Restorative just culture significantly improves stakeholder inclusion, second victim experiences and quality of recommendations in incident responses

Kathryn Turner , Jerneja Sveticic , Diana Grice , Matthew Welch , Catherine King , Jenni Panther , Claire Strivens , Brad Whitfield , Geoffrey Norman , Alice Almeida-Crasto , Tamirin Darch , Nicolas J.C. Stapelberg , Sidney Dekker

Journal of Hospital Administration ›› 2022, Vol. 11 ›› Issue (2) : 8 -17.

PDF (1415KB)
Journal of Hospital Administration ›› 2022, Vol. 11 ›› Issue (2) : 8 -17. DOI: 10.5430/jha.v11n2p8
Original Articles
research-article

Restorative just culture significantly improves stakeholder inclusion, second victim experiences and quality of recommendations in incident responses

Author information +
History +
PDF (1415KB)

Abstract


Objective: Matching safety and quality improvements to the complexity of healthcare, Gold Coast Mental Health and Specialist Services implemented a new response to clinical incidents: the Gold Coast Clinical Incident Response Framework (GC-CIRF). It utilises a Restorative Just Culture (RJC) framework and Safety II principles. This paper evaluates its impact.
Methods: Staff surveys measured perceptions of just culture and second victim experiences. Quality of recommendations were compared before and after implementation. For the 19 incidents that occurred after the implementation of GC-CIRF, audits of the review processes were undertaken, measuring several components.
Results: Results show significant improvement in staff perceptions of just culture and second victim experiences. Review of incident review data showed several shifts in line with Safety II and RJC. The process audit demonstrated inclusion of a broad range of stakeholders, and significant improvements in the quality and strength of recommendations.
Conclusions: Embedding RJC and Safety II concepts into the incident review process is associated with improved measures of culture and review outputs. The integration of Safety II concepts and support of cultural shifts will require further work and committed leadership at all levels.

Keywords

Restorative just culture / Just culture / Zero suicide framework / Clinical incidents / Safety II / Resilient healthcare / Complex systems / Second victim / Human error and patient safety / Root cause analysis

Cite this article

Download citation ▾
Kathryn Turner, Jerneja Sveticic, Diana Grice, Matthew Welch, Catherine King, Jenni Panther, Claire Strivens, Brad Whitfield, Geoffrey Norman, Alice Almeida-Crasto, Tamirin Darch, Nicolas J.C. Stapelberg, Sidney Dekker. Restorative just culture significantly improves stakeholder inclusion, second victim experiences and quality of recommendations in incident responses. Journal of Hospital Administration, 2022, 11(2): 8-17 DOI:10.5430/jha.v11n2p8

登录浏览全文

4963

注册一个新账户 忘记密码

CONFLICTS OF INTEREST DISCLOSURE

The authors declare they have no conflicts of interest.

References

[1]

Braithwaite J, Wears RL, Hollnagel E. Resilient health care: turning patient safety on its head. International Journal for Quality in Health Care. 2015; 27(5): 418-420. PMid: 26294709. https://doi.org/10.1093/intqhc/mzv063

[2]

Frankel AS, Leonard MW, Denham CR. Fair and just culture, team behavior, and leadership engagement: The tools to achieve high reliability. Health Services Research. 2006; 41(4p2): 1690-1709. PMid: 16898986. https://doi.org/10.1111/j.1475-6773.2006.00572.x

[3]

Khatri N, Brown GD, Hicks LL. From a blame culture to a just culture in health care. Health Care Management Review. 2009; 34(4): 312-322. PMid: 19858916. https://doi.org/10.1097/HMR.0b013e3181a3b709

[4]

Anderson JE, Watt AJ. Using Safety-II and resilient healthcare principles to learn from Never Events. International Journal for Quality in Health Care. 2020; 32(3): 196-203. PMid: 32175571. https://doi.org/10.1093/intqhc/mzaa009

[5]

Hibbert PD, Thomas MJW, Deakin A, et al. Are root cause analyses recommendations effective and sustainable? An observational study. International Journal for Quality in Health Care. 2018; 30(2): 124-131. PMid: 29346587. https://doi.org/10.1093/intqhc/mzx181

[6]

Hollnagel E. Safety-I and safety-II: the past and future of safety management. CRC press; 2018. https://doi.org/10.1201/9781315607511

[7]

Dekker SW, Hugh TB. Balancing “no blame” with accountability in patient safety. N Engl J Med. 2010; 362(3): 275; author reply 275-6. PMid: 20089985. https://doi.org/10.1056/NEJMc0910312

[8]

Hirschhorn L. Reworking authority: Leading and following in the post-modern organization. Mit Press; 1998.

