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This short 2 minute video testimonial is from a Doctor of Emergency Medicine reflecting on how she has seen the significant benefits of Atrainability Human Factors training

 

 

Atrainability Blog

Here we share some thoughts, insights and ideas related to Human Factors Training

You don't have to put up with it.

We recently ran a successful Open Course in Birmingham and the mix of participants that attended all shared their Human Factors challenges; which included typical problems such as not cross-checking adequately and some good situation awareness stories.

The best part about our Open Courses is that we get a good combination of people attending; recently we've had a room of blood bank teams, Ophthalmic surgery teams, Junior Doctors and Occupational Therapists - to name a few! All from different healthcare providers; travelling to our classes, openly sharing their experiences without fear of judgement and leaving with new found confidence and solutions that they can implement as individuals and within their teams.

For us as trainers, it's always interesting to have open discussions about the difficulties different individuals and teams are facing, but the reason we keep doing this is because we can see the changes in people after our training. 

For some, it's in the class; we call this 'the light-bulb moment' (more on this here) and for others it's a few days later, when they get in touch to tell us they just avoided an error because of our training techniques or they've found their confidence in speaking up to the staff member they were having communication issues with.


You may find it comforting to know that there are always similarities in each story, which is how we know we can help you.

Typical problems include: communication issues, dealing with difficult behaviours, poor attitude, situational awareness, briefing and debriefing effectively, stress and time management, poor leadership, hierarchy barriers, lack of feedback and confidence. All amount to how to learn from inevitable errors and successes without unnecessary blame.


So whatever challenge you are facing, know that there is a solution. Don't keep putting up with it, talk to us today about our next Open Course.

There's still time to book a last minute space on our London Open Courses next week and we're also taking bookings for London in February 2016. You can book a space for either of these through our website here or alternatively email us or call Trevor on 01483 272987 and we can discuss how we can help you further.


We look forward to hearing from you.

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Who is the best person to train you – a colleague or an external ‘expert’?

This is an interesting question and is of course quite complex with a multitude of variables to consider. If it is a purely technical or clinical matter then I believe another similarly qualified expert with knowledge of the issues and techniques is generally preferable. However I believe that when it comes to Human Factors (non-technical, non-clinical, non-medical) concepts there is an argument that says an outside 'fresh pair of eyes' can have a significant advantage.

I can understand why you may disagree with this statement. How can someone who hasn't done the job themselves possibly have any in depth understanding of the pressures, stresses and nuances of your decision making? How could they, an outsider, achieve that essential experience gained through days/weeks/ years of hard graft?

Let me confess that in my 'old' life as a pilot in a major airline, we chose to go down the 'peer' training route. However it must be said that I now believe this meant we had to learn the lessons from scratch and went down a few unhelpful blind alleys. One was failing to grasp, for some years, that describing technical and non-technical skills as being separate was erroneous and unhelpful. What woke me up was when one of our senior managers said "it was such a high-workload that we didn't have time for any of that 'Human Factors stuff'! This demonstrated a complete misunderstanding that human cognitive and social skills are present at all times and are an integral part of all performance as an individual and team member. It wasn't his fault, it was ours.

Fast forward 25 years later and Human Factors is completely embedded in aviation – ask my son who is 6 years into his commercial aviation career.

As peer instructors we also had to blend training and debriefing of Human Factors non-technical skills into our colleagues 'technical' training. This proved a hard obstacle. It is acknowledged that the optimum method of encouraging behaviour change is by facilitation – helping students and peers to find their own solutions. This style of facilitative training and coaching was alien to aviation 'instructors' who were used to telling people what to do and how to do it.With behaviour change this rarely works, consider interaction with teenagers!

People have got to want to make changes and have to truly understand how and why. Many instructors focus on the technical problem and/or focus on blame and this can mean they often struggle to see the underlying Human Factors issue beneath, such as communication, hierarchy, or overload.

