What's the problem with patient experience feedback? A macro and micro understanding, based on findings from a three-site UK qualitative study
What's the problem with patient experience feedback? A macro and micro understanding, based on findings from a three-site UK qualitative study
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DOI：
10.1111/hex.12829
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发表时间：
2019-02-01
影响因子：
3.2
通讯作者：
Lawton, Rebecca
中科院分区：
文献类型：
--
作者：
Sheard, Laura;Peacock, Rosemary;Lawton, Rebecca
收集患者对医疗保健体验的反馈是一项重要的活动。然而，基于这种反馈的改进很少实现。在这项研究中，我们专注于回答这个问题-“是什么阻碍了病人的经验反馈的使用？“方法我们在2016年对英格兰北部的三家NHS医院信托基金进行了定性研究。焦点小组进行了病房为基础的工作人员，医院管理人员进行了深入采访（50名参与者）。我们进行了概念层面的分析。结果-在宏观层面上，我们发现，集中精力收集病人的经验反馈已经发展成为自己的自我永存的行业，资源，精力和时间的分配显着花费在这项任务上。这往往是以牺牲整个组织的学习或改进为代价的。在微观层面上，病房工作人员努力与反馈互动，因为它的复杂性与有关数据源的价值，有效性和及时性提出的问题。结论宏观和微观的阻碍因素汇集在一起，形成了一场完美的风暴，为改进提供了实质性的障碍。政策变革的建议，同时认识到，高层次的组织文化/系统目前过于迟缓，让富有成效的学习和行动发生的反馈，病人给。
Context Collecting feedback from patients about their experiences of health care is an important activity. However, improvement based on this feedback rarely materializes. In this study, we focus on answering the question-"what is impeding the use of patient experience feedback?" Methods We conducted a qualitative study in 2016 across three NHS hospital Trusts in the North of England. Focus groups were undertaken with ward-based staff, and hospital managers were interviewed in-depth (50 participants). We conducted a conceptual-level analysis. Findings On a macro level, we found that the intense focus on the collection of patient experience feedback has developed into its own self-perpetuating industry with a significant allocation of resource, effort and time being expended on this task. This is often at the expense of pan-organizational learning or improvements being made. On a micro level, ward staff struggled to interact with feedback due to its complexity with questions raised about the value, validity and timeliness of data sources. Conclusions Macro and micro prohibiting factors come together in a perfect storm which provides a substantial impediment to improvements being made. Recommendations for policy change are put forward alongside recognition that high-level organizational culture/systems are currently too sluggish to allow fruitful learning and action to occur from the feedback that patients give.