SlideShare a Scribd company logo
1 of 30
Building and Strengthening Leadership
– Leading with Compassion
http://www.england.nhs.uk/wp-content/uploads/2014/12/london-nursing-accessible.pdf
2
Compassion in Practice – It’s Every
One’s Business
4
Some other useful messages
The danger of learned helplessness
The importance of emotional intelligence
Mindfulness and
Resilience
Compassion in Practice - From the
Field
Hurriedness and urgency overtaking the non-judgemental
inquisitiveness to understand need, whether of patients, families,
care givers, or other staff.
Lack of confidence in knowing how to raise difficult issues and
constructively give feedback on unhelpful behaviours.
Not removing barriers to genuine listening and communication,
with over-dependency on emails; not stepping out from behind
the desk.
Failing to perceive the impact of personal behaviour on working
climate.
“I see people in periods of
duress resort to bad
behaviours.
They shout louder, and control
more as they feel threatened.”
What People Said
“It isn’t soft ..It is
tough, relentless
and brave as well as
caring about staff
and patients”
“I said to myself: I’m
not going to let this
organisation turn me
into someone I don’t
like.”
“A leader displaying
compassion
will be more credible, more
authentic, and more likely to
be followed!”
Being awake to the opportunity to make a
difference
“I ask myself ‘What things can I pick up
from this person that helps me
understand what they are feeling, what
their needs are, that informs what help I
can give?’”
Compassion in Practice - What it
Means
• The ability to notice the explicit or unspoken
concerns of others, with
• Sufficient emotional resources and practical tools
in one’s repertoire to
• Proactively create a constructive and supportive
climate and
• The capability to respond to situations and
emotions requiring special care and attention.
Compassion
Compassion in Practice
11
Launch of the Culture of Care
Barometer
http://www.england.nhs.uk/wp-content/uploads/2014/12/london-nursing-
accessible.pdf
Culture:-
• “If you are in that environment for long enough,
what happens is you become immune to the
sound of pain. You either become immune to
the sound of pain or you walk away. You
cannot feel people’s pain, you cannot continue
to want to do the best you possibly can when
the system says no to you, you can’t do the
best you can.
Evidence to the Francis Enquiry 2007
Passionate about Care Today – PACT Group
Independent reference group + Flo Panel-Coates & Tricia Hart
“collective wisdom, experience and passion”
The Culture of care Barometer was developed from early discussions
of a group of nurses who were so perturbed by the failings and
tragedies portrayed in the media that they were determined to explore
what could be done to improve the quality of care for patients.
A Tool:
• a useful probe to delve into more detail
and promote dialogue around staff issues
especially at team level.
• simple and easy to use as well as quick to
complete
• a useful adjunct to other tools such as the
staff survey and friends and family test
and sensitive to surfacing sub-cultures
Barometer Design
To develop and validate a
measurement instrument with
which to gauge the different
attributes of environments in
which care is delivered and help
us understand the culture of care
in healthcare organisations.
The Barometer recognises
• The lack of consistency within organisations
• The difficulty of sustaining improvement
• The need to engage leaders
• Builds on existing tools e.g., staff survey and Energise for
Excellence
The Barometer is designed to:
 Complement not duplicate other measures or quality
programmes
 Act as an early warning system to identify care culture “red
flag” areas
 Be easily used by all levels and groups of staff
 Be short and quick to complete
 Prompt reflection to help identify actions required
 Be used as a individual/team or organisation wide activity
 Encourage “ward to board” communication
 It compliments other measures and should not become a
bureaucratic burden on staff
The Barometer is:
• A series of statements which individuals are encouraged to:
read carefully, score, consider if they have influence to
improve and if they should take any action
• It is possible to add an additional question may be added at
the end which asks: “Do you believe action will be taken in
response to the results of the questionnaire?”
• The purpose is to encourage conversations among groups of
staff within organisations at all levels about the environment
of care – the culture in which they are working
Phases of development
• A series of Pilots from an early idea
tested with a small group of people
through to a fully developed and
evidence based tool – developed by
people working in the care
environment
• Discussion and focus groups-all staff
groups-support on the ground
• Paper and on-line distribution versions
of survey
Culture of Care Barometer – What it is not
• Not a ‘force multiplier’ towards a positive culture
but designed to assist in measuring culture of care.
• Not a ‘magic bullet’ to transform culture and its
use will depend upon the capability of its users as
well as clarity of purpose.
• It is not a ‘nursing tool’ : Implementation needs
to be supported by a robust engagement and
communication plan at Trust level and endorsed
by the Board to promote uptake and response rate
across different groups of staff.
Its added value is its capacity:
• to delve more deeply into cultural issues around the
care environment
• to provide an enriched source of feedback and
• to prompt quality conversations for teams as well as
Board and executive level
• It was regarded as a valuable stimulus for reflection
through the issues it targeted
The Outcomes of the Culture of Care Barometer
The Barometer was considered particularly
useful within:
• Teams or groups of staff as a way of
breaking down barriers, challenges and
problems distinct to a particular area.
• It provides useful stimulus for
discussion and reflection with the
opportunity to create and start a
dialogue at different levels in
organisations.
• It surfaced social and geographical
concerns and divisions.
Using the Culture of Care Barometer
Points to note
•Trusts involved were enthusiastic about embracing the
Barometer.
•There is a strong appetite for using the Barometer across
the health care system in England.
•It is important that the Barometer is championed by the
Board and owned by the organisation.
•Strategic direction and leadership are clearly essential in
ensuring that culture is seen as everybody’s business
The Value of the Culture of Care Barometer
• The commentary emerging from the barometer
conversations was seen as a rich source of intelligence –
“Trying to understand what it is that matters to staff and
what they feel about the place that they work in.”
• The Barometer was also seen as an asset in enabling
conversations between the executive and staff and
breaking down “us and them” barriers as the executive
recognised it had a responsibility to help staff to realise
their potential.
The Value of the Culture of Care Barometer
• Culture is not something that can be conjured or called
into being as if by magic.
By combining the Barometer outcomes with other tools it
was seen as an enabling tool helping to -
“unlock some of the things that are worrisome as
well as linking to a positive culture and
helping to build that culture.”
The Value of the Culture of Care Barometer
The fundamental value of the
Barometer was reflected in the
belief that:
“Culture changes by talking
about it”
28
The Value of the Culture of Care Barometer
People enjoyed the opportunity to meet and talk about
culture and as one senior manager said –
I had lots of people phoning me to ask about the
results…the fact that staff were asking before the results
were ready was a message in itself.”
It is not just acute trust tool, can be used in any setting or
team. Growing interest from CCG groups.
30

