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A unique view of the Hospital Survey on Patient Safety Culture.

A study at a large, urban teaching hospital in Brooklyn, N.Y., examined the relationship between trust, just culture, and error reporting. Find out the results, which offer practical implications to consider to improve trust in leaders.

Read about a 15-year journey that fundamentally changed the organizational culture at a New Jersey hospital using the principles of holism, nurse resilience, presence, integrative therapies, and compassionate care.

This paper outlines why experienced supervisors at a London healthcare provider received skills training so they could offer safeguarding supervision to front-line colleagues with case management responsibilities for vulnerable children and young people. It examines how supervisors use the main functions of supervision and a cycle of reflection in clinical practice with supervisees. As well as the professional issues encountered by supervisors in relation to the benefits, the challenges of providing supervision and the action required to make safeguarding supervision a part of the organisational culture are also explored.

Aims Equipment and skills in intensive care have advanced dramatically, and early rehabilitation and ambulation for patients in intensive care units (ICUs) is part of their journey to recovery. The aim of this study is to increase understanding of nurses’ perspectives on ambulating mechanically ventilated patients, and to determine why this is not a routine part of ICU patient care. Method An interpretative phenomenological analysis method was used to extract data from semi- structured interviews. The questions were piloted twice before being used in the main study. Results Results identified two overarching themes, staff anxiety and organisational culture, within which there are several subthemes. The study also found that education and training programmes could increase staff confidence, and consequently result in routine ambulation of mechanically ventilated patients. Conclusion The study identified that nursing staff are aware of the benefits of ambulation for patients in ICUs, but the personal satisfaction gained from undertaking this activity does not outweigh the anxiety it causes. This is compounded by the organisational culture of ICUs, for example, the hierarchical pyramid of leadership, which dictates that consultants decide when patients are ready to ambulate.

Last November, Nursing Management Congress2016 attendees experienced a one-of-a-kind keynote address when Zubin Damania, MD, took the stage. Through self-produced song and video, he explored the ethics of delivering compassionate care in our challenging healthcare system. Here, read about the Iora Health model that Dr. Damania celebrates as "having it right."

NURSING RESEARCH IS NO LONGER solely the purview of nursing faculty in academia. Inquiry and science are fundamental to raising the bar in nursing practice, improving the patient experience, and enhancing patient outcomes. Acute care hospital environments provide excellent settings for clinical nurs

The authors would like to acknowledge Press Ganey Associates, Inc. CNO Christy Dempsey, DNP, MBA, MSN, CENP, CNOR, AAN, for her contribution.

The American Association of Critical-Care Nurses (AACN) created the Clinical Scene Investigator (CSI) Academy for nurses at the bedside to develop leadership and innovation skills to create and sustain lasting change that positively impacts patient outcomes. In our 2015 three-part series, we explored how to redefine "nonproductive" time, change leadership, and the formation of the Massachusetts CSI Nursing Delirium Collaborative. In this first part of our 2016 series, we share the Duke Raleigh CSI Academy team's journey through change management while creating an early progressive mobility (EPM) initiative.

Healthcare organisations face the challenge of delivering care in increasingly complex environments. To do so they depend on competent professionals, and continuing professional education (CPE) plays a major part in ensuring that staff maintain and develop their knowledge and skills. However, there is limited evidence of the effect of CPE on healthcare outcomes, and an emphasis on outcomes has overlooked the contribution of the processes that underlie effective CPE. This article reports the results of a study that explored a range of stakeholders' perceptions of the processes that maximise the positive effects of CPE on practice. Analysis of results shows that CPE can help improve care when supported by positive organisational cultures, effective partnership working between stakeholders and supportive learning environments that enable individuals to maximise their learning. This article discusses how managers play a pivotal role in creating positive cultures in which CPE can flourish by being role models and change agents, ensuring organisational strategic objectives are aligned with personal development plans, and by working collaboratively with education colleagues to ensure that learning from CPE is embedded in practice.

Given the criticality of improving patient safety in healthcare, the goal of establishing and nurturing a just culture, including nonpunitive response to errors, grows increasingly predominate among engaged nurse leaders. Nonpunitive response to errors is a primary dimension of a hospital's pati