Transforming training into practice with the conflict management framework: a mixed methods study

Objective To implement and evaluate the use of the conflict management framework (CMF) in four tertiary UK paediatric services. Design Mixed methods multisite evaluation including prospective pre and post intervention collection of conflict data alongside semistructured interviews. Setting Eight inpatient or day care wards across four tertiary UK paediatric services. Interventions The two-stage CMF was used in daily huddles to prompt the recognition and management of conflict. Results Conflicts were recorded for a total of 67 weeks before and 141 weeks after implementation of the CMF across the four sites. 1000 episodes of conflict involving 324 patients/families across the four sites were recorded. After implementation of the CMF, time spent managing episodes of conflict around the care of a patient was decreased by 24% (p < 0.001) (from 73 min to 55 min) and the estimated cost of this staff time decreased by 20% (p < 0.02) (from £26 to £21 sterling per episode of conflict). This reduction occurred despite conflict episodes after implementation of the CMF having similar severity to those before implementation. Semistructured interviews highlighted the importance of broad multidisciplinary leadership and training to embed a culture of proactive and collaborative conflict management. Conclusions The CMF offers an effective adjunct to conflict management training, reducing time spent managing conflict and the associated staff costs

Abstracts from the NIHR INVOLVE Conference 2017

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Managing healthcare technology innovation in the NHS

The NHS Long Term Plan recognises the importance of research and innovation to drive future outcomes improvements and the need to speed up the pipeline for developing and implementing proven and affordable technologies. However, the innovation pathway in the NHS is complex and requires tools to contribute to the efficient working of the organisation and information sharing.Devices for Dignity (D4D) is a MedTech Co-operative established by the National Institute for Health Research (NIHR) that has developed an effective model for healthcare technology innovation management.To satisfy the need to collaboratively manage the innovation activities in D4D, and following the evaluation and rejection of different commercial IT tools, a new web application named InnovationManager was developed in-house.We conducted an evaluation of InnovationManager using the Computer System Usability Questionnaire (CSUQ). Participants were recruited from the team of NIHR researchers who had been continuously using the system for a minimum period of one year. Ten individuals responded to the invitation to take part in the study and were directed to an online questionnaire, rating each of the 19 items in CSUQ. Responses for each item were summed and averaged to three subscales (Interface Quality, Information Quality, System Usefulness) and an overall scale.Users found the system very usable and useful, with average scores for each of the subscales and the overall scale above the upper quartile on each 7-point scale. Users highlighted InnovationManager had increased the visibility of their work, facilitated the collaboration with colleagues and partners, reduced duplication of efforts, and supported their daily tasks with shared information.Results demonstrate the high level of user satisfaction and the suitability of this digital solution to promote collaborative working and accelerate the innovation pathway in the NHS