Now we come all the way back to the advantages of an outsider expert. There is no in-house hierarchy barrier. The outsider expert doesn't know the technical, clinical, medical issues in depth and hence don't get confused, or distracted by them. Another advantage is that they also bring with them a wide diversity of experience from other health and social care provider sites and teams. Finally, an outsider expert can also easily observe and debrief on the human factors issues and ask those awkward but telling questions about team interaction which can help facilitate learning and positive change quicker.

Understanding the concepts, the routes to normal error making and the ways in which human factors training can and does genuinely improve all human behaviours is what we can help you achieve.

We'd like to hear your thoughts and experiences. Please let us know.

Trevor Dale

Tweet @atrainability

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Why we need to be more serious about acknowledging human limitations. (Guest blogger)

Hello, I'm David Wood – Associate Director of Safe Services at Cheshire and Wirral Partnership NHS Foundation Trust (CWP).

As a provider of Mental Health and Physical Health Community Services, healthcare of the types we deliver are essentially based on face-to-face human encounters; which are relatively low technology.This means that the people who deliver our services regularly manage risk autonomously and in environments which are anything but controlled.Now that's a challenge!

My working environment, on the other hand, is much more controlled (even if my day-to-day work is less so).Recently I found myself making a number of ill judgements which, whilst they did not cause any harm, troubled me greatly as I could not rationalise why; in effect, I had "lost control".Only days later, after attending an NHS Leadership Academy event, did I realise I needed to apply a degree of self compassion and accept that it was the pressured situation I was in; which included being distracted by factors at home, that compromised my decision making and my performance (having exacting standards and expectations of myself does not help, as anyone who works with me will tell you!).None of us has an internal switch; we bring our whole selves to work.

So, Human Factors are exacerbated by high pressure situations and mental workload, where we are all fallible.My learning was that to mitigate potential adverse impacts of this, you need to be self-aware. If you have distractions, in your work or home life (or both) even if you think you have "parked them", consider yourself at a greater risk of making a mistake. There are some tactical steps you can take; why not read Implementing human factors in healthcare for some tips.

The important thing to acknowledge here, as in my situation, is that the vast majority of people do not act with the intention to make a mistake, to cause harm, or not wanting to do the right thing – quite the contrary.The hazards that apply in working in either controlled environments or not, are making decisions in dynamic and intense situations.In a complex working environment like health, this problem is not going away!

There needs to be a coherent plan (to embed Human Factors training) underpinned by, as we'd argue in CWP, a long-term patient safety cultural campaign; in order to develop a positive patient safety culture.Both these things require high level leadership.We invested in our very own campaign called #CWPZeroHarm, to tackle unwarranted variation and improve reliability; supported by cultural change to empower us to put patient safety, clinical excellence and patient-centred care at the heart of all we do.The campaign promotes the idea that everyone, before they act, should "Stop, Think, Listen".These same principles of "stopping", "thinking" and "listening" happen to be one way of looking at mitigating the potential adverse impacts of Human Factors.

Part of our investment was in Human Factors training from the Board to those providing direct care.We have also recently invested in our own simulation suite, which will include mock-ups of care settings like people's own homes, to predict "what could go wrong". We have done this as we know simulation is highly effective in creating learned responses to situations, where pressure may affect a person's ability to think as clearly as they normally would. Key to this is training as teams wherever possible - Human Factors based team working is essential to promote safer care.

We have achieved many other things by applying Human Factors principles and practices.In the main these have come from the pledges made by what we call our Human Factors "culture carriers" – people who attended Human Factors awareness sessions and pledged to implement changes in their workplace.Examples include simple changes such as implementation of briefing, debriefing and safety case reviews; through to more ambitious changes such as enhancing clinical audits and reflective review processes, to capture the impact of Human Factors practices and therefore demonstrably improve safety in a number of critical areas - for example reducing the incidence of physical restraint by well over 50% and on a sustained basis.

Why do we need to be more serious about acknowledging human limitations? Well, when decision making is compromised this can significantly impact on the quality of care, clinical outcomes and potentially cause harm to both people who access and deliver healthcare.This all increases costs.This is where Human Factors offers ways to minimise and mitigate human limitations, and so reducing error and its consequences.

