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Ward Accreditation and organisational culture

24 September 2020
2 min read
Volume 29 · Issue 17

The healthcare agenda is dominated by ‘quick fix’ solutions. As a result, the complexity of issues involved and the amount of time it takes for real and enduring change to occur is often underestimated. Consequently the ‘little things’ that define the quality of the environment in which patients receive care and in which staff provide care can be overlooked. According to West et al (2014), if organisations want to provide compassionate and safe care, they must focus on nurturing appropriate cultures. Francis (2015) highlighted the need for a culture of safety and learning, where staff feel safe to raise and discuss concerns.

In 2018, in order to assess organisational culture, an engagement exercise/cultural gauge was used within Kettering General Hospital (KGH). This revealed that many staff did not feel engaged with Trust strategic developments. Furthermore, they did not always understand the standards of care expected of them and did not think everything was changing for the better. These findings were also reflected in the Care Quality Commission (CQC) report and staff survey. Staff were disenchanted with failed ‘quick fixes’. It was time to focus on a quality improvement plan that staff believed in and that would provide sustained change.

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