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.
Author(s): Sidney Dekker, Joseph Rafferty, Amanda Oates
Publisher: Routledge/Productivity Press
Year: 2022
Language: English
Pages: 300
City: New York
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