More Related Content

What's hot

Alan baird, chief social work adviser
Alan baird, chief social work adviserAlan baird, chief social work adviser
Alan baird, chief social work adviserIriss
 
Ian Cunningham and Colin Lindsay - frontline practitioner experiences
Ian Cunningham and Colin Lindsay - frontline practitioner experiencesIan Cunningham and Colin Lindsay - frontline practitioner experiences
Ian Cunningham and Colin Lindsay - frontline practitioner experiencesIriss
 
Rhiann McLean and Catherine Rose Stocks Rankin - emotional experience of wor...
Rhiann McLean and Catherine Rose Stocks Rankin  - emotional experience of wor...Rhiann McLean and Catherine Rose Stocks Rankin  - emotional experience of wor...
Rhiann McLean and Catherine Rose Stocks Rankin - emotional experience of wor...Iriss
 
Promoting Internal Communication
Promoting Internal CommunicationPromoting Internal Communication
Promoting Internal CommunicationAmare_Abebe
 
10 dialogue the place of dialogue in capacity development - marianne bojer ...
10 dialogue   the place of dialogue in capacity development - marianne bojer ...10 dialogue   the place of dialogue in capacity development - marianne bojer ...
10 dialogue the place of dialogue in capacity development - marianne bojer ...MoniqueSK
 
Carol Munt - 'patients as partners'
Carol Munt - 'patients as partners' Carol Munt - 'patients as partners'
Carol Munt - 'patients as partners' ipposi
 

What's hot (9)

Alan baird, chief social work adviser
Alan baird, chief social work adviserAlan baird, chief social work adviser
Alan baird, chief social work adviser
 
Ian Cunningham and Colin Lindsay - frontline practitioner experiences
Ian Cunningham and Colin Lindsay - frontline practitioner experiencesIan Cunningham and Colin Lindsay - frontline practitioner experiences
Ian Cunningham and Colin Lindsay - frontline practitioner experiences
 
Rhiann McLean and Catherine Rose Stocks Rankin - emotional experience of wor...
Rhiann McLean and Catherine Rose Stocks Rankin  - emotional experience of wor...Rhiann McLean and Catherine Rose Stocks Rankin  - emotional experience of wor...
Rhiann McLean and Catherine Rose Stocks Rankin - emotional experience of wor...
 
