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Dr. John Richmond
School of Health and Related Research, University of Sheffield, 30 Regent Street, S1 4DA Sheffield, United Kingdom

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0 Emergency Management
0 Healthcare Quality
0 Safety
0 Public health emergencies
0 Employee voice

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Commentary
Published: 17 June 2021 in BMJ Leader
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The ability of health system leaders to coordinate emergency responses to the novel coronavirus SARS-CoV-2 pandemic known as COVID-19 is a significant global issue. An effective response to emergencies in health organisations is predicated on the enactment of robust emergency management (EM) planning and activities. While these activities vary between countries, they share fundamentals that include the Hospital Emergency Incident Command System (HEICS), which is often led by the organisation’s chief executive. This incident command system has been used in the USA and other countries since 1991.1 Events such as the 1995 Tokyo Subway Sarin attack and the 2003 SARS outbreaks in Asia and Toronto, Canada, have transformed the requirements for hospital EM.1 While health emergency planning is widespread in the UK, it is not clear whether health organisations in that country are integrated into the emergency response, and whether they function effectively as a system.2 In the USA, several healthcare systems have attributed successful outcomes such as effective ventilator management to the implementation of HEICS.3–5 Meanwhile, in Canada, COVID-19 has tested these systems, and weaknesses are beginning to show in the capabilities of hospitals to provide a prolonged disaster response.6 Moreover, there is inconsistency across the Canadian provinces in the standardisation of incident command structures. The application of EM systems by Canadian healthcare leaders seems inconsistent and underused.7 8 Internationally, healthcare leadership (HL), those individuals in key positions of power whose decisions have considerable influence on emergency response activities, are not well integrated with EM systems and practices.2

ACS Style

Attila J Hertelendy; Jeff Tochkin; John Richmond; Gregory R Ciottone. Preparing for the next COVID-19 wave in Canada: managing the crisis facing emergency management leaders in healthcare organisations. BMJ Leader 2021, 1 .

AMA Style

Attila J Hertelendy, Jeff Tochkin, John Richmond, Gregory R Ciottone. Preparing for the next COVID-19 wave in Canada: managing the crisis facing emergency management leaders in healthcare organisations. BMJ Leader. 2021; ():1.

Chicago/Turabian Style

Attila J Hertelendy; Jeff Tochkin; John Richmond; Gregory R Ciottone. 2021. "Preparing for the next COVID-19 wave in Canada: managing the crisis facing emergency management leaders in healthcare organisations." BMJ Leader , no. : 1.

Journal article
Published: 12 May 2021 in International Journal of Disaster Risk Reduction
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Emergency management (EM) professionals play an integral role in preparing healthcare organizations for disasters but evidence of their pervasiveness in Canadian healthcare is limited. Through an exploratory Canada-wide survey of EM in healthcare organizations, we aim to develop understanding of the prevalence and effectiveness of the disaster preparedness activities enacted in preparation for COVID-19. The online survey generated 161 responses; 150 (93%) had EM responsibility. EM reported that reviewing infectious disease (pandemic) plans and protocols was the most widespread activity (82%), while simulation-based exercises was the least (26%). Organizational incident management response to COVID-19 was led by a sole ‘incident commander’ 61% of the time, while 39% of ‘incident commands’ were led by multiple individuals. Of all those assigned to lead IM, only 68% received training in that role. Overall, the prevalence of disaster preparedness activities in healthcare organizations was positively associated with leaders who received training in incident response and having a dedicated EM resource. Meanwhile, the overall effectiveness of activities was positively correlated with having a sole ‘incident commander’ and was found to improve as the overall prevalence of activities rose. The study provides strong evidence for regional, organizational, and EM resource variation in the delivery of disaster preparedness activities and training for leaders in Canadian healthcare. Hence, we recommend the creation of a national health emergency preparedness system which includes legislated standards and a national training centre to ensure Canadian healthcare is bolstered against future disasters including pandemics.

ACS Style

John G. Richmond; Jeffrey Tochkin; Attila J. Hertelendy. Canadian health emergency management professionals’ perspectives on the prevalence and effectiveness of disaster preparedness activities in response to COVID-19. International Journal of Disaster Risk Reduction 2021, 60, 102325 .

