|Gloucestershire Hospitals NHS FT
Small Steps – Big Changes
The problem with feedback data is staff taking ownership, as they often say “that’s not my data/problem”. This project was innovative as staff took ownership of their data and led on multiple initiatives using quality improvement patient experience techniques. Ownership of feedback data has to be closest to the patient to make the biggest difference and anecdotal data is as important as “official” feedback data. The leadership journey began as a deficit-based model evolving into an appreciative enquiry model with co-design used at appropriate points. The project was effective in that all ward staff became engaged with the overall objective of improving their patients’ experience. Initiatives failed and these were learned from, while successes were celebrated. The project started with a transactional leadership style and transitioned into transformational collective leadership. The philosophy became totally patient-focussed as the project progressed. The success of this project can be measured on how engaged the staff became. Their enthusiasm grew with their successes. The project will be sustained as the staff now take ownership of their feedback data and know how to respond with actions. The philosophy has already been transferred to other wards, with more wards keen to be involved.
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