Healthcare has a lot to learn from systems which promote safety in high reliability industries like the aviation and nuclear industries.I'd like to see a system-wide adoption of Human Factors concepts to empower the whole care system. I was therefore pleased to be a consultee of Health Education England in exploring how Human Factors practices and principles can be included in the curricula and training frameworks for health professionals.This resulted in what I think is a milestone publication Improving Patient Safety Through Education and Training.

I will be working again with HEE's "Learning to be safer" programme on 14 July (2016) to develop plans to implement the Commission on Education and Training, for Patient Safety's twelve far-reaching recommendations, on improving patient safety through education and training.I hope that the key output will be tactical steps to ensure that Human Factors is not something that's standalone, rather it's something "we all do around here", as part of the design of processes, jobs and training.

The HEE cannot do this alone; all of us, no matter what level we are in the system need to commit to embedding an understanding of Human Factors.

We're in this together.Human Factors awareness has improved, but more needs to be done to make it our everyday business in delivering reliably safe healthcare.Good luck on your Human Factors journey!


Tweet @DavidWood_CWP #CWPZeroHarm #ATRblog


About our guest blogger:

David Wood is currently Associate Director of Safe Services at Cheshire and Wirral Partnership NHS Foundation Trust.His role is to lead the Trust strategically in relation to a portfolio of clinical and corporate governance, compliance, assurance and regulation which effectively contributes to the Trust's delivery of safe services.

He graduated from Keele University with a first degree in Biomedical Sciences and his career since has spanned 15 years during which time he has been employed in many diverse areas within the NHS, substantially in senior clinical governance lead roles (including North Staffordshire, Cambridgeshire, Cheshire/ Wirral) within mental health and learning disability services, primary care and community physical health services.

David has professional interests in strategic approaches to healthcare quality, and more recently professional practice including leadership, development and change as part of his Master of Science degree in Professional Studies.His dissertation was on early warning and pre-emptive systems to improve the safety of patients and reduce avoidable harm, graduating from the University of Chester in 2013 with a distinction.

David has a demonstrable track record in clinical quality and governance with extensive experience of quality improvement and change through strategy development and implementation.He was a former longstanding member of the Department of Health hosted National Audit Governance Group, is a professional reviewer of the standards of inpatient mental healthcare through the Royal College of Psychiatrists' Accreditation for Inpatient Mental Health Services initiative, and a regular Healthcare Quality Improvement Partnership consultee. David has recently become a director of assurance representative on the NHS Providers Quality Reference Group.



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How compassionate care can reduce mistakes.

One of the questions we ask on many of our courses is "who is in your team?"

It is always fascinating to see how long it is before someone mentions the patient or service user in amongst all the doctors, nurses, porters, ODP's, managers, HCA's, therapists, allied healthcare professionals etc.

On one memorable occasion with a roomful of a particular group of specialist surgeons (no clues) the mere suggestion that the patient could be part of the 'team' was like a grenade going off. "They are the task, how can they be part of the team?"

My next question was "Could the patient save you making a mistake?"

"Yes of course" came the reply.

It is obvious. If you treat people like a task, you might inhibit them speaking up and potentially stopping calamity happening – wrong leg etc (there's a clue!). Compassion, empathy and demonstrating a genuine interest of the patients main concerns will reduce stress and empower your patients to have their voices heard.

During our time working with the Medical Protection Society we learned that there is compelling evidence that the initial interaction between medical professional and patient affects the willingness to complain and sue if things subsequently go wrong. If they feel valued and listened to, they are more likely too forgive, and vice versa.

