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Showing results for tags 'Leadership style'.
Found 65 results
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Content Article
Hindsight 30: Wellbeing during COVID-19
Claire Cox posted an article in Good practice and useful resources
This is issue 30 of HindSight magazine (a publication about the safety of air traffic management). The theme of this Issue is ‘wellbeing’, which has an undeniable link to safe operations, though this is not often spoken about. This issue coincides with the COVID-19 pandemic. The authors of the articles were considering wellbeing in the context of aviation, and other industries. But the articles touch on topics that are deeply relevant to the pandemic. The spread of the virus and its effect on our everyday lives has brought the biological, psychological, social, environmental, and economic aspects of wellbeing into clear view in a way we have never seen before. -
Content ArticleThis podcast from the Kings Fund asks, what’s the scale of the challenge currently facing the NHS workforce? Helen McKenna talks to Prerana Issar about the NHS People Plan, her career journey and what inspired her to take up her role as Chief People Officer for the NHS.
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Content ArticleWhat makes a great leader? In this TED talk, management theorist Simon Sinek suggests, it’s someone who makes their employees feel secure, who draws them into a circle of trust. But creating trust and safety, especially in an uneven economy, means taking on big responsibility.
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Content ArticleWe are all in lockdown, but COVID-19 seems to have been the spur to all sorts of imaginative behaviours on the ground. For example, NHS care delivery has been redesigned at a pace unimaginable in more stable times. Everywhere, volunteering is showing what it can do in the age of social media. However, in contrast those in and around Whitehall are responding poorly, says Mike Gill, former Regional Director of Public Health, South East England, in this BMJ blog. Effective crisis management demands flexibility and collaboration. We are seeing neither.
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Content Article
The art of wobbling: Part 2
Sally Howard posted an article in Leadership for patient safety
In her last blog, topic leader for the hub, Sally Howard, talked about our triggers for a wobble and a few strategies to help as we take forward improvements in our services – building yourself a network, being genuinely curious and looking after yourself on the journey. This blog takes it one step further as she looks at what we can do when we hit a brick wall and offers some powerful strategies for dealing with conflict. An important and timely read, as we all look to support and appreciate each other through these difficult times. -
News ArticleThe mother of a student, who took his own life, said today she felt 'sick to her stomach' after an NHS communications manager labelled a media report on her son's suicide a 'malarkey'. Pippa Travis-Williams, whose son Henry was found dead days after leaving a mental health unit run by the Norfolk and Suffolk Foundation Trust (NSFT) in 2016, said an email sent by NSFT communications manager Mark Prentice to his boss was 'disgusting'. It comes weeks after Mr Prentice gloated in another email to his boss that the NSFT had 'got away (again)' with media coverage of the death of a dementia patient. In an email to his boss, explaining why NSFT chief executive, Jonathan Warren, was going on BBC Look East, Mr Prentice said the NSFT might look 'uncaring' if Mr Warren did not appear and then described the coverage of Mr Curtis-Williams' suicide as a 'malarkey'. Read full story Source: Ipswich Star, 10 March 2020
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Content ArticleThe PRAISe project tests the hypothesis that, together, positive reporting and appreciative inquiry can be used as an intervention to facilitate behavioural change and improvement in the related areas of sepsis management and antimicrobial stewardship.
