Simulation in the executive suite: lessons learned for building patient safety leadership

January 27, 2016

Source:  Simulation in Healthcare 10/6 pp. 372-377

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Date of publication:  December 2015

Publication type:  Journal article

In a nutshell: This article examines the impact of simulation in building strategic leadership competencies for patient safety and quality among executive leaders in health care organizations. This study illustrates the potential value of simulation as a mechanism for learning and strategy development for executive leaders grappling with patient safety issues. Future research should explore the cognitive or functional fidelity of organizational simulations and the use of custom scenarios for strategic planning.

Length of publication:  6 pages

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A strategy to maintain safety in clinical incidents

October 29, 2014

Source:  Nursing Times 2/110 (34-35) pp.16-8.

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Date of publication:  August 2014

Publication type:  News item

In a nutshell:  Team leaders in the NHS are often in a position where they have to manage and control a clinical situation. They can also be actively involved in delivering patient care because of low staffing levels or inappropriate skill mixes, which can lead to the potential for loss of situational awareness and risk to patient and staff safety. “Inner and outer circles” is an approach that could reduce risks and increase patient safety. It is used in pre-hospital and industrial environments and could be adapted to suit inpatient and other settings.

Length of Publication:  3 pages

Some important notes: Please contact your local NHS Library for the full text of the article. Follow this link to find your local NHS Library


Pursuing Zero – a winning approach to safety

June 25, 2014

Source:  The Health Foundation

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Date of publication:  May 2014

Publication type:  News item

In a nutshell: In May, a team from Great Ormond Street Hospital Foundation Trust was named Berwick Patient Safety Team of the Year at the BMJ Awards. The team have helped the Trust to develop a culture where every member of staff focuses on the importance of providing safe, high quality care for children. The ‘Zero harm, no waits, no waste’ programme was established by Great Ormond Street Hospital (GOSH) seven years ago, with the aim of eliminating all harm to children in their care. The programme aims to embed a culture of improvement and safety throughout the organisation and key to this has been developing strong leadership for change. Throughout the programme the team has also made a point of involving patients and carers.

Length of Publication:  1 web page


Nurse leadership and patient safety

August 31, 2012

Source: BMJ News and Articles

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Date of publication: August 2012

Publication type:  News item

In a nutshell:  After increasing concern about the quality of patient care in the NHS, the UK government has called for improved nurse leadership and ward management. The Royal College of Nursing’s response higlighted the experience ward sisters already have which can provide expert leadership to the team, and that they should be equipped to supervise and develop the wider workforce. This response highlights the point that safer care for patients for more local ownership of local problems and the need for effective leadership at all levels of the organisation, rather than shows statements from government .

Some important notes:  This article is available in full text to all NHS Staff using Athens, for more information about accessing full text follow this link to find your local NHS Library