"Empowered patients can communicate changes and observations that can make a real difference in their medical care…many times patients are intimidated, or sometimes bewildered, by the medical world around them. Also, it can be hard to speak up if the doctor or nurse is perceived to be rushed and ready to move on to the next patient." - Elizabeth Cohen, CNN senior medical correspondent and author of The Empowered Patient

The book 'If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently' by Fred Lee also makes interesting reading. Describing staff at Disney theme parks as 'actors' is in fact exactly what we would expect a 'professional' healthcare worker to do. We all adopt a cloak of professionalism at work don't we? Well, clearly some do better than others, judging by the evidence about abusive and inappropriate behaviour we hear about."Patients judge their experience by the way they are treated as a person, not by the way they are treated for their disease."

It's also well acknowledged that patients recover quicker if they feel cared about. If bed blocking is as much of a problem as it is reported; then anything that can be done which helps patients to recover, have a positive experience and get home again fast, has got to be worked on.

Treating patients like numbers – "go check the BP on bed 5" is entirely different to "pop along to Mrs Smith in bed 5 and check her BP".

It's clear that many providers are becoming more aware of compassionate care, and implementing training to help staff achieve this. Many staff may feel that this is something they do every day naturally; caring for people after all, was perhaps one of the main reasons for choosing their profession, but it is easy to become complacent.

I was recently admitted to a private provider where everyone who came into my room started with "Hello my name is .." However it was quite clear that because every single person used exactly the same form of words it had all the sincerity of concrete. Why couldn't one of them at least say something like "Hi Mr Dale, I'm Bill .."

You can reduce error by treating your patients as part of the team. However it is important that compassion, empathy and a genuine interest come across as sincere.

We have developed "The Keys from Courtesy to Compassion" course which covers the aspects of helping staff deliver compassionate care on a regular basis and it is clear that some places would benefit from it.

Here is a testimonial from one of our recent clients:

"Atrainability was wonderful to work with. They took our needs for instilling 'Disney' values into healthcare, and they worked closely with us to develop and deliver an enjoyable training session for our senior midwifery leadership team. The team enjoyed the fresh concepts and attuning these to their daily practice." - Amy Maclean, Head of Patient Experience at Birmingham Women's NHS Foundation Trust

"Thank you for helping us…and giving us some really useful strategies to complete our journey and make our business all about people." – Helen Young, Director of Nursing & Midwifery at Birmingham Women's NHS Foundation Trust.

To enquire about this course, click here to contact us for further information.

Trevor

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Sharing the Learning

I had never really thought about situational awareness in the past. I'm a pharmacist myself. I know that I've made mistakes. None of my mistakes have been life threatening; in fact, they've probably been near-misses, but this (course) made me think about how situational awareness affects the way we do things- Julie Jones, Birmingham Healthcare NHS Trust

Atrainability has provided Human Factors training for over 14 years and during that time our team has spoken to lots of people at various stages in their career, and across a range of different disciplines.

We've always been grateful when participants are open about sharing their learning experiences with us. One thing that seems to occur often is that during or shortly after the training sessions there is a moment of clarity when dots are joined and suddenly that person understands how and why those near-misses happened and more importantly what they can do to avoid future errors. There are many stories we could share, but here are a couple :

I was talking about having compassion for patients as well as colleagues on a course recently, and a Dental Surgeon who was attending said: "Quite a lot of patients are just awkward with unrealistic expectations" he went on to say that he'd received a significant number of complaints and some claims. I asked him if this was just something which he encountered or did his colleagues also find the same? After the course, he thanked me and said that moment had made him realise he was perhaps playing a part in the problems he was experiencing, and he would be more aware of his communications with both patients and colleagues when he returned to work. – Trevor Dale

During the coffee break of a course I was running an F2 Doctor approached to thank me, and explained the Situational Awareness module was a light bulb moment for her. During a night shift, she had a difficult hand-over at a time of high workload. The nurse had handed over a patient with a verbal description of a dosage of a respiratory drug, there was a mistake made but the Doctor was clear of the dosage in her mind. The Doctor was working very hard and so did not acknowledge the dosage handover to the nurse. She told me she now understands why she did not read back the instruction. She was stressed and her speech had been degraded due to an overload of information. Although she was cleared of any wrongdoing, she was troubled why she made the mistake. The Doctor was delighted to understand that her mistake was just an indication of her human fallibility; not incompetence, and that now she felt she had the tools to help her avoid repeating that error. – Matt Lindley


As you may be aware, Atrainability has been running Human Factors Open Courses this year at key locations in England. We can't promise Light bulb moments for all, but we can promise a course which will help you find solutions and gain a greater awareness of how you and your teams' behaviour, communication, leadership and briefing and debriefing skills can improve outcomes for everyone. 