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News Article
The Chinese doctor who tried to warn others about coronavirus
Patient Safety Learning posted a news article in News
In early January, authorities in the Chinese city of Wuhan were trying to keep news of a new coronavirus under wraps. When one doctor tried to warn fellow medics about the outbreak, police paid him a visit and told him to stop. A month later he has been hailed as a hero, after he posted his story from a hospital bed. It's a stunning insight into the botched response by local authorities in Wuhan in the early weeks of the coronavirus outbreak. Dr Li was working at the centre of the outbreak in December when he noticed seven cases of a virus that he thought looked like SARS - the virus that led to a global epidemic in 2003. On 30 December he sent a message to fellow doctors in a chat group warning them about the outbreak and advising they wear protective clothing to avoid infection. What Dr Li didn't know then was that the disease that had been discovered was an entirely new coronavirus. Four days later he was summoned to the Public Security Bureau where he was told to sign a letter. In the letter he was accused of "making false comments" that had "severely disturbed the social order". "We solemnly warn you: If you keep being stubborn, with such impertinence, and continue this illegal activity, you will be brought to justice - is that understood?" He was one of eight people who police said were being investigated for "spreading rumours". At the end of January, Dr Li published a copy of the letter on Weibo and explained what had happened. In the meantime, local authorities had apologised to him but that apology came too late. For the first few weeks of January officials in Wuhan were insisting that only those who came into contact with infected animals could catch the virus. No guidance was issued to protect doctors. "A safer public health environment… requires tens of millions of Li Wenliang," said one reader of Dr Li's post. Read full story Source: BBC News, 4 February 2020 -
Content ArticleTeamworking is fundamental to the future of general practice. Practices are coming together at scale in primary care networks and new roles are being introduced, creating multidisciplinary and multi-agency teams. Making these teams function effectively is a complex task. This guide from The King's Fund brings together insights from their research, policy analysis and leadership practice. The need for collaboration and communication underpins much of the guide and it providex further reading and case studies to support each section. Some of the sections will be more relevant to you than others, but if you are a GP, practice manager or other professional working in primary care, or you are supporting practices, this guide will help you think how you will go about creating and sustaining effective teams within general practice.
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Content Article
Learning from Excellence
Claire Cox posted an article in Implementation of improvements
Emma Plunkett, Consultant Anaesthetist and Adrian Plunkett, Paediatric Incentivist, talk about what inspired them to establish the Learning from Excellence approach to patient safety and care, how it has made an impact in the West Midlands and why it won a coveted HSJ Patient Safety Award. -
Content ArticleThe national bestseller that offers prescriptions for an economic world turned upside down.
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Content ArticleThis article is from the US-based organisation - The Joint Commission, published by Sentinel Alert Event. The Joint Commission’s Sentinel Event Database reveals that leadership’s failure to create an effective safety culture is a contributing factor to many types of adverse events – from wrong site surgery to delays in treatment.
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Content ArticleThe Institute for Healthcare Improvement ran a National Forum CEO and Leadership Summit in December 2019. This slide pack gives an overview of the summit, including speaker presentations and key objectives of the meeting.
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Content ArticleNot all leaders achieve the desired results when they face situations that require a variety of decisions and responses. All too often, managers rely on common leadership approaches that work well in one set of circumstances but fall short in others. Why do these approaches fail even when logic indicates they should prevail? The answer lies in a fundamental assumption of organisational theory and practice: that a certain level of predictability and order exists in the world. This assumption, grounded in the Newtonian science that underlies scientific management, encourages simplifications that are useful in ordered circumstances. Circumstances change, however, and as they become more complex, the simplifications can fail. Good leadership is not a one-size-fits-all proposition as David J. Snowden and Mary E. Boone discuss in this article for the Harvard Business Review. They look at the 'Cynefin framework' which allows executives to see things from new viewpoints, assimilate complex concepts, and address real-world problems and opportunities.
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Content Article
Letter from America: Tomorrow is Another Day
lzipperer posted an article in Letter from America
'Letter from America’ is a Patient Safety Learning blog series highlighting fresh accomplishments in patient safety from the United States. The series covers successes large and small. I share them here to generate conversations through the hub, over a coffee and in staff rooms to transfer these innovations to the frontline of UK care delivery. -
Content ArticleEffective communication is critical for patient safety. One potential threat to communication in the operating room is incivility. Although examined in other industries, little has been done to examine how incivility impacts the ability to deliver safe care in a crisis. In this US based study, the authors sought to determine how incivility influenced anaesthesiology resident performance during a standardised simulation scenario of occult haemorrhage.