Herts third sector workshops outcomes
Herts third sector workshops outcomesHerts third sector workshops outcomes
Herts third sector workshops outcomes
 
Promoting Internal Communication
Promoting Internal CommunicationPromoting Internal Communication
Promoting Internal Communication
 
10 dialogue the place of dialogue in capacity development - marianne bojer ...
10 dialogue   the place of dialogue in capacity development - marianne bojer ...10 dialogue   the place of dialogue in capacity development - marianne bojer ...
10 dialogue the place of dialogue in capacity development - marianne bojer ...
 
Carol Munt - 'patients as partners'
Carol Munt - 'patients as partners' Carol Munt - 'patients as partners'
Carol Munt - 'patients as partners'
 
Shared Governance in Nursing
Shared Governance in Nursing Shared Governance in Nursing
Shared Governance in Nursing
 
Learning the tips, tricks, and skills for your role
Learning the tips, tricks, and skills for your roleLearning the tips, tricks, and skills for your role
Learning the tips, tricks, and skills for your role
 

Similar to Building and Strengthening Leadership - Leading with Compassion

AGEXT-PHILOSOPHY-AND-PRIN..pdf
AGEXT-PHILOSOPHY-AND-PRIN..pdfAGEXT-PHILOSOPHY-AND-PRIN..pdf
AGEXT-PHILOSOPHY-AND-PRIN..pdfNadySecatin
 
Compassionate and positive cultures in the NHS: Support for NHS Staff to Spea...
Compassionate and positive cultures in the NHS: Support for NHS Staff to Spea...Compassionate and positive cultures in the NHS: Support for NHS Staff to Spea...
Compassionate and positive cultures in the NHS: Support for NHS Staff to Spea...NHS Horizons
 
The Counseling Center for the Heart
The Counseling Center for the HeartThe Counseling Center for the Heart
The Counseling Center for the HeartBrooke861738
 
DIASS 4TH QUARTEEEEEEEEEEEEEEEEEEEEEEEEE
DIASS 4TH QUARTEEEEEEEEEEEEEEEEEEEEEEEEEDIASS 4TH QUARTEEEEEEEEEEEEEEEEEEEEEEEEE
DIASS 4TH QUARTEEEEEEEEEEEEEEEEEEEEEEEEEmelvinburbos938
 
Community currency personas facilitation pack
Community currency personas facilitation packCommunity currency personas facilitation pack
Community currency personas facilitation packClaireShields8
 
evaluatory seminar3
evaluatory seminar3evaluatory seminar3
evaluatory seminar3kumud gangil
 
Seeing it from the other side reflections on a knowledge transfer placement
Seeing it from the other side   reflections on a knowledge transfer placementSeeing it from the other side   reflections on a knowledge transfer placement
Seeing it from the other side reflections on a knowledge transfer placementMerlien Institute
 
Decision Making as Professional Nursing Reflection Discussion.pdf
Decision Making as Professional Nursing Reflection Discussion.pdfDecision Making as Professional Nursing Reflection Discussion.pdf
Decision Making as Professional Nursing Reflection Discussion.pdfsdfghj21
 
LASA Queensland Community Care Conference 'Supporting staff to embrace wellne...
LASA Queensland Community Care Conference 'Supporting staff to embrace wellne...LASA Queensland Community Care Conference 'Supporting staff to embrace wellne...
LASA Queensland Community Care Conference 'Supporting staff to embrace wellne...Louise Forster
 
Role of Community Health Nurse.pptx
Role of Community Health Nurse.pptxRole of Community Health Nurse.pptx
Role of Community Health Nurse.pptxEsterDad
 
FORUM SOCIOEDUCATIONAL PROJECT
FORUM SOCIOEDUCATIONAL PROJECTFORUM SOCIOEDUCATIONAL PROJECT
FORUM SOCIOEDUCATIONAL PROJECTVeronica Moreno
 
Empowering nursing leaders
Empowering nursing leadersEmpowering nursing leaders
Empowering nursing leadersJohny Wilbert
 
Spokane Regional Health District - All Staff Meeting 2015
Spokane Regional Health District - All Staff Meeting 2015Spokane Regional Health District - All Staff Meeting 2015
Spokane Regional Health District - All Staff Meeting 2015Kim Papich
 

Similar to Building and Strengthening Leadership - Leading with Compassion (20)

Health service executive
Health service executiveHealth service executive
Health service executive
 
AGEXT-PHILOSOPHY-AND-PRIN..pdf
AGEXT-PHILOSOPHY-AND-PRIN..pdfAGEXT-PHILOSOPHY-AND-PRIN..pdf
AGEXT-PHILOSOPHY-AND-PRIN..pdf
 
Compassionate and positive cultures in the NHS: Support for NHS Staff to Spea...
Compassionate and positive cultures in the NHS: Support for NHS Staff to Spea...Compassionate and positive cultures in the NHS: Support for NHS Staff to Spea...
Compassionate and positive cultures in the NHS: Support for NHS Staff to Spea...
 