If you can't make the dates listed on our Open Course page, or if we haven't announced new dates yet, do get in touch to discuss how our bespoke in-house courses can help your team. 


Trevor

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The Remarkable Truth about 'People Stuff'

​If you ask the question "What makes a difference to your every working day?" and other than the weather, your IT systems and somewhere to park your car, you begin to realise that everything else is about PEOPLE.

So if 'people stuff' has the most impact on your performance, how can we ignore it? Human Factors may be considered a 'buzz word' for some, but the fact is; it's an unavoidable part of everyday life. If you gain an understanding of why colleagues and patients behave the way they do and understand why some communications turn out to be 'Chinese whispers' you can also gain insight into why some of your processes are failing and what you can do to avoid repeating mistakes. This is why Human Factors is so important.

I recently had a morning session with the board of an NHS Mental Health Trust, where they have been fortunate to apply for and gain funding for a coherent training programme to embed Human Factors principles in their organisation.

Virtually all of the Board were completely unaware of the term 'Human Factors', what it meant and of course how important it is to ensure the safe, effective, efficient performance of their Trust.

There are still many organisations that are seemly unaware of the crucial importance of factors that affect their Front Line staff and in fact everyone in the organisation. Notwithstanding the publication of the HF Concordat ( link -  https://www.england.nhs.uk/wp-content/uploads/2013/11/nqb-hum-fact-concord.pdf ) in 2013.

We have helped a number of NHS and private healthcare providers improve their performance and the CQC positively encourages Human Factors initiatives. We are very keen to come and help your organisation be it already successful or indeed in need of some improvement or help. All of our work is bespoke and our experience stretches all the way across the entire health and social care spectrum from acute through to community and primary care.

Don't ignore your 'People Stuff'. People are the lifeblood of your organisation.

Trevor

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More of the same? Don’t limit yourself

​The New Year: a time of self-analysis; looking back and looking ahead. 'New Year, New You' is an overused line that you will probably see almost everywhere.

So here's our piece of advice. Let's look beyond ourselves and reflect on your teams work environment too.

If we concentrate on our model of Whirlwind Debriefing – what is one thing we do well? What is one thing we could do more of or indeed less of ?

In general it is accepted that few of us emphasise our successes and share what we do well. Let's try and change to doing that.

That doesn't work for us

In aviation it is mandatory to have an in depth initial course with each new company that a crew member joins and by international law it must be refresher trained and assessed 2 or 3 times a year. Even then our human frailty and fallibility is still susceptible to error.

Human Factors training is about transforming behaviour to create safer more efficient staff. You cannot completely error-proof the human but you can provide the right training and support to give them the best chance to get it right and be safe under quite trying and stressful conditions.

This can't always be achieved in one brief intervention. In order to see noticeable effects your team should be allowed the time to fully digest the learning points from the training sessions and attend refresher sessions so that they can begin to embrace a new way of thinking.

Make achievable targets

Do you want your team to be part of the solution? We don't need to tell you that motivation is one of the first steps to making positive changes.

If you're struggling to make a New Year's resolution that's achievable for you and your team, here are a few suggestions:

This year we will:

  • Gain the confidence to raise issues
  • Be more motivated and effective
  • Find long term solutions to recurring issues and everyday challenges

Once you've decided on your resolution, we can help you stick to it.

Start your team on the journey to a successful New Year...

We offer help for individuals and small teams in the form of Open Courses click here to visit the page on our website. We can also provide training and support for departments and larger teams click here.

