Category: News

How will standards keep AI safe in the NHS?

A blog from co-written with our partner, HD Labs In this year’s budget, the Government pledged an additional £3.4bn to ramp up digitisation and automation in the NHS, motivated by the estimated £35bn in productivity savings technology offers over the next parliament.   Whilst technology and automation are a crucial enabler to achieve this short-term opportunity, […]

Member Q&A: Healthwatch

We are delighted to welcome Healthwatch as our new member! Have a look at our Q&A with their External Affairs Manager, Rebecca Curtayne, to find out about their views on information sharing in health and care and the role of standards.  What are the challenges people experience about information sharing in health and care settings?  […]

NHS England awards contract for new data platform

PRSB welcomes NHS England’s announcement that the contract to provide a Federated Data Platform for the NHS and social care has been awarded. Palantir and Accenture named as the contract winners. As an organisation at the vanguard of digital information sharing to improve the delivery of health and care, PRSB is excited about the potential […]

Healthy.io is scaling the adoption of digital wound management with the PRSB

Aligning to national guidance and adopting information standards is fundamental to the successful digitisation of health and care services. Healthy.io, a supplier of digital solutions enabling health and care professionals to interact more effectively with their patients and close gaps in access to care, understand these fundamentals, which is why they’ve become a PRSB partner. […]

Carebeans enables the delivery of personalised care in care homes, domiciliary care and supported living businesses with their new standard conformance achievement

Social care providers using Carebeans’ system will now be able to provide more personalised and effective care to the people they support, as the supplier has achieved conformance against the PRSB’s Personalised Care and Support Plan Standard, becoming a Quality Partner. Carebeans provides innovative digital care management software for the social care sector. With their […]

CHAT theory also explicitly addresses five areas which if addressed systematically will help overcome stakeholder differences in pursuit of the common goal:

1. Understanding the artefacts that characterise the group and its activity.
• The artefacts might be clinical settings or the forms and templates used to capture and share information. During the pilot we heard about hard copy Dialog response forms; locally generated templates for collating information from different systems; letters and emails to GPs; images, poems or other non-text artefacts that service users might want to include in their ‘about me’ or care plan.

2. Understanding the multi-views of the group. Such groups are always a community of multiple points of view, traditions and interests. 
• Different participants in the group will have different roles and will bring to the group and their roles their own histories, language, and ‘rules’. During our Stocktake preparations and workshops we worked with psychiatrists, mental health nurses, occupational therapists, social workers, transformation leads and voluntary sector representatives, all professions and interests with their own language, approaches professional ‘rules’ but united in their interest in care plans, care planning.

3. Activity systems (like the ICSs) take shape and get transformed over periods of time. ‘Historicity’ is a term coined to express how the group’s problems and potentials can only be understood against their own history. 

 

• ‘We’ve always done it this way’, ‘that didn’t work before’, ‘it’s always like this’, ‘it wasn’t always like this’, ‘they are changing things again’, are all typical statements that often frustrate those charged with overseeing change initiatives. Without addressing the experiences that lie behind such comments you risk repeating mistakes of the past, alienating your stakeholders or just not understanding the real starting point for your transformation project. This is particularly the case for the implementation of the PCSP standard, the success of which will be largely reliant on point-of-care practices and information protocols as well as having systems which are user friendly and appropriately configured.

4. The central role of contradictions as sources of change and development. Contradictions are not the same as problems or conflicts. Contradictions are historically accumulating structural tensions within and between activity systems. Collectively addressing contradictions in how policy, practice, culture and technology interact will empower teams to find genuinely novel solutions for apparently intractable challenges, like interoperability and shared care plan/planning. 

This links to the fifth principle that:

5. the possibility of expansive transformations in activity systems. As the contradictions of an activity system are aggravated, some individual participants begin to question and deviate from its established norms. In some cases, this escalates into collaborative envisioning and a deliberate collective change effort. “An expansive transformation is accomplished when the object and motive of the activity are re-conceptualised to embrace a radically wider horizon of possibilities than in the previous mode of the activity.”