Rapid review: Reflective Practice in crisis situations

• DOI: 10.31234/osf.io/e8tqn
• Publication Date: 2020-05-06T08:33:31Z
• Authors: Karen Rodham; Kiran Bains; Juliette Westbrook; Natalia Stanulewicz; Lucie Byrne-Davis; Jo Hart; Angel Chater
• Keywords: 03 medical and health sciences; 0302 clinical medicine; 3. Good health

This report presents a rapid review of the evidence on reflective practice in crisis situations.In the light of the current Covid-19 pandemic we asked the question “What lessons can we learn about the value of reflective practice that may be of service to our health professionals on the front line”.A search of Scopus (with no date restrictions was made. A total of 56 papers were identified. After review of titles and abstract 34 papers were rejected as not being relevant. The remaining 22 papers were reviewed and their findings synthesised.Most of the papers (n=9) were reflections on relevant experiences. Five were commentaries, six reported the findings from qualitative studies and two reported findings from cross sectional surveys. The findings and recommendations can be presented in terms of strategies that can be employed when preparing for a crisis, when in the midst of a crisis and following conclusion of a crisis.There are two key recommendations identified from the review:1.There are things we can do now: The importance right now of ensuring that staff have both time and a safe space in which they can reflect on their experiences either with fellow staff or via peer- facilitated reflections. That way those staff who wish to, could be supported to reflect on and process their after a difficult shift.2.There are things we can think about in the mid to longer term: the importance of organisations learning from the pandemic. Post pandemic, perhaps developing simulations, but also formally engaging in structured reflective practice to ensure practical skills are honed and lessons learned and b) paying attention to the organisational culture and ensuring that reflective practice is embedded as ‘business as usual’Underpinning these two points are a range of issues organisations should bear in mind. These include: •Supportive and encouraging organisational culture that recognises the importance of embedding reflective practice in everyday work •Leaders should themselves be involved in the process of reflection as participants •Staff need time and space to reflect on their experiences