The Counseling Center for the Heart
The Counseling Center for the HeartThe Counseling Center for the Heart
The Counseling Center for the Heart
 
Tips and Tolls on Nursing Leadership
Tips and Tolls on Nursing LeadershipTips and Tolls on Nursing Leadership
Tips and Tolls on Nursing Leadership
 
Social Media Strategies for Change Management
Social Media Strategies for Change ManagementSocial Media Strategies for Change Management
Social Media Strategies for Change Management
 
DIASS 4TH QUARTEEEEEEEEEEEEEEEEEEEEEEEEE
DIASS 4TH QUARTEEEEEEEEEEEEEEEEEEEEEEEEEDIASS 4TH QUARTEEEEEEEEEEEEEEEEEEEEEEEEE
DIASS 4TH QUARTEEEEEEEEEEEEEEEEEEEEEEEEE
 
IEC Demo class ppt 10.2.17.pptx
IEC Demo class ppt 10.2.17.pptxIEC Demo class ppt 10.2.17.pptx
IEC Demo class ppt 10.2.17.pptx
 
Community currency personas facilitation pack
Community currency personas facilitation packCommunity currency personas facilitation pack
Community currency personas facilitation pack
 
evaluatory seminar3
evaluatory seminar3evaluatory seminar3
evaluatory seminar3
 
Seeing it from the other side reflections on a knowledge transfer placement
Seeing it from the other side   reflections on a knowledge transfer placementSeeing it from the other side   reflections on a knowledge transfer placement
Seeing it from the other side reflections on a knowledge transfer placement
 
Decision Making as Professional Nursing Reflection Discussion.pdf
Decision Making as Professional Nursing Reflection Discussion.pdfDecision Making as Professional Nursing Reflection Discussion.pdf
Decision Making as Professional Nursing Reflection Discussion.pdf
 
15.03.05 hope network slides v2
15.03.05 hope network slides v215.03.05 hope network slides v2
15.03.05 hope network slides v2
 
LASA Queensland Community Care Conference 'Supporting staff to embrace wellne...
LASA Queensland Community Care Conference 'Supporting staff to embrace wellne...LASA Queensland Community Care Conference 'Supporting staff to embrace wellne...
LASA Queensland Community Care Conference 'Supporting staff to embrace wellne...
 
l
ll
l
 
Role of Community Health Nurse.pptx
Role of Community Health Nurse.pptxRole of Community Health Nurse.pptx
Role of Community Health Nurse.pptx
 
FORUM SOCIOEDUCATIONAL PROJECT
FORUM SOCIOEDUCATIONAL PROJECTFORUM SOCIOEDUCATIONAL PROJECT
FORUM SOCIOEDUCATIONAL PROJECT
 
organization culture
 organization culture organization culture
organization culture
 
Empowering nursing leaders
Empowering nursing leadersEmpowering nursing leaders
Empowering nursing leaders
 
Spokane Regional Health District - All Staff Meeting 2015
Spokane Regional Health District - All Staff Meeting 2015Spokane Regional Health District - All Staff Meeting 2015
Spokane Regional Health District - All Staff Meeting 2015
 

More from Pan London Airways Network

Psychological barriers to engaging patients with respiratory disease
Psychological barriers to engaging patients with respiratory disease Psychological barriers to engaging patients with respiratory disease
Psychological barriers to engaging patients with respiratory disease Pan London Airways Network
 
Planning for the future - when does the future start?
Planning for the future - when does the future start? Planning for the future - when does the future start?
Planning for the future - when does the future start? Pan London Airways Network
 
The Breathing Space Clinic …a multi-disciplinary, inter-organisational hospi...
The Breathing Space Clinic …a multi-disciplinary, inter-organisational hospi...The Breathing Space Clinic …a multi-disciplinary, inter-organisational hospi...
The Breathing Space Clinic …a multi-disciplinary, inter-organisational hospi...Pan London Airways Network
 
Supporting Nutrition in COPD: Sam Blamires. PLAN Summer meeting
Supporting Nutrition in COPD: Sam Blamires. PLAN Summer meetingSupporting Nutrition in COPD: Sam Blamires. PLAN Summer meeting
Supporting Nutrition in COPD: Sam Blamires. PLAN Summer meetingPan London Airways Network
 

More from Pan London Airways Network (11)

Vocal cord dysfunction
Vocal cord dysfunctionVocal cord dysfunction
Vocal cord dysfunction
 
What does a specialist ILD service look like?
What does a specialist ILD service look like?What does a specialist ILD service look like?
What does a specialist ILD service look like?
 