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Content Article
Diversity in digital health ‘is a matter of patient safety’
Claire Cox posted an article in Motivating staff
Encouraging diversity in the NHS isn’t simply a matter of inclusion, it’s a matter of patient safety, delegates at the Healthcare Excellence Through Technology (HETT) conference have heard. -
Community Post
The patient safety leader of the future
Patient Safety Learning posted a topic in Leadership for patient safety
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One of the interesting discussions at our Patient Safety Learning Annual Conference was what do future directors of patient safety look like? What are the skills and attributes that they will possess? Andy Burrell wrote an excellent blog for the hub following this: What are you thoughts and suggestions? -
Content ArticleAn audio recording of Harry Cayton, Chief Executive of the Professional Standards Authority, speaking at the Kings Fund conference, Patient voice and power in the new NHS. Harry talks about the importance of the patient voice and the impact that different leadership styles can have within the NHS. A transcript is also available to download.
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Content Article
The patient safety leader of the future
Adam Burrell posted an article in Leadership for patient safety
Patient safety made headlines at the recent Patient Safety Learning Conference when Professor Ted Baker (Chief Inspector of Hospital for the CQC) declared that there has been “little progress for NHS patient safety over past 20 years”. One of the interesting discussions at the conference was what do these future directors of patient safety look like? What are the skills and attributes that they will possess? Professor Ted Baker pinpointed three key areas, but what would these look like in practice?- Posted
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Community Post
Creating a space to discuss leadership and safety – how can we maximise this opportunity
JULES STORR posted a topic in Other
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My first thought on coming to this community was, is it a bit abstract to be talking about leadership in a sub-community of a patient safety learning platform, when in the real world leadership is part of, or influences so many of the other sub-communities (culture, patient engagement, patient safety learning itself, to name but a few). However, I can definitely see the value in creating a special space to explore and stimulate some cross-fertilisation of ideas and learning on leadership for patient safety. It would be great to get some ideas flowing on how patient safety leaders across all levels of health care could use this community. I’ve found that leadership in the academic literature is sometimes a little vague, it’s common to see “leadership is critical for [X-aspect of] patient safety” written in various ways, but when you try and drill down on concrete examples of what that means it can be frustratingly non-specific. Could we start by stimulating some sharing of tangible real-world examples or vignettes that describe how leadership/leadership development is linked to making care safer or addressing a patient safety-related problem. This may mean infiltrating or drawing on some of the parallel discussions in other sub-forums and seeding the leadership angle into these discussions!- Posted
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Content ArticleAs part of its commitment to supporting the third sector, The King’s Fund works in partnership with GSK to run the GSK IMPACT Awards, which provide leadership development and funding for award winners.
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Content ArticleThe highest performing teams have one thing in common: psychological safety – the belief that you won’t be punished when you make a mistake. Studies show that psychological safety allows for moderate risk-taking, speaking your mind, creativity, and sticking your neck out without fear of having it cut off – just the types of behaviour that lead to market breakthroughs. This article in the Harvard Business Review suggests six practical points to create a psychologically safe environment.
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Content ArticleThe Care Quality Commission (CGC) is the independent regulator of health and adult social care in England. They make sure that health and social care services provide people with safe, effective, compassionate, high-quality care and encourage care services to improve. Independent acute hospitals play an important role in delivering healthcare services in England, providing a range of services, including surgery, diagnostics and medical care. As the independent regulator, the CQC, hold all providers of healthcare to the same standards, regardless of how they are funded.
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Content ArticleIn this video, clinicians from Great Ormond Street Children's Hospital who are involved in the SAFE project talk about how the ‘huddle’ technique – a ten minute free, frank exchange of information between clinical and non-clinical professionals involved in a patient’s care every few hours – is helping them to improve their situation awareness, resolve risks to patient safety more quickly and reduce harm.
