Innovation-related staff-reported challenges/barriers and facilitators to the sustainability and spread of the huddle
| Factor | Example quotes from staff interviews |
| Perceived relevance of the huddle in addressing a need or problem | ‘I think a lot of it has been through frustration with poor communication. I say frustration, because sometimes it can be, you’re trying to get hold of people or you think someone knows something and they don’t know it, so I think it’s definitely improved communication’ |
| Commitment of stakeholders to the huddle | ‘I think the main thing is that both doctors and nurses are all on board with it’ |
| Fit with existing organisational procedures | ‘The consultant gets tied up helping in the assessment unit. It also coincides with medicine round for the nurses and it just didn’t really work or take off’ |
| Adaptability of the huddle to the context | ‘Adapt it as time goes on, like if you think some questions [in the huddle script] are irrelevant to your ward, change it and add something [that] you think is more relevant’ |
| Ensuring minimal overlap with existing meetings | ‘It [should] not become the same as handover’ |
| Demonstrating the benefits of the huddle | ‘If it’s sold in the right manner then you think, ‘I think we should do that—that would be really good’’ |
| Characteristics of the huddle (eg, consistency, brevity) | ‘It’s just a quick, a brief, like any updates of what’s going on because obviously some days are more fast moving than others’ |