Severe Asthma Psychology Service
Severe Asthma Psychology Service Severe Asthma Psychology Service
Severe Asthma Psychology Service
 
Severe asthma treatments and patient pathway
Severe asthma treatments and patient pathway Severe asthma treatments and patient pathway
Severe asthma treatments and patient pathway
 
Psychological barriers to engaging patients with respiratory disease
Psychological barriers to engaging patients with respiratory disease Psychological barriers to engaging patients with respiratory disease
Psychological barriers to engaging patients with respiratory disease
 
Planning for the future - when does the future start?
Planning for the future - when does the future start? Planning for the future - when does the future start?
Planning for the future - when does the future start?
 
Integrated Respiratory Care: what, where, how?
Integrated Respiratory Care: what, where, how? Integrated Respiratory Care: what, where, how?
Integrated Respiratory Care: what, where, how?
 
Breathlessess - the patient management journey
Breathlessess - the patient management journey Breathlessess - the patient management journey
Breathlessess - the patient management journey
 
The Breathing Space Clinic …a multi-disciplinary, inter-organisational hospi...
The Breathing Space Clinic …a multi-disciplinary, inter-organisational hospi...The Breathing Space Clinic …a multi-disciplinary, inter-organisational hospi...
The Breathing Space Clinic …a multi-disciplinary, inter-organisational hospi...
 
Pharmacological Management of Asthma
Pharmacological Management of Asthma Pharmacological Management of Asthma
Pharmacological Management of Asthma
 
Supporting Nutrition in COPD: Sam Blamires. PLAN Summer meeting
Supporting Nutrition in COPD: Sam Blamires. PLAN Summer meetingSupporting Nutrition in COPD: Sam Blamires. PLAN Summer meeting
Supporting Nutrition in COPD: Sam Blamires. PLAN Summer meeting
 

Recently uploaded

Presentation on Cleft Lip and Cleft Palate
Presentation on Cleft Lip and Cleft PalatePresentation on Cleft Lip and Cleft Palate
Presentation on Cleft Lip and Cleft PalateRahulRoyChowdhury13
 
An overview of Muir Wood Adolescent and Family Services teen treatment programs.
An overview of Muir Wood Adolescent and Family Services teen treatment programs.An overview of Muir Wood Adolescent and Family Services teen treatment programs.
An overview of Muir Wood Adolescent and Family Services teen treatment programs.pdamico1
 
mHealth Israel_Healthcare Finance and M&A- What Comes Next
mHealth Israel_Healthcare Finance and M&A- What Comes NextmHealth Israel_Healthcare Finance and M&A- What Comes Next
mHealth Israel_Healthcare Finance and M&A- What Comes NextLevi Shapiro
 
An overview of Muir Wood Adolescent and Family Services teen treatment programs.
An overview of Muir Wood Adolescent and Family Services teen treatment programs.An overview of Muir Wood Adolescent and Family Services teen treatment programs.
An overview of Muir Wood Adolescent and Family Services teen treatment programs.pdamico1
 
Module-3-Quality_Mohana Thakkar_23 Sep 2022 (1).pdf
Module-3-Quality_Mohana Thakkar_23 Sep 2022 (1).pdfModule-3-Quality_Mohana Thakkar_23 Sep 2022 (1).pdf
Module-3-Quality_Mohana Thakkar_23 Sep 2022 (1).pdfMohana Thakkar
 
The Best Foot and Ankle Center of Arizona
The Best Foot and Ankle Center of ArizonaThe Best Foot and Ankle Center of Arizona
The Best Foot and Ankle Center of Arizonajackjohn60
 
تقرير منظمة الصحة العالمية الخاص بالغذاء د حاتم البيطار.pdf
تقرير منظمة الصحة العالمية الخاص بالغذاء د حاتم البيطار.pdfتقرير منظمة الصحة العالمية الخاص بالغذاء د حاتم البيطار.pdf
تقرير منظمة الصحة العالمية الخاص بالغذاء د حاتم البيطار.pdfد حاتم البيطار
 
