Enhancing psychological safety

Building Trust

Developing compassionate leadership

Building emotional literacy

Inner chimp

Flexible working

Hot desking

Belonging

Supporting neurodiversity

Bystander intervention

Building team resilience

Making sure health and social care practitioners have a secure base from which to operate is critical to organisational resilience. A secure base provides:


<p><span style="font-weight: 400;">Making sure that health and social care workers have a psychologically secure base from which to operate is crucial to organisational resilience and is the first Key Foundational Principle (KFP).</span></p>



<p><strong><mark style="background-color:rgba(0, 0, 0, 0)" class="has-inline-color has-black-color">Ask yourself the following questions:</mark></strong></p>



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<li>Do I need to get angry about this? Trying to avoid being angry does not mean suppressing your feelings, as this can result in shame, depression and (possibly) more anger. Instead, try to change your outlook and ask yourself whether what has just happened is something you need to be angry about.</li>
</ul>



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<li>How does anger affect you? Think back to previous situations when you have been angry at work and ask yourself how it affects aspects of your life, both good and bad. Identify the impact on you, your relationships with colleagues, your job performance, your wellbeing and energy, how you feel outside work, and your relationships with family and friends.</li>
</ul>



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<li>Was anger an appropriate response? Did your anger arise from an accurate or logical reading of the situation, or your own interpretation of it? Talk the situation through with somebody you trust who is neutral to the situation (see your <a href="https://staging.isort-frontend.pages.dev/toolkit/learning/quick-wins/creating-your-personal-a-team" target="_blank" rel="noreferrer noopener">Personal Board of Directors</a>).</li>
</ul>



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<li>Is your anger out of proportion? Minor things can trigger significant anger. Acknowledging that anger is often a response to something else (e.g. being tired, hungry or angry with someone or about something else) can help you contain your feelings.</li>
</ul>



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<li>Am I taking this personally? We often become stressed and angry in situations that tap into deep-seated feelings of not being good enough or having failed in some way. Be aware of your emotional triggers and challenge your initial reactions.</li>
</ul>



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<li>How can I frame the problem more clearly? Jot down the relevant details, including the points you and the other person/people made during the encounter, and any misunderstandings you think might have occurred. Read it aloud to try to see the situation more objectively.</li>
</ul>



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<li>How did I feel and what did I want? How were you feeling before and during the situation? Was your anger triggered by unmet needs? Did you project your anger onto other people because they misinterpreted what it was you wanted?</li>
</ul>



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<li>Identify your objective: What do you want from this situation? Define your goal in a way that other people can understand. Do you wish to resolve it directly, or tackle an underlying problem?</li>
</ul>



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<li>Be realistic: Having unrealistic expectations of others can set them up to fail, whereas unrealistic expectations of yourself can lead to self-blame and self-punishment.</li>
</ul>



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<li>How can I move on? Shift your focus from what was done to you to what you can do to fix it. Sometimes the best response is just to chalk it up to experience and let it go. This does not mean you have ‘lost’ a battle.</li>
</ul>



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<li>Acknowledge and respect differences: Trying to take another person’s perspective helps you see issues in a different light.</li>
</ul>



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<li>Get moving: Physical activity can help deal with anger, so go for a brisk walk away from the working environment.</li>
</ul>


Managing conflict


<p><mark style="background-color:rgba(0, 0, 0, 0)" class="has-inline-color has-black-color"><strong>A breathing Exercise for reducing feelings of stress</strong></mark></p>



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<p>Paying attention to your breathing is an effective way of calming yourself at times of stress. It only takes a few minutes and can be done anywhere, without other people noticing.</p>



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<p> Practising this technique regularly will help you get the most out of it, so try to build it into your daily routine.</p>



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<li>As you are likely to be doing this at work, it is best to practise by sitting in a chair that supports your back. Make yourself as comfortable as you can with your feet flat, roughly a hip-width apart so you feel grounded.</li>
</ul>



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<li>Let your breath flow as deep down into your belly as is comfortable without forcing it. Try breathing in gently through your nose and out through your mouth. Some people find it helpful to count steadily from 1 to 5. You may not be able to reach 5 at first.</li>
</ul>



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<li>Then, without pausing or holding your breath, let it flow out gently, counting from 1 to 5 again, if you find this helpful.</li>
</ul>



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<li>Keep doing this for 3 to 5 minutes.</li>
</ul>



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<p><mark style="background-color:rgba(0, 0, 0, 0)" class="has-inline-color has-black-color">Based on NHS advice (full details can be found<a href="https://www.nhs.uk/conditions/stress-anxiety-depression/ways-relieve-stress/" target="_blank" rel="noreferrer noopener"> here</a>).</mark></p>


Breathing Exercise


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<p>Open-door policies implies that leaders encourage practitioners to come into their office at any time to discuss any issues or concerns. This can be effective, as the leader will be seen as accessible and an open flow of communication will be encouraged.</p>



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<p>You will also be more aware of day-to-day problems and able to resolve minor issues before they escalate. Nonetheless, an open-door policy must be well defined, otherwise you may spend a lot of your time listening to concerns without people reaching solutions autonomously. </p>



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<p>Without boundaries and guidelines, you may also unwittingly develop a culture of dependency, where practitioners are reluctant to solve problems themselves. Alternatively, they may be reluctant to bother you with their problems, especially if they think you are busy.</p>



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<p>The steps provided below should help you reap the benefits of open communication while minimising the disadvantages:</p>