AMA Style

John G. Richmond, Jeffrey Tochkin, Attila J. Hertelendy. Canadian health emergency management professionals’ perspectives on the prevalence and effectiveness of disaster preparedness activities in response to COVID-19. International Journal of Disaster Risk Reduction. 2021; 60 ():102325.

Chicago/Turabian Style

John G. Richmond; Jeffrey Tochkin; Attila J. Hertelendy. 2021. "Canadian health emergency management professionals’ perspectives on the prevalence and effectiveness of disaster preparedness activities in response to COVID-19." International Journal of Disaster Risk Reduction 60, no. : 102325.

Journal article
Published: 19 April 2021 in Sustainability
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Traditional healthcare services have demonstrated structural shortcomings in the delivery of patient care and enforced numerous elements of integration in the delivery of healthcare services. Integrated healthcare aims at providing all healthcare that makes humans healthy. However, with mainly chronically ill people and seniors, typically suffering from numerous comorbidities and diseases, being recruited for care, there is a need for a change in the healthcare service structure beyond direct-patient care to be compatible in peacetime and during public health emergencies. This article’s objective is to discuss the opportunities and obstacles for increasing the effectiveness of healthcare through improved integration. A rapid evidence review approach was used by performing a systematic followed by a non-systematic literature review and content analysis. The results confirmed that integrated healthcare systems play an increasingly important role in healthcare system reforms undertaken in European Union countries. The essence of these changes is the transition from the episodic treatment of acute diseases to the provision of coordinated medical services, focused on chronic cases, prevention, and ensuring patient continuity. However, integrated healthcare, at a level not yet fully defined, will be necessary if we are to both define and attain the integrated practice of both global health and global public health emergencies. This paper attains the necessary global challenges to integrate healthcare effectively at every level of society. There is a need for more knowledge to effectively develop, support, and disseminate initiatives related to coordinated healthcare in the individual healthcare systems.

ACS Style

Krzysztof Goniewicz; Eric Carlström; Attila Hertelendy; Frederick Burkle; Mariusz Goniewicz; Dorota Lasota; John Richmond; Amir Khorram-Manesh. Integrated Healthcare and the Dilemma of Public Health Emergencies. Sustainability 2021, 13, 4517 .

AMA Style

Krzysztof Goniewicz, Eric Carlström, Attila Hertelendy, Frederick Burkle, Mariusz Goniewicz, Dorota Lasota, John Richmond, Amir Khorram-Manesh. Integrated Healthcare and the Dilemma of Public Health Emergencies. Sustainability. 2021; 13 (8):4517.

Chicago/Turabian Style

Krzysztof Goniewicz; Eric Carlström; Attila Hertelendy; Frederick Burkle; Mariusz Goniewicz; Dorota Lasota; John Richmond; Amir Khorram-Manesh. 2021. "Integrated Healthcare and the Dilemma of Public Health Emergencies." Sustainability 13, no. 8: 4517.

Conference paper
Published: 01 August 2020 in Academy of Management Proceedings
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The psychological contract comprises the implicit perceptions of mutual obligations that two parties hold towards each other. We examine the creation and maintenance of an explicit psychological contract designed to facilitate a new relationship between senior representatives of five hospitals and senior representatives of their regulator. This ‘new deal’ was created to implement new routines and practices with the aim of transforming the quality and efficiency of care delivery in the NHS. A co-created explicit psychological contract clarified the behavioural principles which were to guide the collaboration. We build on Rousseau et al.’s (2018) dynamic phase model of the psycholocial contract, and use a sensemaking and sensegiving lens to explore the processes related to creation and maintenance of the explicit psychological contract. We draw upon 53 hours of observation and 52 interviews, observed over a period of twenty-four months. Our data evidences how events can disrupt the established psychological contract and how subsequently, both parties attempt to use the disruption to reinstate the relationship. We propose that these disruptions occur because the explicit psychological contract has become implicit, thereby a disruption can serve to pull the psychological contract back into the consciousness, reinforcing the values orginally agreed."

