Editorial

Gourlay, Robin

doi:10.1108/ijhcqa.2001.06214gaa.001

Cited by 1 publication

(1 citation statement)

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“…A second way to address barriers is to ensure that a useful feedback system is in place, pinpointing areas of difficulty and approximations to a service's objectives. A number of feedback systems exist, as summarised by Gourlay (2000), but we are not aware of one that is based on a systematic formulation by the staff and managers concerned. Such a formulation defines the problem, offers an explanation for its existence, and indicates possible corrective actions.…”

Section: Introductionmentioning

confidence: 99%

Formulation and feedback: an illustration of two methods for improving access to effective therapies

Milne

Hanner²,

Woodward³

et al. 2004

International Journal of Health Care Quality Assurance

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It is now recognised that therapists require career-long training in order to maintain and improve their expertise. However, training will fail to improve services to clients unless the work environment supports staff in its use. Although this "training transfer" problem is widely acknowledged, to the authors' knowledge the way that the work environment influences clients' access to effective therapies has not been subjected to a detailed and systematic formulation. Therefore, this small study illustrates a suitable formulation, based on the training received by a group of National Health Service (NHS) staff in "psychosocial interventions", and proposes its use as a "feedback fascia" to managers and others. To do this, structured interviews were held with a self-selected sample of n = 20 therapists (mostly nurses) and all of their managers (n = 11) in one NHS Trust. The results indicated an impressive degree of training transfer. It is concluded that staff training can improve clients' access to effective treatments, but that significant organisational support for innovation is required. A feedback fascia can guide such support.

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Section: Introductionmentioning

confidence: 99%