{"id":114,"date":"2025-10-09T14:46:12","date_gmt":"2025-10-09T13:46:12","guid":{"rendered":"https:\/\/generic.wordpress.soton.ac.uk\/optimap\/?page_id=114"},"modified":"2026-03-04T11:31:45","modified_gmt":"2026-03-04T11:31:45","slug":"work-package-4","status":"publish","type":"page","link":"https:\/\/generic.wordpress.soton.ac.uk\/optimap\/work-package-4\/","title":{"rendered":"Work package 4"},"content":{"rendered":"\n
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Work Package 4
Human Resources: Training and exploring
institutionalisation of practice<\/h2>\n<\/div><\/div>\n\n\n\n
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Rationale<\/strong><\/h2>\n\n\n\n

Effective implementation of MPDSR requires a range of capabilities for different stakeholders. It is unclear to what extent existing MPDSR training packages are effective at building these capabilities. There is a need to evaluate effectiveness for influencing behavioural determinants of MPDSR implementation, and then to improve existing materials or develop new materials where these do not exist.  <\/p>\n\n\n\n

A key factor in enabling a \u201clearning environment\u201d is to ensure psychological safety of participants. If healthcare teams have psychological safety, employees feel safe in sharing opinions, ask questions and with no negative repercussions when they report a mistake. Such a climate facilitates speaking up, where mistakes are seen as learning opportunities, and differing opinions constitute challenges rather than lead to blame, shame, and punishment. It means that healthcare workers need to take \u201crisks\u201d (e.g. in speaking up) in order to ensure patient safety. Psychological safety allows health care professionals to take the interpersonal risks needed to engage in effective teamwork and to maintain patient safety.<\/p>\n<\/div>\n<\/div>\n\n\n\n

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Objectives<\/strong><\/h2>\n\n\n\n