Following the landmark publication of the Francis Report in February 2013, the result of a public inquiry into Mid Staffordshire NHS Foundation Trust, the monumental task of implementing its recommended culture change within the NHS has dominated the healthcare policy landscape.
This contribution from the Division of Occupational Psychology presents a series of chapters by occupational psychologists, each drawing on evidence and expertise from the field to address the question of how this culture change can be implemented within the NHS.
By employing occupational psychology evidence and expertise, each of the chapters explore different aspects of organisational culture - from the boards to the wards of hospitals - that must be addressed simultaneously in order to create an NHS that is patient-centred and safety focused.
Executive summary of recommendations
NHS Staff: Recruitment, staff well-being, engagement and empowerment
Values-based recruitment for patient-centred care
Fiona Patterson, Lara Zibarras & Helena Edwards
Managing staff experience to improve organisational culture
Work design for compassionate care and patient safety
Chris Clegg, Lucy Bolton, Ryan Offutt & Matthew Davis
Leadership: Directing culture change and enabling staff well-being
Leading and managing high performing teams
Beverly Alimo-Metcalfe & Juliette Alban-Metcalfe
Fostering a continuous learning culture in the NHS: The role of leadership
Trust boards and governance: Composition and behavioural styles
Rosalind Searle, Alison Legood & Kevin Teoh
Organisational culture change
Building cultures of transparency and openness
Managing culture change in the NHS: An overview