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. 2018 Jun 5;15(6):1182.
doi: 10.3390/ijerph15061182.

Using Co-Design to Develop a Collective Leadership Intervention for Healthcare Teams to Improve Safety Culture

Marie E Ward  1 , Aoife De Brún  2 , Deirdre Beirne  3 , Clare Conway  4 , Una Cunningham  5 , Alan English  6 , John Fitzsimons  7 , Eileen Furlong  8 , Yvonne Kane  9 , Alan Kelly  10 , Sinéad McDonnell  11 , Sinead McGinley  12 , Brenda Monaghan  13 , Ann Myler  14 , Emer Nolan  15 , Róisín O'Donovan  16 , Marie O'Shea  17 , Arwa Shuhaiber  18 , Eilish McAuliffe  19
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Using Co-Design to Develop a Collective Leadership Intervention for Healthcare Teams to Improve Safety Culture

Marie E Ward et al. Int J Environ Res Public Health. .

Abstract

While co-design methods are becoming more popular in healthcare; there is a gap within the peer-reviewed literature on how to do co-design in practice. This paper addresses this gap by delineating the approach taken in the co-design of a collective leadership intervention to improve healthcare team performance and patient safety culture. Over the course of six workshops healthcare staff, patient representatives and advocates, and health systems researchers collaboratively co-designed the intervention. The inputs to the process, exercises and activities that took place during the workshops and the outputs of the workshops are described. The co-design method, while challenging at times, had many benefits including grounding the intervention in the real-world experiences of healthcare teams. Implications of the method for health systems research are discussed.

Keywords: co-design; co-production; collective leadership; safety culture; team performance.

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Conflict of interest statement

The authors declare no conflicts of interest.

Figures

Figure 1
Figure 1
Participants and experiences in the co-design process.
See this image and copyright information in PMC

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