<![CDATA[MENTAL HEALTH SPACE CONSULTING- WELCOME/ KAYA - The SQOG Blog]]>Tue, 05 Nov 2024 04:13:05 +0800Weebly<![CDATA[A New Era of Workplace Safety: From the UK to Australia]]>Fri, 12 Jul 2024 04:21:52 GMThttp://mentalhealthspaceconsulting.com.au/thesqogblog/a-new-era-of-workplace-safety-from-the-uk-to-australiaThe recent revelations about the workplace culture at the Nursing and Midwifery Council (NMC) in the UK have left many, including myself, deeply saddened. The environment, riddled with psychosocial hazards, has highlighted the urgent need for change not just in the UK, but globally.
The Power of Legislation
Here in Western Australia, we have moved into a new era with the introduction of the Work Health and Safety (WHS) Act. This legislation empowers authorities to hold employers accountable for providing a safe working environment. It’s important to clarify that this doesn’t equate to employees having carte blanche in the workplace or never experiencing discomfort due to personal values clashing with those of the organisation. Rather, it ensures that those in power can be held accountable for the physical AND psychological safety and wellbeing of their employees.
NMC’s Commendable Efforts
Despite the challenges, the NMC has taken commendable steps towards improvement. An Equality, Diversity and Inclusion (EDI) advisor is set to join the Executive Board, enhancing its diversity and aiding in decision-making. The Freedom to Speak Up Guardian is now available for colleagues to voice their concerns and receive independent support.
Listening circles, facilitated by trained professionals, have been established, providing a platform for open discussion and decompression about issues highlighted in the report. Investments have been made to bolster psychological safety within teams, starting with the Professional Regulation directorate.
Support is being extended to colleagues working on sensitive casework, offering professional counselling from trained psychologists. The budget for learning and development is being doubled, with improvements in leadership, line management, safeguarding, and casework expected to roll out by October.
An external EDI partner is conducting a review of the EDI learning and will make further recommendations to enhance mandatory training. Work is actively underway on a new behavioural framework to aid recruitment, development, career progression, and performance management, with a planned launch in September.
A Closer Look at AHPRA
In Australia, the Australian Health Practitioner Regulation Agency (AHPRA) has faced similar accusations of a poor workplace culture. Allegations of under-resourcing, bullying, and harassment within the organisation have been made public, leading to questions about the transparency of AHPRA’s operations.
AHPRA’s primary role is to protect the public by ensuring that Australia’s registered health practitioners are suitably trained, qualified, and safe to practise. However, the allegations, if true, could affect the quality of work and safety at many levels.
Since the allegations were made public in January 2023, several actions have been taken to address the issues raised. An internal briefing from 2020 suggested that the results of a 2018 staff survey led to the engagement of four external consultants to assess the issues. This indicates that AHPRA has been proactive in seeking external expertise to help address the concerns raised by its staff.
However, the specific actions taken by AHPRA in response to the allegations of a poor workplace culture are not detailed in available sources. This includes the National Health Practitioner Ombudsman (NHPO) which handles complaints about AHPRA and has the power to conduct 'own motion' investigations without a specific complaint being received. The NHPO commenced a review into AHPRA's vexatious notifications framework in July 2022, which is widely anticipated by many practitioners.
As we move forward, it’s crucial that we continue to hold these organisations accountable while also acknowledging the vital role they play in the provision of safe and quality healthcare in Australia. Let’s continue the conversation but remember to do so with respect and understanding for the important work these organisations do.


]]><![CDATA[Ensuring a just workplace culture through best practice incident reviews.]]>Fri, 05 Jul 2024 03:48:31 GMThttp://mentalhealthspaceconsulting.com.au/thesqogblog/ensuring-a-just-workplace-culture-through-best-practice-incident-reviewsIn the quest for a safer and more productive workplace, incident reviews play a pivotal role. However, the effectiveness of these reviews hinges on the approach taken. A just culture, which focuses on learning and improvement rather than blame, is key to this process. This article explores strategies to ensure a just workplace culture through best practice incident reviews.

