The Patient Feedback Response Framework – Understanding why UK hospital staff find it difficult to make improvements based on patient feedback
A qualitative study
Dados Bibliográficos
| ID | 7217723 |
|---|---|
| Autores | Laura Sheard (0000-0002-9241-8361, autor correspondente), Charles Marsh (0000-0002-4185-7153), Claire Marsh (0000-0001-8352-3082), Jane O’hara (0000-0001-5551-9975, University of Bradford), Gerry Armitage (0000-0002-1078-6268, University of Bradford), John Wright (0000-0001-9572-7293), Rebecca Lawton (0000-0002-5832-402X, University of Bradford) |
| Ano | 2017 |
| Volume | 178 |
| Páginas | 19-27 |
| Data de publicação | 2017-02-04 |
| Peer Reviewed | Sim |
| Open Access | Sim |
| Tipo | ARTICLE |
| Periódico | Social Science & Medicine (JOURNAL) |
| Identificadores do periódico | ISSN: 0277-9536 • E-ISSN: 1873-5347 |
| Editora | Elsevier BV (PUBLISHER) |
| DOI | 10.1016/j.socscimed.2017.02.005 |
| PMID | 28189820 |
| OpenAlex | W2585092201 |
| Idioma | EN |
| Citações recebidas | 22 |
| Referências citadas | 25 |
Patients are increasingly being asked for feedback about their healthcare experiences. However, healthcare staff often find it difficult to act on this feedback in order to make improvements to services. This paper draws upon notions of legitimacy and readiness to develop a conceptual framework (Patient Feedback Response Framework - PFRF) which outlines why staff may find it problematic to respond to patient feedback. A large qualitative study was conducted with 17 ward based teams between 2013 and 2014, across three hospital Trusts in the North of England. This was a process evaluation of a wider study where ward staff were encouraged to make action plans based on patient feedback. We focus on three methods here: i) examination of taped discussion between ward staff during action planning meetings ii) facilitators notes of these meetings iii) telephone interviews with staff focusing on whether action plans had been achieved six months later. Analysis employed an abductive approach. Through the development of the PFRF, we found that making changes based on patient feedback is a complex multi-tiered process and not something that ward staff can simply 'do'. First, staff must exhibit normative legitimacy - the belief that listening to patients is a worthwhile exercise. Second, structural legitimacy has to be in place - ward teams need adequate autonomy, ownership and resource to enact change. Some ward teams are able to make improvements within their immediate control and environment. Third, for those staff who require interdepartmental co-operation or high level assistance to achieve change, organisational readiness must exist at the level of the hospital otherwise improvement will rarely be enacted. Case studies drawn from our empirical data demonstrate the above. It is only when appropriate levels of individual and organisational capacity to change exist, that patient feedback is likely to be acted upon to improve services
Action (physics · Active listening · Autonomy · Focus group · Health care · Legitimacy · Medical education · Normative · Patient safety · Political science · Process (computing · Public relations · Qualitative research · Sociology · Computer Science · Healthcare Quality and Management · Medicine · Nursing · Patient Satisfaction in Healthcare · Primary Care and Health Outcomes · Psychology
Powerless or Powerful? Healthcare Professionals' Construction of Agency in Patient and Family Engagement Accounts
How medical school alters empathy
Telling a story or reporting the facts? Interpretation and description in the qualitative analysis of applied health research data
Theorizing Factors Mediating With the Implementation of a Patient Feedback on Safety Intervention Implemented in the Primary Care Setting
Explaining explainable AI for healthcare
A qualitative formative evaluation of a patient‐centred patient safety intervention delivered in collaboration with hospital volunteers
“Change is what can actually make the tough times better”
Patient experience feedback in UK hospitals
Reflection in practice
A qualitative exploration of mental health service user and carer perspectives on safety issues in UK mental health services
Responding effectively to adult mental health patient feedback in an online environment
What's the problem with patient experience feedback? A macro and micro understanding, based on findings from a three‐site UK qualitative study
Reducing delayed transfer of care in older people
Improving Patient Experience in Hospital Settings
The qualities of data
Staff feedback within an acute mental health hospital
Advanced Sentiment Analysis for Managing and Improving Patient Experience
The final arbiter of everything”
A glimpse behind the organisational curtain
Patient experience data as enacted
Wild data
"We don't experiment with our patients!" An ethnographic account of the epistemic politics of (re)designing nursing work
Collecting data on patient experience is not enough
A systematic review of evidence on the links between patient experience and clinical safety and effectiveness
How Actors Change Institutions
A theory of organizational readiness for change
Managing Legitimacy
The role of institutional entrepreneurs in reforming healthcare
Studying large-scale programmes to improve patient safety in whole care systems
Achieving and sustaining profound institutional change in healthcare
Beyond metrics? Utilizing 'soft intelligence' for healthcare quality and safety
Theory Construction in Qualitative Research
| Obras citantes distintas | 22 |
|---|---|
| Citações por ano | 2,44 |
| Intervalo de citações | 2017 - 2026 (10) |
| Velocidade de citação | current |
| Altamente citado | Não |
| Tipos de citação | Neutras: 22 |