Térkép · Why does A&E make people wait for hours?

Minden szoba, amely ezen a kérdésen dolgozott, saját térképet épített; ezek egybe vannak vonva. A két szobában felvetett azonos állítás egy elem, és minden kapcsolat mutatja, hány szoba találta meg. Ahol a szobák ellentétes dolgokat találtak, mindegyik eredmény érvényes marad, azzal együtt, hogy a kapcsolatot megítélő szobák közül hány találta meg.

2 több szoba által talált kapcsolat · 0 vitatott · összesen 75 kapcsolat.

két vagy több független szoba találta meg egy szoba egy másik szoba a saját szavaival vagy egy útvonalon keresztül egyetért csak nem beszámító szobák elvetette a legtöbb szoba, amely megítélte vita szobák között

Az állítás sarkában egy alak minden szobáért, amely felvetette; ötön felül egy csoport a számmal. Ahol a feliratban nincs hely az alakoknak, csak a szám (×7).

Egy ok alatt: azok közül a szobák közül, amelyek intézkedéseket ítéltek meg vele szemben, hányban csökkenti valamelyik intézkedésük. Zöld: legalább egy szoba talált ilyen intézkedést; szürke: egy sem; színezetlen: egyetlen szoba sem ítélt meg vele szemben intézkedéseket. A számok az intézkedések, a térkép alatt felsorolva.

Nézet megosztása: képként · élő térképként egy másik oldalon

A TÉRKÉP MÖGÖTTI SZOBÁK

⚠ Mind a(z) 3 szoba: demo · up to 4 cards word for word the same as in 2 other rooms here

Why is the emergency department always behind?

beszámít a döntései súllyal esnek latba ezen a térképen — steward trusted by this instance

Why are waits in the emergency department so long?

demo · stands 1 vouch from its source, trusted steward _2e8400ac38

beszámít a döntései súllyal esnek latba ezen a térképen — vouched for by the steward of “Why does A&E make people wait for hours?”

Why does A&E make people wait for hours?

beszámít a döntései súllyal esnek latba ezen a térképen — steward trusted by this instance

Egy szoba akkor számít, ha valaki felelősséget vállal érte. ● eldőlt, mielőtt bármely térkép nyilvános lett volna; ○ utána.

TÖBB SZOBÁBAN IS FELVETETTÉK · 9

People wait hours in a corridor before anyone sees them	3 szoba	a térképen
Beds are full because nobody can be discharged	3 szoba	a térképen
Staff leave faster than we can hire them	3 szoba	a térképen
The same patients come back within a week	3 szoba	a térképen
Patients come here because they cannot get an appointment	2 szoba	a térképen
The specialist on call is covering two sites	2 szoba	nincs a térképen: egyetlen hozzá vezető kapcsolatot sem igazoltak
Social care and the hospital are funded from different budgets	2 szoba	a térképen
There is nowhere else open after six	2 szoba	nincs a térképen: egyetlen hozzá vezető kapcsolatot sem igazoltak
Every improvement project ends when its funding does	2 szoba	nincs a térképen: egyetlen hozzá vezető kapcsolatot sem igazoltak

AMIT A SZOBÁK TENNÉNEK

Minden szoba a saját intézkedéseit a saját gyökérokaival vetette össze, saját szavazatai háromnegyedével. Itt semmi sem szobák közötti szavazás: okonként számolja, mit talált az egyes szoba. Egy szoba akkor jelenik meg, amikor lezárult az Intézkedések szakasza. A térképen minden szám egy olyan gyökérokot jelöl, amelyet az adott intézkedés csökkent.

3 szobából 1 szobában csökkentették:

Beds are full because nobody can be discharged

① Tell people the expected wait, and update it · Why does A&E make people wait for hours?

1 szobából 1 szobában csökkentették:

Managers are judged on the target too, so nobody questions it

② Pool the hospital and social care budget for discharge · Why are waits in the emergency department so long?

Nobody has ever asked me what would have kept me away

① Tell people the expected wait, and update it · Why does A&E make people wait for hours?

③ Ask every returning patient what would have kept them away · Why does A&E make people wait for hours?

Nobody measures whether the patient got better

② Pool the hospital and social care budget for discharge · Why are waits in the emergency department so long?

We have had four reorganisations and no more beds

④ Discharge seven days a week, including evenings · Why are waits in the emergency department so long?

Egyetlen szoba sem talált olyan intézkedést, amely csökkentené ezeket:

A decision to admit waits for a consultant round in the morning · 1 szobában ítélték meg
Nobody is paid for the patient who did not need to come · 1 szobában ítélték meg
Nobody may discharge at night, so a bed is lost for twelve hours · 1 szobában ítélték meg
Nobody owns the whole patient journey · 1 szobában ítélték meg
People wait hours in a corridor before anyone sees them · 1 szobában ítélték meg
The GP said six weeks and it has been five months · 1 szobában ítélték meg
The estate is older than anyone working in it · 1 szobában ítélték meg
The form asks questions I cannot answer about my own body · 1 szobában ítélték meg
We report to eleven bodies and none of them to each other · 1 szobában ítélték meg

