scholarly journals West Midlands general adult psychiatry higher trainees’ peer group wellbeing away day

BJPsych Open ◽  
2021 ◽  
Vol 7 (S1) ◽  
pp. S135-S135
Author(s):  
Emma Fisher
Keyword(s):  
Patient Outcomes ◽  
Sense Of Belonging ◽  
Peer Group ◽  
Team Building ◽  
Leadership Team ◽  
Team Working ◽  
West Midlands ◽  
Adult Psychiatry ◽  
Academic Lectures ◽  
And Training

AimsThe main aim of the wellbeing day was to increase the sense of wellbeing amongst psychiatry higher trainees in the West Midlands. We first wanted to understand the wellbeing needs of the trainees and what they hoped to get out of an away day. We wanted then to evaluate whether the away day had met these needs.BackgroundThe Psychiatry Trainees Committee (PTC) published a report ‘Supported and Valued? A trainee led review into morale and training within psychiatry’ in 2017. The importance of feeling valued and supported and the value trainees place upon the support of their peers, were highlighted in this report.As higher trainees we are often geographically isolated from each other, and whilst the peer group meet once per month, this is mostly for academic lectures resulting in poor familiarity amongst trainees which can leave trainees feeling unknown and unsupported.MethodWe decided to apply to HEE for funding for an away day. We surveyed the peer group, asking what they most wanted to get out of an away day. The results showed that ‘a morale boost’, ‘destress/relaxation’ and ‘opportunity to get to know other trainees’ were the trainee's priorities, followed by improving leadership, team working and negotiation skills.With these priorities in mind, an away day programme was developed which included a talk from Dr Mike Blaber, a palliative care doctor with a special interest in doctors’ wellbeing, a ‘getting to know you’ art activity and a team building GPS treasure hunt funded by HEE. The day finished with a dinner in a local restaurant sponsored by Recordati. The rest of the day was paid for by the peer group.Result28 higher trainees attended the away day which was held in Birmingham on 11/07/2019. Trainees gave feedback on the day using an online anonymous survey. 81% of attendees said the away day decreased their stress levels. 90% said that the day had increased their sense of wellbeing. 86% felt an increased sense of belonging and less isolated as a trainee.ConclusionRegular trainee away days may help tackle isolation and increase morale which is linked to better patient outcomes. Improving trainees’ sense of wellbeing leads to better job satisfaction, which may ultimately lead to higher rates of retention within psychiatry.

scholarly journals Contextual evaluation of social adversity in the management of depressive disorder

2000 ◽  
Vol 6 (6) ◽  
pp. 423-431 ◽  
Author(s):  
Richard K. Morriss ◽  
Elaine Egan Morriss
Keyword(s):  
Mental Health ◽  
Depressive Disorder ◽  
Community Mental Health Team ◽  
Mental Health Team ◽  
Consultant Psychiatrist ◽  
Health Team ◽  
Team Working ◽  
Social Adversity ◽  
Adult Psychiatry ◽  
And Training

Contextual rating of social adversity has its origins in the work of George Brown and colleagues (Brown & Harris, 1978). This review evaluates its strengths and weaknesses in rating the effects of social adversity on depressive disorder. We write from the perspective of its usefulness for clinical and training purposes both to the consultant psychiatrist and to the community mental health team working in general adult psychiatry.

Does Repeated Exposure to Critical Situations in a Screen-Based Simulation Improve the Self-Assessment of Non-Technical Skills in Postpartum Hemorrhage Management?

2019 ◽  
Vol 50 (2) ◽  
pp. 102-123 ◽  
Author(s):  
Jessy Barré ◽  
Daphné Michelet ◽  
Anais Job ◽  
Jennifer Truchot ◽  
Philippe Cabon ◽  
...  
Keyword(s):  
Postpartum Hemorrhage ◽  
Technical Skills ◽  
Two Dimensions ◽  
Leadership Team ◽  
Repeated Exposure ◽  
The Self ◽  
Self Assessment ◽  
Team Working ◽  
Simulation Session ◽  
Nasa Tlx

Background. Postpartum hemorrhage (PPH) is the leading cause of maternal death in the world. Non-technical skills (e.g. communication) are now recognized as a contributing factor to medical safety. In the field of simulation, screen-based simulations are currently very popular with computer/technological development. This study evaluates a screen-based simulation device, PerinatSims, developed to improve technical and non-technical skills in PPH situation. This experiment hypothesized that exposure and repetition of training with PerinatSims would improve the self-assessment of non-technical skills, and therefore increase the ability to manage PPH. Methods. The primary endpoint was a self-assessment of non-technical skills during simulation session of PPH on a digital simulator. Twenty French midwives performed three of nine 25 minutes sessions of PPH screen-based simulation. Four self-assessment questionnaires were administered at the end of each simulation session: a leadership/team working questionnaire (BAT), a negative feelings/emotional questionnaire (DASS-21), a Flow questionnaire and a mental load questionnaire (NASA-TLX). Results between sessions were compared using a repeated measures ANOVA followed by a Bonferroni post hoc test. Results. The study showed a positive evolution during the three screen-based simulation sessions: an increase of leadership and team working self-assessment, an increase of Flow sense, and a decrease of negative emotions (anxiety and depression in the DASS-21 score). Significant decrease of stress was found only between the second and the third sessions, and significant differences in the NASA-TLX were observed only in two dimensions, Performance and Frustration. Conclusion. A repeated exposure to PPH situations with a screen-based simulation tool improved the midwives’ self-assessment, especially for leadership, team working, emotion management and Flow sense. Furthermore, midwives had a very positive feedback on the device. They highlighted the desire to use PerinatSims more often to be trained to PPH management, for technical as well as non-technical skills.

