Quality improvement
Developing cultural change in healthcare
If we are to continue improving healthcare services, then developing cultural change in healthcare is crucial, says quality improvement consultant, Dawn Stott. The former CEO of the Association for Perioperative Practice (AfPP) outlines the key steps to developing a programme of change.
Improving the quality of care, reducing medical errors, and ultimately enhancing patient outcomes is essential for the future. Transforming the culture within healthcare organisations requires a comprehensive approach that involves leadership commitment, employee engagement, continuous education, and a focus on patient-centred care. There have been many incidents in healthcare
that have led to employees feeling less than empowered and frightened to speak up and speak out. Ongoing scandals and behaviours will forever challenge all of those who work within the healthcare environment, particularly if cultural issues are not addressed. Working towards cultural change in healthcare will take time and persistence. It involves not only implementing new policies and procedures, but also changing mindsets and behaviours. Consistent effort, leadership support and a commitment to patient safety will be key to your success, no matter who you are or at what level you work. It will take a sensitive and pragmatic, evidence-based approach to challenge culture and practice within any speciality. Corporate culture and corporate memory are manifested in how decisions are made and the results of those decisions i.e., the actions taken to support better outcomes. It is also about how we engage with individuals to encourage them to give of their best, support best practice and not be maligned for speaking up if things are not as they should be. Across the healthcare sector, organisations will endeavour to provide a safe and sustainable service that improves outcomes for patients and their families. To develop a programme of change the following steps may support you to achieve good solutions: l Leadership commitment l Engage Leaders: gain commitment from top-level executives, administrators, and department heads. Leaders must champion the cultural change and lead by example. The enormity of this
may seem daunting; however, it is achievable if you have a structured plan and a strong vision. It takes one person to stand out in the crowd to ensure they have followers. There is a great video on YouTube that shows how important followers are to anyone in a leadership position:
www.youtube.com/ watch?v=fW8amMCVAJQ&t=11s
l Assessment and Awareness l Assess Current Culture: carry out a thorough assessment of the current organisational culture. Identify areas that need improvement, especially related to patient safety. (Please see paragraph below about cultural assessment).
l Awareness Building: raise awareness about the importance of patient safety and its impact on overall healthcare quality among all staff members and the patients they support.
l Define Cultural Values l Establish Core Values: define and communicate core values relating to patient safety, such as transparency, open
communication, accountability, and a commitment to continuous improvement.
l Communication and Training l Training Programmes: develop comprehensive training programmes for health teams at all levels. This should include training on patient safety, communication skills, teamwork, and conflict resolution.
l Effective Communication: Promote open and effective communication among healthcare teams. Encourage staff to voice concerns and report errors without fear of reprisal. This isn’t about putting your colleagues into the spotlight if they are underperforming, it is about improving standards and reducing blame.
l Patient-centred Care: l Patient Involvement: involve patients in their decisions, making them active partners in the healthcare process.
l Empathy and Compassion: emphasise empathy and compassion in patient interactions. Practitioners should understand and respect the unique needs and preferences of each patient.
January 2024 I
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