ACS Style

Nicola Jane Burgess; John Richmond; Tina Kiefer. Psychological Contracting Making Obligations Explicit to Support a Transformative Change Partnership. Academy of Management Proceedings 2020, 2020, 10233 .

AMA Style

Nicola Jane Burgess, John Richmond, Tina Kiefer. Psychological Contracting Making Obligations Explicit to Support a Transformative Change Partnership. Academy of Management Proceedings. 2020; 2020 (1):10233.

Chicago/Turabian Style

Nicola Jane Burgess; John Richmond; Tina Kiefer. 2020. "Psychological Contracting Making Obligations Explicit to Support a Transformative Change Partnership." Academy of Management Proceedings 2020, no. 1: 10233.

Analysis
Published: 27 November 2019 in BMJ
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Nicola Burgess and colleagues argue for a move away from top-down regulation to a new approach that facilitates rather than hinders learning across organisations The regulatory landscape in the UK is changing again. From 1 April 2019 NHS England and NHS Improvement became what is effectively a single organisation with far reaching responsibility for the oversight of the system. The structural features of this change, which will eventually require legislative reform, have been widely debated, not least by those affected by plans for a collaborative approach to improvement in the NHS.12 But there has been less discussion about the style and approach to regulation that might be best suited to drive improvement in the NHS as set out in the long term plan.3 We contend that a major change is required in the way the system interacts with service providers if we are to be successful in developing a new service model for the 21st century. Currently the NHS relies on positional authority—a hierarchical system in which regulators use their power and leverage to drive change. Drawing on organisational theory we contend that structural change in the regulatory landscape is insufficient to drive interorganisational learning for improvement. Specifically, we argue that regulation needs to shift towards a more relational form of governance in which informal social systems foster learning across organisations. This relational authority emerges through interpersonal relationships characterised by trust and mutual respect and has to be earnt over time.4 To support our argument we draw on our experience analysing a major experiment in delivering service transformation in five NHS hospital trusts in partnership with NHS Improvement and the Virginia Mason Institute in the US (box 1).3 Box 1 ### NHS-Virginia Mason Institute partnership In 2015 a five year partnership was established between the NHS and US based Virginia Mason … RETURN TO TEXT

ACS Style

Nicola Burgess; Graeme Currie; Bernard Crump; John Richmond; Mark Johnson. Improving together: collaboration needs to start with regulators. BMJ 2019, 367, l6392 .

AMA Style

Nicola Burgess, Graeme Currie, Bernard Crump, John Richmond, Mark Johnson. Improving together: collaboration needs to start with regulators. BMJ. 2019; 367 ():l6392.

Chicago/Turabian Style

Nicola Burgess; Graeme Currie; Bernard Crump; John Richmond; Mark Johnson. 2019. "Improving together: collaboration needs to start with regulators." BMJ 367, no. : l6392.

Research article
Published: 16 October 2018 in Work, Employment and Society
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In the light of its surprising absence in extant literature in the domain of the sociology of work, specifically within the journal Work, Employment and Society, this article represents a ‘call to arms’ for research focused upon professional misconduct in healthcare. Specifically, interrogation of four dimensions of professional misconduct in healthcare is called for: a broader definition of professional misconduct; antecedents of professional misconduct that recognize the effect of context; professional response to regulation of misconduct; and the hierarchical and affective challenge to frontline professionals blowing the whistle on professional misconduct.

ACS Style

Graeme Currie; John Richmond; James Faulconbridge; Claudia Gabbioneta; Daniel Muzio. Professional Misconduct in Healthcare: Setting Out a Research Agenda for Work Sociology. Work, Employment and Society 2018, 33, 149 -161.

AMA Style

Graeme Currie, John Richmond, James Faulconbridge, Claudia Gabbioneta, Daniel Muzio. Professional Misconduct in Healthcare: Setting Out a Research Agenda for Work Sociology. Work, Employment and Society. 2018; 33 (1):149-161.

Chicago/Turabian Style

Graeme Currie; John Richmond; James Faulconbridge; Claudia Gabbioneta; Daniel Muzio. 2018. "Professional Misconduct in Healthcare: Setting Out a Research Agenda for Work Sociology." Work, Employment and Society 33, no. 1: 149-161.