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Safer Solutions that support staff relationships

​One of the most popular subjects when we talk about Human Factors is the understanding of behaviour and personality types. The differences in how individuals react and see things especially in high stress, high risk situations can result in a strong team but sometimes they can cause misunderstandings or communication errors.

The relationship between team members is an important one. If individuals feel secure and supported within the team it will promote better communication and reporting long term.

" The importance of everybody having a say in safety situations and feeling able to speak up "
 - Mr Andrew Aldridge (BMI Eastbourne, June 2015)

" We have the right to make mistakes and learn from them "
- Erica Rapaport (SAS Ipswich, November 2015)

We regularly receive feedback from course participants which highlight how our training helped them to go back to work and find solutions to what seemed insurmountable problems.

Understand the facts

Understanding Human Factors principles better will help you recognise the facts underlying human behaviours and stresses. This includes identifying stress in yourself and others and using techniques to remain calm in stressful situations; enabling you to be more aware of your own behaviour and see other persons point of view.

Put aside hierarchical barriers

Intimidation and fear of reporting errors can lead to recurring problems. Human Factors training can equip you with the ability to cut through whichever side of the hierarchical barrier you are on. This will help your team to maintain a focus on safe, compassionate care for colleagues, patients and relatives, which is the upmost priority.

Don't skip on the briefing and debriefing

We can't stress the importance of these enough. Briefings and debriefings will ensure better communication between staff, more detailed handovers and give staff the support and confidence to raise issues, which will help to reduce unnecessary errors. Furthermore debriefings are a simple, often underutilised aspect of learning from success and near-misses. Our training will provide you with the skills to ensure you create the opportunity to maximise team-working during this time.

Promote learning, avoid inappropriate blame and make your team more effective

Communication and behaviour can be an ongoing challenge. Our Human Factors Open Courses are the perfect introduction for both front line staff and managers who want to improve communication, enhance performance and increase safety. Discounts are available for early bird bookings. 

If you can't make the dates listed on our Open Course page, or if we haven't announced new dates yet, do get in touch to discuss how our bespoke in-house courses can help your team.

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How can we help minimise errors in Child Protection?

​What does safeguarding have in common with flying Boeing 747s? Well in terms of why things go wrong, perhaps more than most people realise.

No matter what walk of life you work within, human fallibility interferes. A brief examination of many serious case reviews shows comments about missed signs of abuse, missed opportunities to intervene. The recent SCR into Levi-Blu Cassin refers to serious failings and 'professional optimism' http://www.bbc.co.uk/news/uk-england-birmingham-34416644 . Professor Eileen Munro in her report subtitled 'A child-centred system' published in May 2011 wrote "errors and mistakes should be accepted as to some degree inevitable and to be expected, given the complexity of the task and work environment."

Of course it is never quite so easy to spot things when perpetrators are concealing the harm. Consider Baby P where his Mother concealed his facial bruising under chocolate. Furthermore the paediatrician who examined him before his death had not been told he was on a child protection plan. This was an apparently simple communication error that had immense consequences because she was not aware of the background.

Very few of us work with colleagues who intend harm, but error is rife. Much of it is due to our being asked to work in ways which we are simply not designed for, such as extreme workload, interruptions and distractions. Also this case as I write http://www.bbc.co.uk/news/uk-england-somerset-34547660 demonstrates the importance of shared information to build Situation Awareness. The police failed to pass on vital information that the father had a relevant record of domestic abuse. Situation Awareness is a crucial concept referring to the 'mental model' we all have of what we are expecting now and what happens next. When this conflicts with what we see and experience there is clearly a problem.

There is a potential danger sign anytime you hear yourself or others say "Oh, I thought this or that was what we are doing" or perhaps "I am seeing this and you are not". There are classic signs that Situation Awareness is being lost, such as conflict between 2 sources of information. However to simply blame 'being human' is not good enough for the professional. To us it is incumbent to recognise how and why we all make mistakes and adopt methods that help keep us, our colleagues and our clients safe.

