Re-thinking accountability: trust versus confidence in medical practice

Checkland, Kath

doi:10.1136/qhc.13.2.130

Cited by 11 publications

(17 citation statements)

References 13 publications

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“…16 Thus, while more robust CPD programmes might help to demonstrate trustworthiness, they might also damage trust. [17][18][19] Wilson agrees, suggesting:…”

Section: Improving Quality and Safetymentioning

confidence: 99%

“…Increasing surveillance risks demoralising and demotivating doctors and threatening compassion and professionalism. 17,25 Professionalism entails a commitment to medical knowledge and skill, to performing well for the benefit of others, to integrity, compassion, altruism, and continuous improvement. 26,27 The strength of professionalism lies in motivation.…”

Section: Demoralising and Demotivatingmentioning

confidence: 99%

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Ethics: Regular practice review: promised joy or naught but grief and pain?

Wallis

2014

J Prim Health Care

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“…16 Thus, while more robust CPD programmes might help to demonstrate trustworthiness, they might also damage trust. [17][18][19] Wilson agrees, suggesting:…”

Section: Improving Quality and Safetymentioning

confidence: 99%

Section: Demoralising and Demotivatingmentioning

confidence: 99%

Ethics: Regular practice review: promised joy or naught but grief and pain?

Wallis

2014

J Prim Health Care

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“…Or to put it another way, a balance between trust and accountability is required. 10 'With support, all practices should be required to demonstrate their ability or capability to meet at least minimum standards, while aiming for excellence.' 11 To provide the right environment for quality improvement a focus on quality across the total healthcare system is required.…”

Section: What Is Quality Improvement?mentioning

confidence: 99%

How do we improve quality in primary dental care?

Campbell

Tickle

2013

Br Dent J

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Quality improvement differs from quality assurance (which is retrospective in nature) in that it attempts to use a quality assessment cycle and focuses on the organisation or system of production as a whole. In this paper, the third in a series of three published in this Journal, we discuss the concept and evidence base of quality improvement, the main approaches that have been used in other healthcare settings and the importance of a multi-faceted strategy to address this issue. These topics are then related to the context of primary dental care and the way dentistry currently addresses quality improvement. Finally, we set out an agenda and provide recommendations for a system-based quality improvement strategy for primary dental care and identify the likely barriers and facilitators for this approach.

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“…Attitudes to risk have also changed within the post‐modern environment (Beck, 1992; and Giddens, 1990), and the UK population now has a more litigious mindset. One consequence of these cultural changes has been debates about the public accountability of senior managers and clinicians and the more problematic issue of ‘trust’ in terms of the behaviour of doctors (Calnan and Sanford, 2004; Checkland et al, 2004; Dewer and Hill, 2000a and 2000b; Dibben and Davies, 2004; Donaldson, 2001; HMSO, 2001; and Redfern et al, 2000).…”

Section: Patient Safety As a Political Concernmentioning

confidence: 99%

We May Remember but What Did We Learn? Dealing With Errors, Crimes and Misdemeanours Around Adverse Events in Healthcare

Fischbacher‐Smith

2009

Financ Acc Manag

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This paper seeks to provide both a retrospective and prospective view on the issues surrounding the generation of adverse events within healthcare. It aims to deal with a range of issues around the individual as a means of making mistakes or violating the rules within the organisation. It sets the issue of patient safety into its historical context before highlighting the shift in thinking that accompanied the publication of an Organisation with a Memory (OWAM) by the Department of Health. The paper considers the challenges that surround the shift away from a person‐centric approach to adverse events to one that recognises the importance of latent factors in shaping the conditions in which people can make mistakes and violate. The paper concludes by setting out several propositions for further research and the changes in managerial practice that are needed within healthcare in order to begin to achieve the core aim of OWAM which is to ensure that organisations remember and learn from adverse events.

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Re-thinking accountability: trust versus confidence in medical practice

Cited by 11 publications

References 13 publications

Ethics: Regular practice review: promised joy or naught but grief and pain?

Ethics: Regular practice review: promised joy or naught but grief and pain?

How do we improve quality in primary dental care?

We May Remember but What Did We Learn? Dealing With Errors, Crimes and Misdemeanours Around Adverse Events in Healthcare

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