Engaging NHS staff in research

Maben, Jill; King, Angela G.

doi:10.1136/bmj.l4040

Cited by 6 publications

(7 citation statements)

References 7 publications

(6 reference statements)

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“…94,165 Linked to this, it is important to recognise how problems of quality and safety are identified, defined, and selected for attention, by whom, through which power structures, and with what consequencesand how the exclusion of some healthcare workers from these processes may be hampering improvements in care for patients. 166 The question of how to create conditions that will enable healthcare improvementrather than it being seen as an add-on or becoming one more activity that is left undone due to time pressuresconnects with themes about embedding strategies for quality in the culture of an organisation (as described in the Element on making culture change happen 167 ). Organisations also need to grasp the relationships between workplace conditions and improvement and that these relationships potentially work in both directions: good workplace conditions enable improvement, but improvement work (and enabling staff to engage in it) may create system efficiencies that then improve workplace conditions, thereby enabling better staff well-being, greater psychological safety, and optimum staffing, which results in a reduction of the workload burden on staff.…”

Section: Quality Is the Mainstay Of Healthcare Professionals' Workmentioning

confidence: 99%

Workplace Conditions

Maben

Ball

Edmondson³

2023

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This Element reviews the evidence for three workplace conditions that matter for improving quality and safety in healthcare: staffing; psychological safety, teamwork, and speaking up; and staff health and well-being at work. The authors propose that these are environmental prerequisites for improvement. They examine the relationship between staff numbers and skills in delivering care and the attainment of quality of care and the ability to improve it. They present evidence for the importance of psychological safety, teamwork, and speaking up, noting that these are interrelated and critical for healthcare improvement. They present evidence of associations between staff well-being at work and patient outcomes. Finally, they suggest healthcare improvement should be embedded into the day-to-day work of frontline staff; adequate time and resources must be provided, with quality as the mainstay of professionals' work. Every day at every level, the working context must support the question 'how could we do this better?' This title is also available as Open Access on Cambridge Core.

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Section: Quality Is the Mainstay Of Healthcare Professionals' Workmentioning

confidence: 99%

Workplace Conditions

Maben

Ball

Edmondson³

2023

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“…We anticipated that this might have some influence across the organisation. However, whilst we were able to harness the passion, energy and personal drive of a small number of nurses and AHPs to undertake research, characteristics known to fuel the best research (Maben & King, 2019), in the absence of research being operationalised as an organisational core value, our influence and impact to date have remained limited. This finding is important, and highly relevant, and links to what Cooke (Cooke, 2005) refers to as the sustainability of skills.…”

Section: Discussionmentioning

confidence: 99%

“…It is these developments that have spurred the Care Quality Commission (CQC), a national body that inspects National Health Service (NHS) hospitals in England, and the National Institute of Health Research (NIHR), the overarching organisation for management of clinical research in the United Kingdom (UK), to incorporate clinical research activity as an outcome measure in CQC inspections (Gee & Cooke, 2018). Thus, there is now greater recognition of the role of research in high‐quality patient care and a process to strengthen the assessment of research activity, potentially signalling a new era for research in the NHS (Maben & King, 2019). However, questions continue to be asked about why NHS hospitals are not doing more research (Van't Hoff, 2019).…”

Section: Introductionmentioning

confidence: 99%

Culture, cognisance, capacity and capability: The interrelationship of individual and organisational factors in developing a research hospital

Oulton

Wray

Kelly

et al. 2021

Journal of Clinical Nursing

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Aim To share our experience of implementing a programme of interventions aimed at building research capacity and capability of nurses and allied health professionals in a specialist children's hospital. Background Clinicians at the forefront of care are well positioned to lead on research to improve outcomes and experiences of patients but some professional groups continue to be underrepresented. Inequities persist alongside robust national infrastructures to support Clinical Academic Careers for non‐medical health professionals, further highlighting the need to address local infrastructure and leadership to successfully build research capacity. Design An evolving programme of inquiry and analysis was established in one organisation, this included targeted interventions to mitigate barriers and enable research capacity and capability. Methods An all‐staff survey was conducted in 2015 to understand the existing research culture. Interventions were put in place, evaluated through a second survey (2018), and focus group interviews with staff who had accessed interventions. Results Respondents demonstrated high levels of interest and commitment to research at the individual level which were not always harnessed at the organisational level. Inequities between professional groups existed in terms of training, time to undertake research and opportunities and outputs. Follow‐up revealed continuing structural barriers at an organisational level, however at an individual level, interventions were reflected in >30 fellowship awards; major concerns were reported about sustaining these research ambitions. Conclusions Success in building a research‐active clinical workforce is multifactorial and all professional groups report increasing challenges to undertake research alongside clinical responsibilities. Individuals report concerns about the depth and pace of cultural change to sustain Clinical Academic Careers and build a truly organisation‐wide research hospital ethos to benefit patients. Relevance to clinical practice The achievements of individual nurses and allied health professionals indicate that with supportive infrastructure, capacity, cognisance and capability are not insurmountable barriers for determined clinicians. We use the standards for reporting organisational case studies to report our findings (Rodgers et al., 2016 Health Services and Delivery Research, 4 and 1).

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“…We welcome the Royal College of Physicians’ statement Delivering Research for All and agree with Maben and King that the major barriers to the engagement of medical staff in research are lack of research knowledge and skills and poor access to research training 12. Such training is a fundamental skill that should form part of all specialty training curriculums for higher trainees.…”

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confidence: 90%