Involving Frontline Staff: The Key to Insightful Incident Reviews
Frontline staff are the eyes and ears of an organisation. Their direct involvement in daily operations provides them with unique insights that are crucial for an effective incident review process. Here are some strategies to involve frontline staff effectively:

  1. Include Frontline Staff in the Investigation Team: Frontline staff who are directly involved in the incident or who work in the area where the incident occurred can provide valuable insights. They should be included in the investigation team.
  2. Conduct Interviews: Interview frontline staff who were involved in the incident or who might have relevant information. Ensure these interviews are conducted in a non-threatening manner, focusing on fact-finding and learning rather than blaming.
  3. Encourage Open Communication: Create an environment where frontline staff feel comfortable sharing their views and experiences. This could involve assuring them that the focus is on system improvement, not individual blame.
  4. Provide Training: Train frontline staff on the purpose and process of incident investigations. This can help them understand their role and the importance of their input.
  5. Feedback Loop: Share the findings of the investigation with the frontline staff and involve them in developing and implementing recommendations. This can help ensure the changes are practical and effective.
  6. Regular Meetings: Hold regular meetings with frontline staff to discuss ongoing issues and potential solutions. This can help identify patterns and trends that might not be apparent from individual incidents.
The goal is to create a culture of safety and continuous improvement, where everyone feels responsible for identifying and addressing system weaknesses. Frontline staff play a crucial role in this process.

Shifting the Focus: From Blame to Systems Approach
When dealing with management colleagues who tend to focus on blaming individuals, it’s important to shift the focus towards a systems approach:

  1. Educate About Just Culture: Explain the concept of a just culture, where the focus is on learning and improvement rather than blame. Share resources or provide training sessions to help them understand this approach.
  2. Highlight the Limitations of Blame: Point out that blaming individuals does not prevent future incidents. Instead, it can create a culture of fear that discourages people from reporting incidents or mistakes.
  3. Promote Systems Thinking: Encourage your colleagues to consider the systems and processes that contributed to the incident. This can help shift the focus from individual blame to system improvement.
  4. Use Data and Examples: Use data from past incidents to show how a systems approach can lead to meaningful improvements. Real-life examples can be powerful tools for changing mindsets.
  5. Involve Them in the Process: Involve your colleagues in incident investigations and the development of action plans. This can help them see the value of a systems approach firsthand.
  6. Seek Support from Higher Management: If necessary, seek support from higher management to reinforce the importance of a just and systems-focused culture.
Changing mindsets can take time and patience. Stay consistent in your approach and continue to promote a culture of safety and learning.

A just workplace culture is not just about avoiding blame. It’s about fostering an environment where everyone feels responsible for safety and continuous improvement. By involving frontline staff in incident reviews and promoting a systems approach, organisations can make significant strides towards this goal.

Learn more about a just, learning culture here: Home - Sidney Dekker
]]><![CDATA[The Power of Personal Responsibility in Preventing Burnout and Overcoming Obstacles]]>Thu, 20 Jun 2024 03:01:17 GMThttp://mentalhealthspaceconsulting.com.au/thesqogblog/the-power-of-personal-responsibility-in-preventing-burnout-and-overcoming-obstacles

In the midst of discussions about psychosocial hazards in the workplace, it’s easy to overlook the role of personal responsibility. As a Quality Standards Assessor, I’ve witnessed incredible workplace practices across Australia. But the question remains: where does personal responsibility start and where should the workplace step in?
The key to preventing burnout lies in personal responsibility. It’s about acknowledging that your well-being is primarily your own responsibility. Here’s why it matters:

Self-Awareness: Being personally responsible means being in tune with your physical and emotional state. Spotting early signs of stress and burnout allows you to take proactive steps towards managing them.
Self-Care: You are in charge of your physical, emotional, and mental health. This involves maintaining a balanced diet, regular exercise, adequate sleep, and time for relaxation and leisure activities.
Setting Boundaries: It’s your duty to draw a line between work and personal life. This could mean switching off work-related notifications after work hours or declining additional tasks when you’re already swamped.
Seeking Help: If you notice signs of burnout, it’s your duty to seek help. This could involve discussing workload with a supervisor, seeking support from colleagues, or consulting a mental health professional.
Continuous Learning: Make an effort to learn about stress management techniques and implement them. This could involve mindfulness practices, time management skills, or resilience-building strategies.

