Patient safety > Safety culture
Speaking up in a Culture of Silence by
We know we should speak up and question what is being taken as normal in our work cultures -- to notice and call out bad behaviour and resist being silenced. This book is a guide to what it takes to do this in a way that doesn't expose you to the countermeasures of people who do not like being questioned. What is explored through case studies and personal experience are ideas about how to resist being silenced at work where there are competing demands on your time and energy and where people have learnt to tolerate bad and uncivil behaviours just to get the work done. There are no magic solutions or calls for decisive action. Just some modest ideas about what can help you hold onto your voice and your thinking so that when the time is right, you can say something that just may help keep us all a bit safer.
Speak Up by
Shortlisted for CMI management Book of the Year 2020 "A powerful book on an important topic. Speak Up helps us understand the subtle elements that contribute to our holding back valuable ideas and observations. Their TRUTH framework - which is as practical as it is rigorous - identifies essential elements to help individuals find their voice. " Amy Edmondson, Professor, Harvard Business School, Author, The Fearless Organization (Wiley, 2019) What you say or don't say in a conversation can have life-defining consequences on ourselves and those around us. Speak Up helps you to navigate power differences so you can speak up with confidence and enable others to find their voice in a way that will be heard. Our day-to-day conversations define how we see ourselves and how we're seen. The choices we make about what to say and who to say it to are decisive factors in whether we get promoted, or side-lined. Whether we steer clear of trouble, or find ourselves in it up to our necks. With daily scandals hitting the headlines and the continuous need to innovate to survive, creating a more honest, open, fulfilling and productive workplace has never been more pressing. Our conversational choices harness the ideas and intelligence of the people we work with, or result in that revolutionary concept never seeing the light of day. They make us feel proud or ashamed of ourselves for what we have or have not said. They cause us to flourish and feel motivated, or result in us feeling dissatisfied and resentful. Speak Up helps you to navigate power differences and speak up with confidence in a way that you will be heard. But it's no good speaking up if there isn't anyone listening so we also help you to understand how your power enables others to speak up and how it might silence them.
The Fearless Organization by
Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent--but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. Explore the link between psychological safety and high performance Create a culture where it's "safe" to express ideas, ask questions, and admit mistakes Nurture the level of engagement and candor required in today's knowledge economy Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.
Psychological Safety by 
The 4 Stages of Psychological Safety by
This book is the first practical, hands-on guide that shows how leaders can build psychological safety in their organizations, creating an environment where employees feel included, fully engaged, and encouraged to contribute their best efforts and ideas. Perhaps the leader's most challenging task is to increase intellectual friction while decreasing social friction. When this doesn't happen and it becomes emotionally expensive to say what you truly think and feel, that lack of psychological safety triggers the self-censoring instinct, shuts down learning, and blocks collaboration and creativity. Timothy R. Clark, a former CEO, Oxford-trained social scientist, and organizational consultant, provides a research-based framework to help leaders transform their organizations into sanctuaries of inclusion and incubators of innovation. When leaders cultivate psychological safety, teams and organizations progress through four successive stages. First, people feel included and accepted; then they feel safe to learn, contribute, and finally, challenge the status quo. Clark draws deeply on psychology, philosophy, social science, literature, and his own experiences to show how leaders can, and must, set the tone and model the ideal behaviors--as he says, "you either show the way or get in the way." This thoughtful and pragmatic guide demonstrates that if you banish fear, install true performance-based accountability, and create a nurturing environment that allows people to be vulnerable as they learn and grow, they will perform beyond your expectations.
The Psychological Safety Playbook: Lead More Powerfully by Being More Human by 
Right Kind of Wrong: Why Learning To Fail Can Teach Us To Thrive by 
Fatal Solution by
One box of chemicals mistaken for another. Ingredients intended to be life-sustaining are instead life-taking. Families in shock, healthcare providers reeling and fingers starting to point. A large healthcare system's reputation hangs in the balance while decisions need to be made, quickly. More questions than answers. People have to be held accountable - does this mean they get fired? Should the media and therefore the public be informed? What are family members and the providers involved feeling? When the dust settles, will remaining patients be more safe or less safe? In this provocative true story of tragedy, the authors recount the journey travelled and what was learned by, at the time, Canada's largest fully integrated health region. They weave this story together with the theory about why things fall apart and how to put them back together again. Building on the writings and wisdom of James Reason and other experts, the book explores new ways of thinking about Just Culture, and what this would mean for patients and family members, in addition to healthcare providers. With afterwords by two of the major players in this story, the authors make a compelling case that Just Culture is as much about fairness and healing as it is about supporting a safety culture.
Restorative Just Culture in Practice: Implementation and Practice by 
Just Culture by
A just culture is a culture of trust, learning and accountability. It is particularly important when an incident has occurred; when something has gone wrong. How do you respond to the people involved? What do you do to minimize the negative impact, and maximize learning? This third edition of Sidney Dekker's extremely successful Just Culture offers new material on restorative justice and ideas about why your people may be breaking rules. Supported by extensive case material, you will learn about safety reporting and honest disclosure, about retributive just culture and about the criminalization of human error. Some suspect a just culture means letting people off the hook. Yet they believe they need to remain able to hold people accountable for undesirable performance. In this new edition, Dekker asks you to look at 'accountability' in different ways. One is by asking which rule was broken, who did it, whether that behavior crossed some line, and what the appropriate consequences should be. In this retributive sense, an 'account' is something you get people to pay, or settle. But who will draw that line? And is the process fair? Another way to approach accountability after an incident is to ask who was hurt. To ask what their needs are. And to explore whose obligation it is to meet those needs. People involved in causing the incident may well want to participate in meeting those needs. In this restorative sense, an 'account' is something you get people to tell, and others to listen to. Learn to look at accountability in different ways and your impact on restoring trust, learning and a sense of humanity in your organization could be enormous.
Safety Leadership: A Different, Doable and Directed Approach to Operational Improvements by 