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<li>Set boundaries by managing expectations of your availability: For example, an open door means people are free to drop in, a closed door means you are unavailable. Before they come to you with a problem, you could ask people to work through some preliminary issues. For example: </li>
</ul>



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<p>(a) <mark style="background-color:rgba(0, 0, 0, 0)" class="has-inline-color has-black-color">How would they express the problem in a few sentences? </mark></p>



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<p>(b) <mark style="background-color:rgba(0, 0, 0, 0)" class="has-inline-color has-black-color">Does it affect only them, or others too?</mark> </p>



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<p>(c) <mark style="background-color:rgba(0, 0, 0, 0)" class="has-inline-color has-black-color">Can they think of two or three options that might solve the problem?</mark></p>



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<li>Listen carefully: Let people speak without being interrupted by phones, email or others dropping in. Use mindful listening techniques (see <a href="https://staging.isort-frontend.pages.dev/toolkit/sense-of-appreciation" target="_blank" rel="noreferrer noopener">KFP2 Sense of Appreciation</a>). To make sure you have fully understood the problem, summarise what you think the worker has said. Drive the conversation from a problem focus to a solution that is generated by the employee themselves (see c above); if necessary, schedule a follow-up meeting rather than a vague request to ‘stop by at any time’.</li>
</ul>



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<li>Be aware of time:  If possible, try to solve any issue the first time to avoid affecting your own productivity. More complex problems, and those involving other people, will probably need you to schedule a meeting.</li>
</ul>


Making open door policies work


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<p>‘Checking in’ is a challenge when people are working remotely, so using technology to create opportunities to interact online can be helpful. For example, ‘virtual coffee breaks’ using Zoom, Teams or similar applications can work well. The ‘Fika’ approach and other techniques such as Schwartz rounds (see <a href="https://staging.isort-frontend.pages.dev/toolkit/well-being" target="_blank" rel="noreferrer noopener">KFP5 Wellbeing</a>) can also be adapted for online use to help people feel connected.</p>



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<p>It is important to schedule the break, as colleagues are not going to bump into each other accidentally. A strong internet connection and a quiet background (or a headset) will help you hear each other. Bringing your own coffee is essential. And, consider the creative use of icebreakers to help get conversations started.</p>



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<p>But remember, the use of virtual technology for communication is most effective if people have previously met face to face. Leaders should ensure that systems are in place to ensure that new starters are well integrated into the team and receive appropriate emotional (as well as informational) support. Guidance on signs of struggle for people who are working remotely can be found in<a href="https://staging.isort-frontend.pages.dev/toolkit/well-being" target="_blank" rel="noreferrer noopener"> KFP5 Wellbeing</a>).</p>


Keeping in touch using technology


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<p>Fika, or sharing coffee and sweet treats with colleagues, is an important everyday activity in Sweden that encourages peer-to-peer support and develops the capacities that underpin emotional resilience. It is a retreat from the stress of the day and an opportunity to bond with colleagues. Fika helps build team spirit and motivate employees.</p>



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<p>Evidence suggests that developing a working culture that acknowledges the importance of regular breaks away from the desk can make a real difference to wellbeing and performance<strong> (<a href="https://doi.org/10.1108/S1479-3555(2009)0000007005" target="_blank" rel="noreferrer noopener">Trougakos &amp; Hideg, 2009</a>).</strong></p>



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<p><strong> </strong>So, think about how groups can be brought together for a Fika break. If coffee and cake are not appropriate, a group walk would also embody the spirit of Fika. The important thing is to create opportunities for people to connect and refrain from talking about work. All you need is a space where people feel comfortable to gather and chat. </p>



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<p>Fika can be done online as well as face to face; tips can be found<a href="https://www.collaborationsuperpowers.com/194-how-to-host-a-virtual-coffee-fika/" target="_blank" rel="noreferrer noopener"> here</a>.</p>


Building social connections using Fika


<p>The ability to have inclusive conversations is also crucial to enhance a sense of belonging <mark style="background-color:rgba(0, 0, 0, 0)" class="has-inline-color has-black-color"><strong>(</strong><span tooltiptext="Inclusive Conversations: Fostering Equity, Empathy and Belonging Across Differences. Berrett-Koehler Publishers" class="has-tooltip">Winters, 2020</span><strong>).</strong></mark></p>



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<p>Ten foundational conditions are identified foster equity, empathy and belonging across different dimensions of diversity. </p>



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<p class="has-text-align-left"><strong>These are:</strong></p>



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<li>Be aware of the challenges faced by minority groups and the efforts those in positions of authority must make to recognise and be sympathetic to these struggles.</li>
</ul>



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<li>Co-produce team norms for what is considered to be a “safe space.”</li>
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<li>Prioritise trust, respect and professionalism within the team.</li>
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<li>Allocate time and space for individuals to feel, understand and process their emotions.</li>
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<li>Use appropriate language to convey the importance of inclusive conversations as an essential element of change.</li>
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<li>Acknowledge and communicate to team members that feelings of safety and bravery can vary among different identity groups.</li>
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<li>Actively listen to and validate the experiences of diverse identity groups.</li>
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<li>Recognise that not everyone possesses the appropriate vocabulary to articulate their thoughts, emotions or observations; therefore, be open to the fact that some colleagues may need to learn.</li>
</ul>



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<li>Be mindful of your biases that might contribute to an inequitable environment; awareness is the first step towards change.</li>
</ul>



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<li>Become an ally for minorities and marginalised groups.</li>
</ul>


Having inclusive conversations

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