray
NHS Confederation
September 2015

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Barriers to improvement in the NHS

"Every day, teams within the NHS strive to make things better, but individual, organisational and system-wide barriers get in the way. This evidence scan compiles published research about the key barriers to improvement in the NHS."

What's getting in the way? Barriers to improvement in the NHS: Evidence scan no. 24
D de Silva
The Health Foundation
February 2015

Read more here.

Organizational culture change in U.S. hospitals

Leadership Saves Lives (LSL) is a novel longitudinal intervention study which looks at the process of promoting hospital organizational culture change.

Organizational culture change in U.S. hospitals: a mixed methods longitudinal intervention study
EL Linnander, AL Brewster, H Ting, HM Krumholz, EH Bradley
Implementation Science, 2015, 10:29

Read more here.

Leadership and development in health care

"The summary describes key messages from the review in relation to leadership at different levels of analysis: it includes a description of the leadership task and the most effective leadership behaviours at individual, team, board and national levels."

Leadership and development in health care: the evidence base
M West, K Armit, L Loewenthal, R Eckert, T West, A Lee
The King's Fund, Faculty of Medical Leadership, Center for Creative Leadership
February 2015

Read more here.

Researching organizational culture during health service redesign and change

"This paper makes a methodological contribution to the study of culture in health care organizations."

Patients-people-place: developing a framework for researching organizational culture during health service redesign and change
NK Gale, J Shapiro, HST McLeod, S Redwood, A Hewison
Implementation Science, 2014, 9:106

Read more here.

Culture and leadership in the NHS

"To instil cultures of compassionate care throughout NHS organisations, our health service should model collective leadership, where everyone takes responsibility for the success of the organisation as a whole, not just for their own jobs or work area."

Culture and leadership in the NHS: The King's Fund 2014 survey
The King's Fund
May 2014

Read more here.

Reducing harm to patients

"The example set by Virginia Mason illustrates that a bold ambition, set by an organisation’s leadership and communicated to all staff, has the potential to deliver tangible improvements in safety and the creation of a sustainable safety culture."

Reducing harm to patients
The Health Foundation
March 2014

Read more here.

Delivering integrated care and support

"The achievement of personal outcomes for individuals should be the focus of integrated care and support."

Delivering integrated care and support
A Petch
Institute for Research and Innovation in Social Services
February 2014

Read more here.

Healthcare technologies, quality improvement programs and hospital organizational culture in Canadian hospitals

"The usage of quality improvement programs is related to the ability to implement technology and the culture within a hospital."

Healthcare technologies, quality improvement programs and hospital organizational culture in Canadian hospitals
RK Tyagi, L Cook, J Olson, J Belohlav
BMC Health Services Research, 2013, 13:413

Read more here.

Measuring a caring culture in hospitals

"Characteristics of the instruments included in this review could provide useful input for the design of a reliable and valid instrument for measuring a caring culture in hospitals."

Measuring a caring culture in hospitals: a systematic review of instruments
G Hesselink, E Kuis, M Pijnenburg, H Wollersheim
BMJ Open, 2013, 3:e003416

Read more here.

Speech: The silent scandal of patient safety

This speech, delivered by The Rt Hon Jeremy Hunt MP on 21st June 2013, describes the issues with patient safety, and what the NHS needs to do to improve:

"Through better measurement and reporting of the extent of harm free care in our hospitals. But most of all, through by creating a new culture which engages and listens better to frontline staff so they help us to design systems that prioritise safety whatever the pressures."

Read the full speech here.

Improving value at hospitals through process management

"Using five case studies, the report demonstrates how process management techniques, which have been used successfully in other sectors, can improve health care outcomes and reduce costs in Canada."

Improving value at hospitals through process management
V Thomson, J Thomson
The Conference Board of Canada
March 2013

Read more here (free registration required).

Safety culture: What is it and how do we monitor and measure it?

"Safety culture tools provide an opportunity for staff to reflect on the things that are working well, that should be renewed or strengthened, as well as identifying areas for action."

Safety culture: What is it and how do we monitor and measure it?
The Health Foundation
March 2013

Read more here.

Safeguarding vulnerable people in the reformed NHS

"Organisations need to promote a culture where staff feel able to raise concerns and whistleblow without fear and that there is an understanding of the need for staff support to achieve effective outcomes for vulnerable people."

Safeguarding vulnerable people in the reformed NHS: accountability and assurance framework
NHS Commissioning Board
March 2013

Read more here.

Read a summary of this paper here.

Quality in the new health system

"The NHS needs to embrace a culture of open and honest cooperation where individuals and organisations are transparent about the quality of care being provided to patients, and the whole system works collaboratively to share information, address concerns and raise standards."

Quality in the new health system: maintaining and improving quality from April 2013
Department of Health
January 2013

How can leaders influence a safety culture?

"The systematic delivery of safe and reliable care requires a safety culture, continuous learning, and improvement."

How can leaders influence a safety culture?
M Leonard, A Frankel
The Health Foundation
May 2012

Read more here.

Does improving safety culture affect outcomes?

"This research scan examines whether improving safety culture has an impact on patient and staff outcomes."

Research scan: Does improving safety culture affect outcomes?
The Health Foundation
November 2011

Read more here.

Measuring safety culture

"Safety culture refers to the way patient safety is thought about and implemented within an organisation and the structures and processes in place to support this."


Measuring safety culture
The Health Foundation
February 2011

Read more here.