PSYCHOLOGICAL ASPECTS OF REHAB. IN PHYSIOTHERAPY..pdf
PSYCHOLOGICAL ASPECTS OF REHAB. IN PHYSIOTHERAPY..pdfPSYCHOLOGICAL ASPECTS OF REHAB. IN PHYSIOTHERAPY..pdf
PSYCHOLOGICAL ASPECTS OF REHAB. IN PHYSIOTHERAPY..pdfkeerti Gour (PT) Shakya
 
POSHAN ABHIYAAN-Poshan 2.0 will concentrate on Maternal Nutrition, Infant and...
POSHAN ABHIYAAN-Poshan 2.0 will concentrate on Maternal Nutrition, Infant and...POSHAN ABHIYAAN-Poshan 2.0 will concentrate on Maternal Nutrition, Infant and...
POSHAN ABHIYAAN-Poshan 2.0 will concentrate on Maternal Nutrition, Infant and...sheeza38
 
Best Way 30-Days Keto Meal Plan For Diet
Best Way 30-Days Keto Meal Plan For DietBest Way 30-Days Keto Meal Plan For Diet
Best Way 30-Days Keto Meal Plan For DietGunaPerumal1
 
Personnel and Equipment - Code and Rapid Response Workshop
Personnel and Equipment - Code and Rapid Response WorkshopPersonnel and Equipment - Code and Rapid Response Workshop
Personnel and Equipment - Code and Rapid Response WorkshopBrian Locke
 
Clinical pharmacy book by parthasarathi.pdf
Clinical pharmacy book by  parthasarathi.pdfClinical pharmacy book by  parthasarathi.pdf
Clinical pharmacy book by parthasarathi.pdfDr. Afreen Nasir
 
The Pfizer testimony by Melissa Mac Atee
The Pfizer testimony by Melissa Mac AteeThe Pfizer testimony by Melissa Mac Atee
The Pfizer testimony by Melissa Mac AteePascalGuyot6
 
INTERNATIONAL HEALTH AGENCIES BY ANUSHRI SRIVASTAV.pptx
INTERNATIONAL HEALTH AGENCIES BY ANUSHRI SRIVASTAV.pptxINTERNATIONAL HEALTH AGENCIES BY ANUSHRI SRIVASTAV.pptx
INTERNATIONAL HEALTH AGENCIES BY ANUSHRI SRIVASTAV.pptxAnushriSrivastav
 
Etiology for RRT and Code Blue Workshop.
Etiology for RRT and Code Blue Workshop.Etiology for RRT and Code Blue Workshop.
Etiology for RRT and Code Blue Workshop.Brian Locke
 
GENETICS and KIDNEY DISEASES /
GENETICS and KIDNEY DISEASES            /GENETICS and KIDNEY DISEASES            /
GENETICS and KIDNEY DISEASES /AFFIFA HUSSAIN
 
Session-16-HIV-and-Replacement-Feeding-revised-2012.ppt
Session-16-HIV-and-Replacement-Feeding-revised-2012.pptSession-16-HIV-and-Replacement-Feeding-revised-2012.ppt
Session-16-HIV-and-Replacement-Feeding-revised-2012.pptMedidas Medical Center INC
 
Navigating Conflict in PE Using Strengths-Based Approaches
Navigating Conflict in PE Using Strengths-Based ApproachesNavigating Conflict in PE Using Strengths-Based Approaches
Navigating Conflict in PE Using Strengths-Based ApproachesCHICommunications
 
Adrenal Function Tests-3.pptxwhfbdqbfwwfjgwngnegenhndngssfb
Adrenal Function Tests-3.pptxwhfbdqbfwwfjgwngnegenhndngssfbAdrenal Function Tests-3.pptxwhfbdqbfwwfjgwngnegenhndngssfb
Adrenal Function Tests-3.pptxwhfbdqbfwwfjgwngnegenhndngssfbKritikaMishra43
 

Recently uploaded (20)

Presentation on Cleft Lip and Cleft Palate
Presentation on Cleft Lip and Cleft PalatePresentation on Cleft Lip and Cleft Palate
Presentation on Cleft Lip and Cleft Palate
 
An overview of Muir Wood Adolescent and Family Services teen treatment programs.
An overview of Muir Wood Adolescent and Family Services teen treatment programs.An overview of Muir Wood Adolescent and Family Services teen treatment programs.
An overview of Muir Wood Adolescent and Family Services teen treatment programs.
 
mHealth Israel_Healthcare Finance and M&A- What Comes Next
mHealth Israel_Healthcare Finance and M&A- What Comes NextmHealth Israel_Healthcare Finance and M&A- What Comes Next
mHealth Israel_Healthcare Finance and M&A- What Comes Next
 
An overview of Muir Wood Adolescent and Family Services teen treatment programs.
An overview of Muir Wood Adolescent and Family Services teen treatment programs.An overview of Muir Wood Adolescent and Family Services teen treatment programs.
An overview of Muir Wood Adolescent and Family Services teen treatment programs.
 
