Conflict in the NHS is on the increase. Chief Executives are devoting an increasing amount of time to dealing with conflict scenarios.
With a professional background in business psychology, we are the organisation NHS Trusts turn to bring about sustained performance improvement for clinicians and non-clinicians at all levels in healthcare management.
Chief Executives are devoting an increasing amount of time to dealing with conflict scenarios.
Leaders and the workforce are facing immense amounts of pressure. This has an impact on costs, management time, employee satisfaction, productivity, sickness and absence levels and ultimately patient care. There is a growing body of evidence highlighting the link between conflict in the NHS and the patient experience.
The NHS Conflict Competence Toolkit has been specifically compiled to provide NHS managers with a complete set of resources to tackle difficult conversations, manage conflict situations and initiate mediations.
This toolkit includes:
Our NHS Conflict Competence Toolkit for the NHS has been specifically compiled for CEOs, HR Directors, Medical Directors and Nursing Directors.
The toolkit is closely linked to our best-selling books
Difficult Conversations Training course
National Employment and Workplace Mediation Certificate for the NHS.
Produced by leading Mediator and Business Psychologist Clive Lewis OBE DL of Globis Mediation Group
Clive Lewis’ latest book published by Bloomsbury Professional
Covering key topics including the business case for mediation, setting up an in-house mediation scheme, making mediation work and the future of workplace mediation.
Bespoke telephone support is a key element of this toolkit. No two mediators or mediations are the same, so if and when you need additional support in using the toolkit or applying the theory to a mediation, you can call on Globis to discuss how we can help.
Clive Lewis is a business psychologist specialising in employee and industrial relations. He is CEO of the Globis Mediation Group. He is an accredited commercial mediator specialising in helping to solve complex one-on-one, team, organisational, multi-party and collective disputes. He is the author of 14 books. His research on Mediation and Organisation Diagnosis in the NHS was recently shortlisted for an award with The Association for Business Psychology. In partnership with NHS Employers, the research is being presented to health groups across the country. The research was also recently presented at the recent Globis ‘Resolving Conflict in NHS’ national conference in London. Clive has completed six years as a Non-Exec Director with a large Acute Trust. He currently serves on the Board of the University of the West of England (UWE). He was awarded the OBE for Public Service in the Queen's Birthday Honours List of 2011 and appointed as Deputy Lieutenant of Gloucestershire in 2012. In his spare time, Clive plays the bass guitar.
It takes, on average, 19 months and two weeks for a dispute to be actively resolved in a NHS setting, according to research by Business Psychologist and leading Mediation Practitioner, Clive Lewis OBE DL.
The research, ‘Mediation and Organisation Diagnosis’ carried, explored whether the principles of medical diagnosis are also applicable to identifying organisational problems in the NHS. It covers a two year period up to 2016, analysing the outputs of 40 different mediation cases involving over 210 people (both clinicians and non-clinicians). Acute, Community, Mental Health Trusts and Clinical Commissioning Groups were included in the sample. The research also discovered:
Mr Lewis, who is currently touring the country presenting the research to Trust CEOs and NHS membership organisations NHS Providers and NHS Employers, says that the findings are ground breaking. “We have known for some time that we can suffer cognitive impairment when embroiled in conflict. We have never made the link between the potential harm that can patients can suffer as a result – if Surgeon and Anaesthetist become enemies and are in theatre together the consequences for the patient can be devastating”.
Mr Lewis wants NHS England to recognise the importance of investment in conflict resolution and team working strategies. “There is a potential £0.5bn of savings to be made at a time when the NHS is strapped for cash”. The research also refers to the £1.4bn spent annually by NHS Resolution on negligence claims and how an apology could nip problems in the bud and reduce these costs by one-third. The research denotes mediation as a type of palliative care and concludes that organisation diagnosis is not yet a feature of NHS life.
The research leads to a number of recommendations which include a proposal that conflict becomes a matter of Governance for NHS Trusts. There is also a recommendation that training in skills such as how to have a difficult conversation becomes part of the mandatory training framework.
Please click below to see the presentation associated this research and example outputs of NHS mediations that Clive has conducted.