scholarly journals A new opportunity: three tales of training in liaison psychiatry of old age

2002 ◽  
Vol 26 (11) ◽  
pp. 433-435 ◽  
Author(s):  
John Holmes ◽  
Jon Millard ◽  
Susie Waddingham
Keyword(s):  
General Hospital ◽  
Old Age ◽  
Psychiatric Comorbidity ◽  
Psychiatric Symptoms ◽  
Specialist Training ◽  
Liaison Psychiatry ◽  
Adult Psychiatry ◽  
Old Age Psychiatry ◽  
Hospital Wards ◽  
And Training

Liaison psychiatry has emerged as a sub-speciality within general adult psychiatry, with specific experience and training being required to develop the skills and knowledge to address comorbid physical and psychiatric symptoms and illness (House & Creed, 1993; Lloyd, 2001). Older people often present with significant physical and psychiatric comorbidity (Ames et al, 1994; Holmes & House, 2000) and most old age psychiatry services receive one-quarter to one-third of referrals from general hospital wards (Anderson & Philpott, 1991). Despite this, there are no specific requirements for training in liaison psychiatry for old age psychiatrists at any level. The experience gained in assessing and treating general hospital referrals during basic and higher specialist training is felt to be adequate (Royal College of Psychiatrists, 1998).

scholarly journals The leadership and followership challenges of doctors in training during the COVID-19 pandemic

2021 ◽  
pp. 1-9
Author(s):  
Nathan Boardman ◽  
Jack Munro-Berry ◽  
Judy McKimm
Keyword(s):  
Early Career ◽  
Formal Training ◽  
Clinical Environment ◽  
Training Experience ◽  
Healthcare Leadership ◽  
Leadership Culture ◽  
Team Working ◽  
Medical Education And Training ◽  
And Training

Research carried out in 2016 by the authors investigated the challenges that doctors in training experience around leadership and followership in the NHS. The study explored contemporary healthcare leadership culture and the role of followership from the perspective of early career doctors. It found that the leadership and followership challenges for these doctors in training were associated with issues of social and professional identity, communication, the medical hierarchy, and relationships with senior colleagues (support and trust). These challenges were exacerbated by the busy and turbulent clinical environment in which they worked. To cope with various clinical situations and forms of leadership, doctors in training engage in a range of different followership behaviours and strategies. The study raised implications for medical education and training and suggested that followership should be included as part of formal training in communication and team working skills. The importance of both leadership and followership in the delivery of safe and effective patient care has been brought sharply into focus by the COVID-19 pandemic. This article revisits these challenges in light of the pandemic and its impact on the experiences of doctors in training.

scholarly journals The ‘Healthy Passport’ intervention with older people in an English urban environment: effects of incentives and peer-group organisers in promoting healthy living

2008 ◽  
Vol 28 (4) ◽  
pp. 525-549 ◽  
Author(s):  
CAROL A. HOLLAND ◽  
PAULINE EVERITT ◽  
ANGELA JOHNSON ◽  
REENA DEVI
Keyword(s):  
Peer Group ◽  
Drop Out ◽  
Health Improvement ◽  
Positive Outcomes ◽  
Asian Origin ◽  
Environment Effects ◽  
West Midlands ◽  
Improvement Programme ◽  
Level Of Understanding ◽  
Adherence Outcome

ABSTRACTThis paper reports the evaluation of the effectiveness of incentives (viz. points and prizes) and of peer-group organisers (‘older people's champions') in the outcomes of a health-improvement programme for people aged 50+ years in a multi-ethnic district of the West Midlands, England. Health promotion activities were provided, and adherence, outcome variables and barriers to adherence were assessed over six months, using a ‘passport’ format. Those aged in the fifties and of Asian origin were under represented, but people of Afro-Caribbean origin were well represented and proportionately most likely to stay in the project. Those of greater age and with more illness were most likely to drop out. There were significant improvements in exercise, diet and the uptake of influenza vaccines and eyesight tests, but slighter improvements in wellbeing. Positive outcomes related to the incentives and to liking the format. The number of reported barriers was associated with lower involvement and lack of change, as was finding activities too difficult, the level of understanding, and transport and mobility problems, but when these were controlled, age did not predict involvement. Enjoying the scheme was related to positive changes, and this was associated with support from the older people's champions.