These non-technical skills are well understood and can be trained and coached. They encompass social skills such as Leadership, Followership, Cooperation and Management of others and cognitive skills of Situation Awareness and Decision making.

The culture is also riddled with blame, but what does it achieve? High reliability organisations recognize blame is mostly inappropriate and counter-productive. If it drives near-miss and error reporting underground it is useless.

The frontline teams know where the barriers to safety are, which procedures are not fit for purpose and where communication blocks occur. Their reports should be welcomed, responded to and acted upon. This is how commercial aviation has become safer and it can be adapted to safeguarding. Atrainability offers training solutions to address these issues.

Trevor Dale, Atrainability


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Guest — Angela cassin
I am Levi-blus Nan and I have just read your blog. Firstly the police never failed to pass on information it was never requested, ... Read More
Monday, 10 October 2016 20:37
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Human Factors – no longer an option

​The publication in September 2015 of the National Safety Standards in Invasive Procedures is a major positive move. http://www.england.nhs.uk/2015/09/07/natssips/

Dr Mike Durkin, NHS England Director of Patient Safety, said: "This is the first time that national safety standards have been set and endorsed by all relevant professional bodies". These include the royal colleges, the Care Quality Commission, the Nursing and Midwifery Council, the General Medical Council, Monitor, the Trust Development Agency, and Health Education England.

Dr William Harrop-Griffiths, Consultant Anaesthetist at Imperial College Healthcare NHS Trust and chair of the group that developed the standards, said: "The NatSSIPs contain 13 key standards which cover all aspects of the patient journey throughout an invasive procedure, ensuring safety checks are performed by the team providing care at every critical step in the pathway."

"However, this work is not just about establishing a network of safety checks. It is about ensuring that safe care standards are harmonised both within and between hospitals, and that learning from the development of local standards based on these national standards is shared by all."

Now good Human Factors practice is no longer an option.

Indeed the GMC has recently run its own online discussion document focussing on Human Factors which will undoubtedly have a bearing on future accepted practice.

There is nothing new here, but just giving it the official stamp of approval makes a huge difference, especially by all the professional bodies. This is fantastic news and a real step change, at last. Now comes the challenge of how to ensure such good practice is adopted effectively, not just lip service.

Classroom teaching to raise awareness and understanding of Human Factors is the starting point as used to great effect in other high-risk, but resilient professions like aviation, but how do we embed the learning long term? E-learning certainly has its place in supporting and cementing knowledge, but is unlikely to create behavioural change in isolation.

By and large people learn through experience, through being able to put theories and practical tools into practice day to day, and the culture of an organisation has to support that learning.

The major point is that people have to want to change the way they do things. Coaching and mentoring can certainly help. Those organisations that have invested in training and role-modelling from the top have achieved high performance that has sustained. They are beacons for effective care.

These new standards are currently aimed at invasive procedures, but it cannot be long before all of Health and Social Care formally recognises the critical importance of safer working behaviours.

Atrainability have been a leading provider of Human Factors Solutions to the healthcare industry for well over a decade, with over 100 years of training experience in our delivery team across a range of safety critical/high performance industries. Many NHS Trusts and private providers have already recognised this and to we have trained thousands of professionals across the UK.

Atrainability offer a range of training and coaching options

  • Trust-wide programmes that are designed to cover all departments and embed safety Champions and train the front-line teams and individuals. This aspect also covers leadership specialised courses and Master-classes and supportive coaching
  • Train the Champion courses, minimum two days, ideally three or more. They offer an in-depth understanding of Human Factors principles and the tools and skills that help the front line teams to work safe. The by-product is sufficient understanding to look into Root Cause Analysis to see beyond what people did but to look into why
  • Human factors awareness modules for front line teams that can be delivered throughout the year in modular design
  • Supportive work-place coaching to cement the knowledge and skill.

As many of you know psychopaths are thankfully rare in health and social care but human fallibility is a given. Long term safety enhancements come from knowledge and demonstrable skills. We are here and ready to help.

Trevor Dale.

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