Module-3-Quality_Mohana Thakkar_23 Sep 2022 (1).pdf
Module-3-Quality_Mohana Thakkar_23 Sep 2022 (1).pdfModule-3-Quality_Mohana Thakkar_23 Sep 2022 (1).pdf
Module-3-Quality_Mohana Thakkar_23 Sep 2022 (1).pdf
 
The Best Foot and Ankle Center of Arizona
The Best Foot and Ankle Center of ArizonaThe Best Foot and Ankle Center of Arizona
The Best Foot and Ankle Center of Arizona
 
تقرير منظمة الصحة العالمية الخاص بالغذاء د حاتم البيطار.pdf
تقرير منظمة الصحة العالمية الخاص بالغذاء د حاتم البيطار.pdfتقرير منظمة الصحة العالمية الخاص بالغذاء د حاتم البيطار.pdf
تقرير منظمة الصحة العالمية الخاص بالغذاء د حاتم البيطار.pdf
 
PSYCHOLOGICAL ASPECTS OF REHAB. IN PHYSIOTHERAPY..pdf
PSYCHOLOGICAL ASPECTS OF REHAB. IN PHYSIOTHERAPY..pdfPSYCHOLOGICAL ASPECTS OF REHAB. IN PHYSIOTHERAPY..pdf
PSYCHOLOGICAL ASPECTS OF REHAB. IN PHYSIOTHERAPY..pdf
 
POSHAN ABHIYAAN-Poshan 2.0 will concentrate on Maternal Nutrition, Infant and...
POSHAN ABHIYAAN-Poshan 2.0 will concentrate on Maternal Nutrition, Infant and...POSHAN ABHIYAAN-Poshan 2.0 will concentrate on Maternal Nutrition, Infant and...
POSHAN ABHIYAAN-Poshan 2.0 will concentrate on Maternal Nutrition, Infant and...
 
Best Way 30-Days Keto Meal Plan For Diet
Best Way 30-Days Keto Meal Plan For DietBest Way 30-Days Keto Meal Plan For Diet
Best Way 30-Days Keto Meal Plan For Diet
 
Personnel and Equipment - Code and Rapid Response Workshop
Personnel and Equipment - Code and Rapid Response WorkshopPersonnel and Equipment - Code and Rapid Response Workshop
Personnel and Equipment - Code and Rapid Response Workshop
 
Clinical pharmacy book by parthasarathi.pdf
Clinical pharmacy book by  parthasarathi.pdfClinical pharmacy book by  parthasarathi.pdf
Clinical pharmacy book by parthasarathi.pdf
 
The Pfizer testimony by Melissa Mac Atee
The Pfizer testimony by Melissa Mac AteeThe Pfizer testimony by Melissa Mac Atee
The Pfizer testimony by Melissa Mac Atee
 
INTERNATIONAL HEALTH AGENCIES BY ANUSHRI SRIVASTAV.pptx
INTERNATIONAL HEALTH AGENCIES BY ANUSHRI SRIVASTAV.pptxINTERNATIONAL HEALTH AGENCIES BY ANUSHRI SRIVASTAV.pptx
INTERNATIONAL HEALTH AGENCIES BY ANUSHRI SRIVASTAV.pptx
 
Etiology for RRT and Code Blue Workshop.
Etiology for RRT and Code Blue Workshop.Etiology for RRT and Code Blue Workshop.
Etiology for RRT and Code Blue Workshop.
 
