Transforming Negative Work Cultures

Baker, Chris; Beglinger, Joan Ellis; King, Shari; Salyards, Mary; Thompson, Alexis N.

doi:10.1097/00005110-200007000-00010

Cited by 17 publications

(10 citation statements)

References 2 publications

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“…25 26 Mandatory reporting schemes may create widespread anxiety amongst health professionals about their possible misuse, including fear of being subject to vindictive actions. 22 As seems to be the case in one hospital, 27 under these conditions cultural censorship may become institutionalised despite the existence-or even because ofreporting schemes.…”

Section: Resultsmentioning

confidence: 97%

Understanding the organisational context for adverse events in the health services: the role of cultural censorship

Hart¹

2001

Quality in Health Care

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This paper responds to the current emphasis on organisational learning in the NHS as a means of improving healthcare systems and making hospitals safer places for patients. Conspiracies of silence have been identified as obstacles to organisational learning, covering error and hampering communication. In this paper we question the usefulness of the term and suggest that "cultural censorship", a concept developed by the anthropologist Robin Sherriff, provides a much needed insight into cultures of silence within the NHS. Drawing on a number of illustrations, but in particular the Ritchie inquiry into the disgraced gynaecologist Rodney Ledward, we show how the defining characteristics of cultural censorship can help us to understand how adverse events get pushed underground, only to flourish in the underside of organisational life.

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Section: Resultsmentioning

confidence: 97%

Understanding the organisational context for adverse events in the health services: the role of cultural censorship

Hart¹

2001

Quality in Health Care

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“…In this case, by allowing teams to focus on their problems and work together toward solutions, barriers were reduced. This process allowed for the necessary change in ED culture by establishing clear objectives as well as standards and operating principles (e.g., respect and open and honest communication) (Baker et al 2000). Greater buy-in was achieved by allowing sites to work on their own challenges and opportunities rather than a "one size fits all solution" (MacPhee 2007).…”

Section: Discussionmentioning

confidence: 99%

The Application of Change Management Principles to Facilitate the Introduction of Nurse Practitioners and Physician Assistants into Six Ontario Emergency Departments

Ducharme

Buckley²,

Alder³

et al. 2009

hcq

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In a project funded by the Ontario Ministry of Health and Long-Term Care, MedEmerg facilitated the introduction of three new providers into six emergency departments. A managed change process that included team development was carried out. Increased team awareness and a higher acceptance of the provider roles were some of the key successes. Challenges included role confusion and the learning curve for the new providers. While overall the project was a success, lessons learned included the need for physician buy-in, communication, planning for unintended consequences and management of expectations. The project emphasized the importance of a managed process, including team development, in the implementation of change.

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“…More experienced staff members serve as historians who understand the unit/programme’s past and can identify mistakes that have been previously made (Berwick 2003, MacPhee 2007). The change management/healthy work environment literature acknowledges the importance of having facilitators on hand to offer neutral perspectives and ‘smooth’ communications and conflict issues that often arise within work environment cultures (Baker et al. 2000, Parsons et al.…”

Section: Our Spo Frameworkmentioning

confidence: 99%