[9]

Marx D. Patient Safety and the “Just Culture”: A Primer for Health Care Executives. Columbia University Columbia University, New York City; 2001.

[10]

Reason JT. Managing the risks of organizational accidents. Aldershot, Hants, England: Ashgate; 1997.

[11]

Vine R, Mulder C. After an inpatient suicide: the aim and outcome of review mechanisms. Australas Psychiatry. 2013; 21(4): 359-364. PMid: 23630398. https://doi.org/10.1177/1039856213486306

[12]

Wachter RM, Pronovost PJ. Balancing “no blame” with accountability in patient safety. N Engl J Med. 2009; 361(14): 1401-6. PMid: 19797289. https://doi.org/10.1056/NEJMsb0903885

[13]

Wailling J, Kooijman A, Hughes J, et al. Humanizing harm: Using a restorative approach to heal and learn from adverse events. Health Expectations. 2022. PMid: 35322513. https://doi.org/10.1111/hex.13478

[14]

Toffolutti V, Stuckler D. A Culture Of Openness Is Associated With Lower Mortality Rates Among 137 English National Health Service Acute Trusts. Health Affairs. 2019; 38(5): 844-850.

[15]

Cook R, Rasmussen J. “Going solid”: a model of system dynamics and consequences for patient safety. Qual Saf Health Care. 2005; 14(2): 130-134.

[16]

Hollnagel E. The ETTO principle: efficiency-thoroughness tradeoff: why things that go right sometimes go wrong. Burlington, VT, Farnham, England: Ashgate; 2009.

[17]

Hollnagel E, Woods DD, Leveson NG. Resilience Engineering Concepts and Precepts. Aldershot: Ashgate Publishing Ltd.; 2006.

[18]

Sharpe VA. Accountability and Justice in Patient Safety Reform. Washington: Georgetown University Press; 2004.

[19]

Dekker SWA, Breakey H. “Just culture”: Improving safety by achieving substantive, procedural and restorative justice. Safety Science. 2016; 85: 187-193. https://doi.org/10.1016/j.ssci.2016. 01.018

[20]

Dekker S. Just culture:restoring trust and accountability in your organization. Third edition. ProQuest. Boca Raton:CRC Press, Taylor & Francis Group; 2017.

[21]

Hollnagel E. New York, Safety-II in practice:developing the resilience potentials, ed. ProQuest. NY: Routledge; 2017. https://doi.org/10.4324/9781315201023

[22]

Turner K, Stapelberg NJC, Sveticic J, et al. Inconvenient truths in suicide prevention: Why a Restorative Just Culture should be implemented alongside a Zero Suicide Framework. Australian & New Zealand Journal of Psychiatry. 2020; 54(6): 571-581. PMid: 32383403. https://doi.org/10.1177/0004867420918659

[23]

Turner K, Sveticic J, Almeida-Crasto A, et al. Implementing a systems approach to suicide prevention in a mental health service using the Zero Suicide Framework. Australian & New Zealand Journal of Psychiatry. 2021; 55(3): 241-253. PMid: 33198477. https://doi.org/10.1177/0004867420971698

[24]

Macrae C. The problem with incident reporting. BMJ Qual Saf. 2016; 25(2): 71-75. PMid: 26347519. https://doi.org/10.1136/bmjqs-2015-004732

[25]

Sujan MA, Huang H, Braithwaite J. Learning from incidents in health care: Critique from a Safety-II perspective. Safety Science. 2017; 99: 115-121. https://doi.org/10.1016/j.ssci.2016.08.005

[26]

Centers for Disease Control and Prevention. Hierarchy of Controls. 2022. Available from: https://www.cdc.gov/niosh/topics/hierarchy/default.html

[27]

State of Queensland. STARS Tool for Clinician Disclosure. Patient Safety Queensland. 2011.