However, there can be several obstacles to taking personal responsibility in preventing burnout:
Lack of Awareness: Many people may not recognize the signs of burnout or understand the importance of preventive measures.
Time Constraints: Individuals often feel they lack the time to engage in self-care activities, especially those with demanding jobs or personal responsibilities.
Societal Pressure: There can be societal or workplace pressure to constantly be productive, leading individuals to overwork and neglect their personal needs.
Guilt: Some people may feel guilty taking time for themselves, especially if they have responsibilities towards others.
Lack of Support: Without support from employers, family, or friends, it can be challenging for individuals to take the necessary steps to prevent burnout.
Financial Constraints: Some preventive measures, like healthy eating or wellness programs, may be financially out of reach for some individuals.
Mental Health Stigma: There’s still a stigma around mental health in many societies. This can make individuals hesitant to seek help or take preventive measures.
Lack of Skills: Not everyone has the skills or knowledge to effectively manage stress or practice self-care.
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Overcoming these obstacles often requires a blend of personal commitment, education, societal change, and support from employers and loved ones. It’s crucial to remember that everyone’s experience with burnout is unique, and what works for one person may not work for another.
Building resilience is a key strategy in preventing burnout. But this alone is not the answer. Being insightful, open to feedback and flexible in our thinking or when we are faced with challenges are key attributes that contribute to good mental health. Professional clinical supervision is essential for good quality clinical practice in our sector, but what about personal supervision? A sounding board to reflect back to us and develop strategies for personal growth?
Taking good care of yourself in an increasingly busy world is a personal journey that requires ongoing commitment and practice. It’s about developing a set of skills and attitudes that can help you navigate stress and adversity, reducing the risk of burnout.
While workplaces and managers have a role in preventing burnout, it’s ultimately up to you to take charge of your well-being. It’s a shared responsibility, but personal commitment and action are key to preventing burnout. It is essential to listen to your body and mind’s signals. If you’re constantly feeling exhausted, stressed, or unfulfilled, it might be time to reassess your priorities and make changes. After all, prevention is better than cure, especially when it comes to protecting your mental health.]]><![CDATA[Quality and safety vs. operations? It doesn’t have to be an impossible relationship.]]>Wed, 17 Jan 2024 03:36:59 GMThttp://mentalhealthspaceconsulting.com.au/thesqogblog/quality-and-safety-vs-operations-it-doesnt-have-to-be-an-impossible-relationship
Every organisation with even a moderate longevity has seen it- the tension between operational demands and those of the quality and safety team. It can’t just be about numbers, can it?

Let’s look at the roles involved: An operational manager has KPIs to meet, occasions of service to deliver; metrics to be reported to the funder; providing evidence of value as well as ensuring enough overhead for the organisation; managing the human and other resources within their purview. The safety and/ or quality team has a different focus- ensuring organisational activities are safe and evidence based.

Different foci yes, but why is there so often conflict between the two? Conflict or occasionally the opposite- a lack of engagement where clinical staff are unfamiliar with their governing policies and even local procedure, leading to inconsistent care, incidents, injuries, and poor morale.
In some organisations, safety can be seen as a costly nuisance. However, the fact remains that safety is inextricably linked to quality and productivity. They are interdependent.

Is the agitating factor one of time? Time spent engaged with quality and safety tasks such as learning, reflecting, reporting hazards is time spent in activities that are not directly linked to production or service. Despite managers understanding that quality and safety activities are essential, it may seem like unproductive time spent. When reporting time comes does the temptation to focus specifically on production become too much?

Another potential factor in the potentially quarrelsome relationship is the question of whose job is it anyway? If there’s a quality and safety role operating within the organisation, isn’t it their responsibility to ‘do’ the quality and safety stuff and let operations get on with their daily business? Added to existing time pressures, this kind of organisational belief or culture has the potential to develop into one in which professional accountability can transform into unsafe practice as more time is lost to burn out and procrastination in psychologically unsafe working environments.

With a good clinical governance framework in place, an organisation can take a systematic approach to quality and safety, rather than adopting a reactive approach. Listening to service users and staff at all levels means that everyone has the same goal- and a specific role to play to deliver safe and quality health and social care.

It is key that when applying ‘everyday’ clinical leadership (Vance et al., 2019.) that the individuals working in the organisation understand their roles- and how they contribute to safety and quality. It is also important to have an overview of the roles of others. A common staff complaint in organisations is the lack of knowledge about what other departments or key roles do.

A healthy organisation doesn’t over burden staff with “risk mitigation” education and inductions that no one remembers a month later, but they share values and the belief that staff delivering clinical services cannot achieve good clinical governance alone- and neither can the executive team. They must work together. They must talk. And they must listen. To each other. Too often, ego can trip up even the best clinician or manager. Good organisational values and a secure framework for safety and quality will ensure that decisions are made consistently with less ego interference.

A framework is not a magic bullet, of course leadership from the CEO and executives is essential, but clinical governance should not be person dependent. With a framework in place, turnover will impact quality and safety less.

A quality and safety framework that offers value will support a clear understanding of roles and responsibilities between safety, quality, and operations. The key link being the client or patient experience. This effective framework should be owned and supported by the executive team.
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The framework should contain a commitment to an annual quality and safety plan that assists all personnel to understand both the financial and time commitment that underpins quality care. A good annual plan is collaborative and consultative and provides clear avenues for communicating about safety and quality problems.
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