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Found 65 results
  1. Content Article
    This resource supports organisations wishing to organise training exercises on how to use a 'just culture' guide. To help with the training, NHS Improvement have developed a series of case scenarios that facilitators can use to walk people through practical steps taken to achieve a just culture.
  2. Content Article
    Simon Fleming discusses in BMJ Opinion why he launched an anti-bullying campaign. Simon is a trainee orthopaedic surgeon and PhD Candidate at Barts and the London School of Medicine and Dentistry.
  3. Content Article
    Challenges to the status quo present leaders with the opportunity and responsibility to not only respond but to learn and transform the system. This article from Slotkin et al. shares the experience of leaders at a large health system to design an emerging COVID response to effectively innovate to sustain improvement.
  4. Content Article
    This commentary from Michael Fraser shares recommendations for leaders to meet COVID-19 stressors successfully. The article suggests leaders communicate well, be decisive, lead without hierarchy, remain proactive and take care of themselves to protect others.
  5. Content Article
    Access to wide range of perspectives can bring creativity to solutions and the actions that implement them. This website presents materials that cover topics such as leading in critical times, building and supporting resilience, Leading to Innovate, change and adapt, teaming and working remotely, coaching peers and developing as a leader.
  6. Content Article
    This regularly updated resource collection links to webinars, articles, and conversations that explore the role of leadership in crisis response. Topics covered include workforce, telehealth, operations and safety.
  7. Content Article
    This month’s Letter from America looks at actions and strategies core to leading an organisation during unexpected enterprise-affecting crises. Letter from America is the latest in a Patient Safety Learning blog series highlighting new accomplishments in patient safety from the United States.
  8. Content Article
    This 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.
  9. Content Article
    What 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.
  10. Content Article
    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.
  11. Content Article
    The 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.
  12. Content Article
    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.
  13. Content Article
    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.
  14. Content Article
    We 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.
  15. Content Article
    Compassion can be defined as ‘a sensitivity to suffering in self and others with a commitment to try to alleviate and prevent it’ (Gilbert 2013). We can experience compassion in different ways: we can feel compassion for other people; we can experience compassion from others; and there is also the compassion we can direct towards ourselves.  Compassionate leadership involves a focus on relationships through careful listening to, understanding, empathising with and supporting other people, enabling those we lead to feel valued, respected and cared for, so they can reach their potential and do their best work. There is clear evidence that compassionate leadership results in more engaged and motivated staff with high levels of wellbeing, which in turn results in high-quality care. In this King's Fund explainer, Suzie Bailey and Michael West describe four behaviours of compassionate leadership and why compassionate leadership matters.
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