C-MAC© videolaryngoscopy: The anaesthetic assistant’s view

2018 ◽  
Vol 28 (4) ◽  
pp. 83-89 ◽  
Author(s):  
Lydia Jones ◽  
Kathleen Mulcahy ◽  
Jeremy Fox ◽  
Tim M Cook ◽  
Fiona E Kelly
Keyword(s):  
Patient Safety ◽  
Difficult Airway ◽  
Clinical Benefit ◽  
Response Rate ◽  
Force Application ◽  
Team Working ◽  
Working Practices ◽  
Laryngeal Anatomy ◽  
The Impact ◽  
And Training

Although videolaryngoscopy plays a major role in the 2015 Difficult Airway Society guidelines, the impact on anaesthetic assistant working practices and training has not previously been reported. We surveyed anaesthetic assistants in our hospital to document their experience with using the C-MAC© videolaryngoscope (48 practitioners, 100% response rate). Improvements in the following were reported: patient safety 100%; ability to see whether laryngoscopy is difficult 98%; ability to anticipate the ‘next step’ 98%; team-working and human factors 96%; ability to call a senior anaesthetist more quickly 94%; assessment or adjustment of cricoid force application 92%, understanding of laryngeal anatomy 92%; training in intubation 98%; training in cricoid force application 87%. Concerns were primarily about local issues such as decontamination and blade availability. Ninety percent reported that the clinical benefit outweighed any additional workload. In conclusion, the C-MAC© videolaryngoscope is judged by anaesthetic assistants to confer numerous advantages for their working practice and training.

I processi di integrazione delle nuove generazioni letti attraverso il capitale sociale

2012 ◽  
pp. 81-103
Author(s):  
Guia Gilardoni
Keyword(s):  
Social Capital ◽  
Sense Of Belonging ◽  
Social Space ◽  
Peer Group ◽  
The United States ◽  
Segmented Assimilation ◽  
Growing Up ◽  
Specific Group ◽  
Cultural Elements ◽  
The One

The article presents considerations regarding the usefulness of social capital in studying integration paths, and it examines research data on the integration of the new generations in Italy, analysing a sample of 17,225 preadolescents (aged 11 to 14), of whom 13,301 were Italians, 2,921 foreigners and 1,003 children of mixed parentage. Data has been collected by a questionnaire translated and adapted from the one used by Portes and Rumbaut in the Children of Immigrants Longitudinal Study (CILS) of 1992 in the United States. They are used to present the Italian situation in light of segmented assimilation theory. One first result is the underachievement of Latinos. Given this finding, an effort is made to consider various factors which contribute to shaping the socio-existential circumstances of this specific group. The second main result is that children of mixed couples were those most disposed to form intercultural relations. When distinguishing between those with an Italian father and a foreign mother and those, vice versa, with an Italian mother and a foreign father, forcefully evident is the central role played by the mother in the transmission of cultural elements and in the construction of a sense of belonging and identity. Third, focusing on social capital at family level and within the peer group, it has been revealed a greater cross-cultural propensity among the new generations than among previous ones: Italian preadolescents growing up in a multi-ethnic society are more open to, and willing to accept, the challenge of cultural diversity than are their parents. More in general, the new generations contribute to creating a more inclusive social space in which membership of social circles becomes more transversal with respect to cultural and ethnic origins.

Strategy for turning around complex sick organizations

1981 ◽  
Vol 6 (3-4) ◽  
pp. 143-166 ◽  
Author(s):  
Pradip N. Khandwalla
Keyword(s):  
Public Sector ◽  
Peer Group ◽  
Change Agent ◽  
Complex Organizations ◽  
Performance Review ◽  
Pressure Groups ◽  
Challenging Tasks ◽  
Peer Group Pressure ◽  
Agent Coordination ◽  
And Training

Sizable complex organizations have strategic missions to play in a developing societ. But they often fall victims to their organizational complexity. Based on case studies of five public sector enterprises and four private sector enterprises, a model for turning around sick, large organizations is presented. The chief characteristics of the model are a credible change agent: mobilization of the organization's rank-and-file; priority to quick pay-off projects over long gestation projects; negotiation of temporary reprieve from pressure groups in the environment; seizing of opportunities afforded by the environment strengthening of mechanisms for influencing the environment; selective changes in the organization's product mix; selective strengthening of management systems: motivation of staff through giving them challenging tasks, panicipa- tive decision -making, operating autonomy coupled with accountability for performance, peer group pressure for excellence, and example set by the change agent; coordination through performance review meetings, coordination committees, and emphasis on direct face-toface settlement of conflicts; performance control through the setting up of responsibility centres: and the institutionalization of an organic, entrepreneurial, professional and participative style of management. The implications of the model for turning around complex organizations without resort to hire and fire methods, for reviving large public sector enterprises, for management education and training, and for OD specialists are briefly sketched.

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