Access a range of articles and resources written by clinical governance experts and search our carefully curated list of safety and quality journal articles and reports.
AICG articles, resources and curated journals and reports are available to all AICG members. Members must be logged in, in order to access all content. Users who are not AICG members will only be able to access publicly available articles.
People in quality and clinical governance roles are often viewed as a ‘spare pair of hands’ and end up doing tasks that they are not responsible for. This leads to dissatisfaction, burnout, and not getting the important jobs done. Mind Tools describes a four stage process for setting firmer boundaries that may be useful for those who want a more focused and effective role in 2024.
Ever wondered why some people seem to succeed more than others in the workplace (and life)?
Stanford Psychology Professor Carol Dweck, has undertaken decades of research to understand what’s within our control when it comes to success and failure. While there are multiple contributors, Dweck suggests that mindset may be an even more powerful determinant of professional effectiveness and career success, than factors such as skills and experience.
Improving care and services is an ongoing challenge, but what barriers to success do the most damage? The results of this systematic review of 33 qualitative studies identify key organisational characteristics of healthcare organisations that were struggling to improve care. These organisations were characterised by below-average patient outcomes (eg. mortality) or other quality of care metrics (eg. Patient Safety Indicators).
QI implementation is complex as it often spans over multiple organisational levels requiring active participation of employees and managers, and involves improvements and modifications of underlying care processes.
The public expects to receive care of the same quality whenever and wherever they receive it. Yet, research shows that care organisations do not function in the same way on each day of the week, or during the night compared with daytime hours. This ‘patterned organisation of time’, known as ‘temporal structuring’, has been explored in studies relating to seven-day-a-week services, with the ‘weekend effect’ impact on outcomes of those admitted on weekends, as one example.
Conversations about where we’re at and how we move forward.
Influencing others is essential, but it’s more than just giving commands. See how leaders who inspire, persuade, and encourage can create a common goal and achieve results.
How do you manage different personality types within your organisation?
When managing staff, it is important to understand where your staff sits so that you can work with them to achieve the best results possible.
Conflict in the workplace happens when team members have disagreements. These differing opinions can come from personalities, work styles, ideas on how to approach the work itself, and beyond. Team conflict is, unfortunately, common.
Leadership in any organisation is critical because it shapes the culture, work practices, work quality and results. Leadership in care services is particularly important because all these factors can ultimately affect consumer care.