[28]

Morris D, Sveticic J, Grice D, et al. Collaborative Approach to Supporting Staff in a Mental Healthcare Setting: “Always There” Peer Support Program. Issues in Mental Health Nursing. 2022; 43(1): 42-50. PMid: 34403302. https://doi.org/10.1080/01612840.2021.1953651

[29]

Scott SD, Hirschinger LE, Cox KR, et al. Caring for our own: deploying a systemwide second victim rapid response team. Joint Commission Journal on Quality and Patient Safety. 2010; 36(5): 233-240. https://doi.org/10.1016/S1553-7250(10)36038-7

[30]

Denham CR. TRUST: The 5 Rights of the Second Victim. Journal of Patient Safety. 2007; 3(2): 107-119. https://doi.org/10.1097/01.jps.0000236917.02321.fd

[31]

Halifax J. G. R.A.C.E. for nurses: Cultivating compassion in nurse/patient interactions. Journal of Nursing Education and Practice. 2013; 4. https://doi.org/10.5430/jnep.v4n1p121

[32]

Incident Analysis Collaborating Parties, Canadian Incident Analysis Framework. Edmonton, AB; 2012.

[33]

Leistikow I, Mulder S, Vesseur J, et al. Learning from incidents in healthcare: the journey, not the arrival, matters. BMJ Quality & Safety. 2017; 26(3): 252-256. PMid: 27037302. https://doi.org/10.1136/bmjqs-2015-004853

[34]

Petschonek S, Burlison J, Cross C, et al. Development of the Just Culture Assessment Tool (JCAT): Measuring the perceptions of healthcare professionals in hospitals. Journal of Patient Safety. 2013; 9(4): 190. PMid: 24263549. https://doi.org/10.1097/PTS.0b013e31828fff34

[35]

Burlison JD, Scott SD, Browne EK, et al. The second victim experience and support tool (SVEST): validation of an organizational resource for assessing second victim effects and the quality of support resources. Journal of Patient Safety. 2017; 13(2): 93. PMid: 25162208. https://doi.org/10.1097/PTS.0000000000000129

[36]

Gold Coast Mental Health and Specialist Services, Voice of the staff: Suicide prevention strategy survey. Southport, Australia; 2020.

[37]

Andrews JC, Schünemann HJ, Oxman AD, et al. GRADE guidelines: 15. Going from evidence to recommendation-determinants of a recommendation’s direction and strength. Journal of Clinical Epidemiology. 2013; 66(7): 726-735. PMid: 23570745. https://doi.org/10.1016/j.jclinepi.2013.02.003

[38]

Brandrud AS, Haldorsen GSH, Nyen B, et al. Development and validation of the CPO scale, a new instrument for evaluation of health care improvement efforts. Quality Management in Health Care. 2015; 24(3): 109-120. PMid: 26115058. https://doi.org/10.1097/QMH.0000000000000065

[39]

de Dianous V, Fiévez C. ARAMIS project: A more explicit demonstration of risk control through the use of bow-tie diagrams and the evaluation of safety barrier performance. J Hazard Mater. 2006; 130(3): 220-233. PMid: 16107301. https://doi.org/10.1016/j.jhazmat.2005.07.010

[40]

Hettinger AZ, Fairbanks RJ, Hegde S, et al. An evidence-based toolkit for the development of effective and sustainable root cause analysis system safety solutions. Journal of Healthcare Risk Management. 2013; 33(2): 11-20. PMid: 24078204. https://doi.org/10.1002/jhrm.21122

[41]

State of Queensland, Best Practice Guide to Clinical Incident Management, Queensland Government Department of Health, Editor. Patient Safety and Quality Improvement Service,: Fortitude Valley Queensland; 2014.

[42]

Sandford DM, Kirtley OJ, Thwaites R, et al. The impact on mental health practitioners of the death of a patient by suicide: A systematic review. Clinical Psychology & Psychotherapy. 2021; 28(2): 261-294. PMid: 32914489. https://doi.org/10.1002/cpp.2515

[43]

Anderson JE, Lavelle M, Reedy G. Understanding adaptive teamwork in health care: Progress and future directions. Journal of Health Services Research & Policy. 2021; 26(3): 208-214. PMid: 33327787. https://doi.org/10.1177/1355819620978436

[44]

Edwards MT. An Assessment of the Impact of Just Culture on Quality and Safety in US Hospitals. Am J Med Qual. 2018; 33(5): 502-508. PMid: 29658295. https://doi.org/10.1177/1062860618768057

AI Summary AI Mindmap
PDF (1415KB)

167

Accesses

0

Citation

Detail

Sections
Recommended

AI思维导图

/