Restorative Just Culture in Practice: Implementation and Evaluation

Description

A restorative just culture has become a core aspiration for many organizations in healthcare and elsewhere. Whereas ‘just culture’ is the topic of some residual conceptual debate (e.g. retributive policies organized around rules, violations and consequences are ‘sold’ as just culture), the evidence base on, and business case for, restorative practice has been growing and is generating increasing, global interest. In the wake of an incident, restorative practices ask who are impacted, what their needs are and whose obligation it is to meet those needs. Restorative practices aim to involve participants from the entire community in the resolution and repair of harms. This book offers organization leaders and stakeholders a practical guide to the experiences of implementing and evaluating restorative practices and creating a sustainable just, restorative culture. It contains the perspectives from leaders, theoreticians, regulators, employees and patient representatives. To the best of our knowledge, there is no book on the market today that can function as a guide for the implementation and evaluation of a just and learning culture and restorative practices. This book is intended to fill this gap. This book will provide, among other topics, an overview of restorative just culture principles and practices; a balanced treatment of the various implementations and evaluations of just culture and restorative processes; a guide for leaders about what to stop, start, increase and decrease in their own organizations; and an attentive to philosophical and historical traditions and assumptions that underlie just culture and restorative approaches. The interest in ‘just culture’, not just in healthcare but also in other fields of safety-critical practice, has been steadily growing over the past decade. It is a trending area. In this, it has become clear that 20-year-old retributive models not only hinder the acceleration of performance and organizational improvement but have also in some cases become a blunt HR instrument, an expression of power over justice and a way to stifle honesty, reporting and learning. What is new in this, then, is the restorative angle on just culture, as it has been developed over the last few years and now is practised and applied to HR, suicide prevention, healthcare improvement, regulatory innovations and other areas. Cover Half Title Title Page Copyright Page Table of Contents About the Editors About the Contributors Chapter 1 Introduction to Restorative Just Culture The Retributive Dead End Restorative Just Culture as a Strong Alternative A History of Restorative Justice The Goals of Restoration Moral Engagement The Many Sides of an Incident Emotional Healing Reintegrating the Practitioner Organizational Learning Into Practice References Chapter 2 Creating a Restorative Just Culture in a Large Public Organisation: A Personal Reflection from Mersey Care’s Chief Executive Processing the Lessons from a Shock Wave Developing a Focus on Quality and Safety Management The Plan and the Solution Psychological Safety A Second Shock Wave Responding to the Complex Cultural Challenge of Building Trust Summary My Personal Reflection – Amanda Oates, Executive Director of Workforce References Chapter 3 A Just Culture for Mental Health Epilogue References and sources Chapter 4 Joshua’s Story Why Is Transparency and Learning so Elusive in Healthcare? How Could Things Be Different? References Chapter 5 Regulation and the Just Culture Culture Is Critical for Quality Never Again Achieving Transparency Accountability and Blame The Voice of Patients Role of Regulators References Chapter 6 Restorative Practice and Building a Just Culture Inquests in England and Wales – Setting the Scene PFD Reports What Is an Inquest? Scope of an Inquest Inquests Turned on Their Heads Funding for Families What Next? Question? Confidence in the System? Early Resolution of Claims Learning from Incidents Statutory and Professional Duty of Candour NHS England and NHS Improvement Patient Safety Incident Response Framework – A New Dawn? HSIB to HSSIB (Lots of Acronyms) Conclusion References Chapter 7 Patient Safety: A Political Perspective Mental Health Transparency Is Key but Not Enough on Its Own Support for Clinicians Is Vital if We Are to Move from a Blame to a Learning Culture Chapter 8 Supporting Organisational Health through an OD Approach So What Is Organisational Development How Does This Fit with our Restorative Just and Learning Culture Progress? Listening, Engaging and Taking Collective Action Translation into Our Trust Strategy Summarising the Drivers for Change Culture Change Activities and Interventions – What We Did Psychologically Safe, Resilient High-Performing Teams The Learning Workforce Mindset and Alignment Needs Constant Attention and Care Getting the Basics Consistently Right Culture Change Is Not a Process; It Is a Strategic Long-Term Endeavour Resilience, Persistence and Leadership Alignment Capability and Capability Getting It Right for the Workforce Means We Are Now Translating Our Practice Further into Our Clinical Practice Impact of OE Interventions Conclusion References Chapter 9 Restorative Practices in Context for Improving Our People Processes, or People Processes the Restorative Way: Putting it into Context Reflecting Back on Mersey Care’s People Processes The Informal versus Formal Approach – What Does ACAS Say? What If There Are Criminal or Safeguarding Proceedings? Non-prejudicial Action – It’s Not That Simple Top Tips for Understanding Your People Processes Improving People Processes – It’s within Our Grasp The HR Challenge – Keeping the Human in Human Resources Investigations and Suspensions in Mersey Care The Right Approach for Us Leading Restorative People Process – Not Resisting HR Practitioners and Hindsight Basis Lessons on Our Journey Aftermath – Unresolved People Processes What If Forgiveness Cannot Be Achieved? More about Forgiveness In Summary Personal Reflections References Chapter 10 How to Implement a Restorative Just Culture and Learning Reviews in a Conservative Industry Introduction The Case Study Neptune Energy The Need for Change The Process of Changing Current Processes and Policies Restorative Just Culture Learning Reviews Conclusions References Chapter 11 Psychological Safety The Voice from Below Groupthink Overestimation of the Group’s Power and Morality Closed-Mindedness Pressures toward Uniformity Psychological Safety, Trust, Leadership and Accountability References Chapter 12 Evaluating Just Culture and Restorative Practices: The Business Case Restorative Just Culture Operationalised Expected Qualitative Benefits Expected Economic Benefits Methodology Implementation of Restorative Just Culture Qualitative Benefits Economic Benefits Results Alignment with restorative just culture hallmarks (intended implementation) Realised Implementation Qualitative Benefits Economic Benefits Discussion The Business Case Limitations Conclusion Acknowledgements References Chapter 13 Civility Saves Lives The Impact of Incivility in the Workplace How Does Incivility Work to Reduce Performance? What Counts as Incivility? How Does Incivility Affect the Various Groups Who Are Exposed to It? Effect on the Individual Effect on Co-worker Bystanders Effect on Patients/Relatives/Clients Effect on the Team Leadership Incivility So What Does It All Mean? Starting Civility Saves Lives Getting the Message Across Different Evidence for Different Groups – Horses for Courses Connecting with Other Groups Beyond Civility Saves Lives The Importance of Perception Misunderstandings Summary References Chapter 14 Training Your Staff for Restorative Practices and a Just and Learning Culture Introduction A Personal Experience of Training and Development for Restorative Practices The Argument for Training and Development for Change Training and Development Programmes for Restorative Practices and just and Learning Cultures Person Focused Training – Who Need to Be Trained? The Impact of COVID-19 on Training and Development and the Emergence of an Online Programme Framework Programme Development Programme Delivery – Training as Fact Sharing and Facilitation and Not as Prescriptive Teaching Active Participation: The Impact of Recognition of Hurt as a Consequence of a Review of Past Cases Ensuring Psychological Safety in the Programme: Chatham House Rules Programme Evaluation Conclusion References Chapter 15 The Restorative Just Culture Manifesto: A Call for Action What Does It Mean for Your Organisation and for Us? Ten Proposed Actions for You Index