Critical incident analysis
These tools can be used by leaders, managers, supervisors and social workers.
As an effective leader you should acknowledge that mistakes happen and see them as a learning opportunity. This can help avoid defensive reactions.
Critical incidents are often shocking and impact on the wellbeing of staff and the functioning of the organisation. They can also be effective sources of learning, as the organisational response often includes a formal review of the incident, the response and the outcome.
Examples of reviews in social care are:
Using these review processes to identify learning will improve social care practice, both individually and collectively. Find out more about these review processes in the Working together to safeguard children guidance and the Care and support guidance guidance for adult social care.
Critical incidents are not always serious or involve dangerous scenarios. Even if not dangerous, critical incidents provide valuable insights as a learning opportunity.
When critical incidents occur, your response as a leader is important as it sets an example for others. Experiencing emotional response to critical incidents is natural. Managing your emotional response as a leader will support staff to manage their own emotions. Reflective leadership is essential to ensure learnings are taken from critical incidents.
Analysing critical incidents is important. You can use this framework to analyse critical incidents.
Describe an incident that was particularly challenging, pertinent, or revelatory.
Ask yourself:
Consider your initial response to the scenario.
Ask yourself:
Asking questions to find different explanations for the dilemma, exploring theories, values, assumptions, and defensive mechanisms and biases.
Ask yourself:
Reflect on what you have learned.
Ask yourself:
Considering the implication for future practice.
Ask yourself:
When investigating a critical incident, culture plays a role. Research (Mueller in references) shows that staff anxiety may prevent learning.
Serious incidents typically result from systemic factors rather than being the ‘fault’ of a single individual. Establishing psychological safety when discussing errors can prevent individuals being blamed.
Instead of concentrating on missed opportunities, identify:
Research on adult safeguarding reviews, and reviews in children’s social care, highlight some barriers to learning (see Preston-Shoot in references). Being aware of these will improve critical thinking and analysis.
The barriers include:
Using a root cause analysis can help understand the underlying causes of a problem or situation.
Guidance on managing critical incidents related to child protection is available in working together to safeguard children. For adult protection, see the care and support guidance.
Complaints also present an opportunity for growth and improvement. Complaints provide valuable insights into the quality of service offered. An open culture will encourage the voicing of complaints. It is essential to create an environment where you listen to complaints and act on them.
The Ishikawa or fishbone diagram can be used to organise your ideas and theories about why something occurred. It visually represents what happened and can be used collaboratively with groups of stakeholders. It provides an interactive method for exploring an issue.
You can follow this step-by-step process:
1. What is the problem or incident you are trying to understand or solve?
2. Identify the factors contributing to the problem. Start with 4 to 6 main factors and expand as needed. These categories are the ‘ribs of the fish’. Some examples of contributory factors are shown in the diagram.
3. As a group, identify the possible causes of the problem, placing them in the categories where they fit best.
4. Prioritise the causes you should address first. Select 1 to 3 causes that are most likely to solve the problem. Consider feasibility (for example, cost, support, time frame) and the likelihood of succeeding.
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