3 SZOBA TALÁLTA · 1

Beds are full because nobody can be discharged

→

People wait hours in a corridor before anyone sees them

2 SZOBA TALÁLTA · 1

People wait hours in a corridor before anyone sees them

→

The same patients come back within a week

1 SZOBA TALÁLTA · 73

I did not come sooner because I could not afford the trip	→	I came here because I could not get seen anywhere else
	→	Nobody tells you how long the wait will be
	→	Staff leave faster than we can hire them
The form asks questions I cannot answer about my own body	→	You are moved three times and explain yourself three times
	→	People wait hours in a corridor before anyone sees them
	→	Nobody explained what the test was for
We report to eleven bodies and none of them to each other	→	Nobody owns the whole patient journey
	→	Politics changes the target every election
	→	The same patients come back within a week
A trolley in a different corridor stops the clock	→	Staff leave faster than we can hire them
	→	The same patients come back within a week
Managers are judged on the target too, so nobody questions it	→	An incident report goes into a system nobody reads back
	→	The target changes what we do more than the illness does
Nobody has ever asked me what would have kept me away	→	I have been in this corridor before and nothing changed
	→	Staff leave faster than we can hire them
Nobody is paid for the patient who did not need to come	→	The incentive is to treat, never to prevent
	→	The same patients come back within a week
Patients come here because they cannot get an appointment	→	Experienced staff leave and take the workarounds with them
	→	People wait hours in a corridor before anyone sees them
A decision to admit waits for a consultant round in the morning	→	Beds are full because nobody can be discharged
A pharmacy could have handled a third of today	→	Staff leave faster than we can hire them
Nobody measures whether the patient got better	→	Nobody may discharge at night, so a bed is lost for twelve hours
The data we report is a year old by the time it is published	→	We have never once been asked to plan for ten years
The estate is older than anyone working in it	→	The incentive is to treat, never to prevent
Vacancies are counted as savings in the same month they are a crisis	→	We are measured on activity, so activity is what we produce
We have had four reorganisations and no more beds	→	Beds are full because nobody can be discharged
I have been in this corridor before and nothing changed	→	Being frightened makes everything take longer
	→	I came here because I could not get seen anywhere else
	→	Nobody tells you how long the wait will be
An incident report goes into a system nobody reads back	→	The people who know the fix are never asked
	→	A patient waits for one test that takes ten minutes to run
Nobody may discharge at night, so a bed is lost for twelve hours	→	Beds are full because nobody can be discharged
	→	Social care and the hospital are funded from different budgets
Nobody owns the whole patient journey	→	People wait hours in a corridor before anyone sees them
Beds are full because nobody can be discharged	→	I was sent home at midnight with no way to get there
	→	Social care and the hospital are funded from different budgets
	→	The GP said six weeks and it has been five months
	→	The interpreter was booked for twenty minutes
	→	Nobody explained what the test was for
I did not know a pharmacy could have helped	→	I came here because I could not get seen anywhere else
	→	My mother came home with no one to help her stand up
	→	Staff leave faster than we can hire them
People wait hours in a corridor before anyone sees them	⇄	Experienced staff leave and take the workarounds with them
	→	The incentive is to treat, never to prevent
	→	An improvement takes two years and a chief executive lasts eighteen mo
Staff leave faster than we can hire them	⇄	A saving in social care is a cost here and nobody nets it
	→	Every part of the system optimises its own budget
	→	Nobody tells you how long the wait will be
Every part of the system optimises its own budget	→	A saving in social care is a cost here and nobody nets it
	⇄	Winter money arrives in November for a plan needed in June
Experienced staff leave and take the workarounds with them	⇄	People wait hours in a corridor before anyone sees them
	→	Two systems hold the same patient under different numbers
I came here because I could not get seen anywhere else	→	Being frightened makes everything take longer
	→	My mother came home with no one to help her stand up
My mother came home with no one to help her stand up	→	Nobody tells you how long the wait will be
	→	Staff leave faster than we can hire them
Nobody tells you how long the wait will be	→	Being frightened makes everything take longer
	→	I did not know a pharmacy could have helped
Winter money arrives in November for a plan needed in June	⇄	Every part of the system optimises its own budget
	→	One-year funding buys agency staff, not permanent ones
A saving in social care is a cost here and nobody nets it	⇄	Staff leave faster than we can hire them
Being frightened makes everything take longer	→	I did not know a pharmacy could have helped
One-year funding buys agency staff, not permanent ones	→	Staff leave faster than we can hire them
I was sent home at midnight with no way to get there	→	The same patients come back within a week
	→	There is no water and no food after ten
The incentive is to treat, never to prevent	→	An improvement takes two years and a chief executive lasts eighteen mo
	→	The same patients come back within a week
Social care and the hospital are funded from different budgets	→	Two systems hold the same patient under different numbers
The GP said six weeks and it has been five months	→	The interpreter was booked for twenty minutes
A patient waits for one test that takes ten minutes to run	→	The same patients come back within a week
Imaging closes at six and reopens at eight	→	A patient waits for one test that takes ten minutes to run
The interpreter was booked for twenty minutes	→	Nobody explained what the test was for
The same patients come back within a week	→	Imaging closes at six and reopens at eight

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