How to…

Revitalise Workplace Culture! Putting Multi-disciplinary Team Working

Principles into Practice in Maternity

Rosemary Exton Midwife Band 7, Nottingham University Hospitals NHS Trust;

Director, Workplace Innovation Limited

Why does culture in the NHS matter?

Culture reflects the extent to which staff at

every level of a Trust can use and develop

the full range of their skills, knowledge,

experience and creativity both in the

execution of their day-to-day tasks and in

the improvement of cost effective care.

Prof Peter Totterdill 2013

So what is the state of culture in the NHS?

The Kirkup Report:

Morecambe Bay Maternity Service

• Education - imminent changes to regulatory systems

and difficulties for midwives in accessing CPD need

urgent attention

• Dysfunctional team working

• Support for normality around birth

• A duty of candour, speaking up and standing up for

high standards

Dr Bill Kirkup 2015

Staff Voice Risk Reporting - at strategic decision making levels Feedback

Shared Learning, Reflection and Improvement Quality improvement Cost effectiveness Staff engagement

Multi Disciplinary Meetings Quality Managing risk Problem solving

Coaching Culture and Co-operative Working Quality Safety Working life – Skill mix, physical needs and taking breaks

Multi-Disciplinary Team Working Principles in Practice in Maternity

The Multi Disciplinary Team includes Midwives, Doctors, Management, MSWs, HCAs, Admin and Clerical and Domestic staff

© Workplace Innovation

Divisional meetings of senior management, consultants and

department leads

Regular risk management, strategy & governance meetings of doctors,

managers and senior midwives

Formal and informal multi disciplinary learning

and continuous improvement

Monthly multi disciplinary team meetings each area

Weekly MDT white board ‘Team Talk’ meetings

Huddle: doctors and senior midwives & Shift Huddle all staff

Small group team working at front line

WOMAN

Engaging

Visioning

Empowering Monitoring

and Reviewing

Embedding and

Sustaining

Harness ideas and

create spaces for

reflection, dialogue and

learning People Centred Change

Create shared

understanding and

enthusiasm for the

direction of change

Full permission to use

their energy, knowledge

and creativity to reflect,

create and act!

Maintain direction and

momentum; learn from

successes and failures and

adjust to reflect the learning

Continuing reflection,

dialogue, learning and

improvement prevent

‘innovation decay’

Process

Mapping

C5

Employee

Forums

First 10

Steps

10 at 10

Continuous

Improvement

Groups

Team

Talk

Team

Reflection

MDT

Meetings

www.goodworkplaces.net/MDT