GENETICS and KIDNEY DISEASES /
GENETICS and KIDNEY DISEASES            /GENETICS and KIDNEY DISEASES            /
GENETICS and KIDNEY DISEASES /
 
Session-16-HIV-and-Replacement-Feeding-revised-2012.ppt
Session-16-HIV-and-Replacement-Feeding-revised-2012.pptSession-16-HIV-and-Replacement-Feeding-revised-2012.ppt
Session-16-HIV-and-Replacement-Feeding-revised-2012.ppt
 
Navigating Conflict in PE Using Strengths-Based Approaches
Navigating Conflict in PE Using Strengths-Based ApproachesNavigating Conflict in PE Using Strengths-Based Approaches
Navigating Conflict in PE Using Strengths-Based Approaches
 
Adrenal Function Tests-3.pptxwhfbdqbfwwfjgwngnegenhndngssfb
Adrenal Function Tests-3.pptxwhfbdqbfwwfjgwngnegenhndngssfbAdrenal Function Tests-3.pptxwhfbdqbfwwfjgwngnegenhndngssfb
Adrenal Function Tests-3.pptxwhfbdqbfwwfjgwngnegenhndngssfb
 
LTM Session-8-Practices-that-assist-BF..ppt
LTM Session-8-Practices-that-assist-BF..pptLTM Session-8-Practices-that-assist-BF..ppt
LTM Session-8-Practices-that-assist-BF..ppt
 

Building and Strengthening Leadership - Leading with Compassion

  • 1. Building and Strengthening Leadership – Leading with Compassion http://www.england.nhs.uk/wp-content/uploads/2014/12/london-nursing-accessible.pdf
  • 2. 2
  • 3. Compassion in Practice – It’s Every One’s Business
  • 4. 4
  • 5. Some other useful messages The danger of learned helplessness The importance of emotional intelligence Mindfulness and Resilience
  • 6. Compassion in Practice - From the Field Hurriedness and urgency overtaking the non-judgemental inquisitiveness to understand need, whether of patients, families, care givers, or other staff. Lack of confidence in knowing how to raise difficult issues and constructively give feedback on unhelpful behaviours. Not removing barriers to genuine listening and communication, with over-dependency on emails; not stepping out from behind the desk. Failing to perceive the impact of personal behaviour on working climate.
  • 7. “I see people in periods of duress resort to bad behaviours. They shout louder, and control more as they feel threatened.” What People Said “It isn’t soft ..It is tough, relentless and brave as well as caring about staff and patients” “I said to myself: I’m not going to let this organisation turn me into someone I don’t like.” “A leader displaying compassion will be more credible, more authentic, and more likely to be followed!”
  • 8. Being awake to the opportunity to make a difference “I ask myself ‘What things can I pick up from this person that helps me understand what they are feeling, what their needs are, that informs what help I can give?’”
  • 9. Compassion in Practice - What it Means • The ability to notice the explicit or unspoken concerns of others, with • Sufficient emotional resources and practical tools in one’s repertoire to • Proactively create a constructive and supportive climate and • The capability to respond to situations and emotions requiring special care and attention.
  • 12. Launch of the Culture of Care Barometer http://www.england.nhs.uk/wp-content/uploads/2014/12/london-nursing- accessible.pdf
  • 13. Culture:- • “If you are in that environment for long enough, what happens is you become immune to the sound of pain. You either become immune to the sound of pain or you walk away. You cannot feel people’s pain, you cannot continue to want to do the best you possibly can when the system says no to you, you can’t do the best you can. Evidence to the Francis Enquiry 2007
  • 14. Passionate about Care Today – PACT Group Independent reference group + Flo Panel-Coates & Tricia Hart “collective wisdom, experience and passion” The Culture of care Barometer was developed from early discussions of a group of nurses who were so perturbed by the failings and tragedies portrayed in the media that they were determined to explore what could be done to improve the quality of care for patients.
  • 15. A Tool: • a useful probe to delve into more detail and promote dialogue around staff issues especially at team level. • simple and easy to use as well as quick to complete • a useful adjunct to other tools such as the staff survey and friends and family test and sensitive to surfacing sub-cultures
  • 16. Barometer Design To develop and validate a measurement instrument with which to gauge the different attributes of environments in which care is delivered and help us understand the culture of care in healthcare organisations.
  • 17. The Barometer recognises • The lack of consistency within organisations • The difficulty of sustaining improvement • The need to engage leaders • Builds on existing tools e.g., staff survey and Energise for Excellence
  • 18. The Barometer is designed to:  Complement not duplicate other measures or quality programmes  Act as an early warning system to identify care culture “red flag” areas  Be easily used by all levels and groups of staff  Be short and quick to complete  Prompt reflection to help identify actions required  Be used as a individual/team or organisation wide activity  Encourage “ward to board” communication  It compliments other measures and should not become a bureaucratic burden on staff
  • 19. The Barometer is: • A series of statements which individuals are encouraged to: read carefully, score, consider if they have influence to improve and if they should take any action • It is possible to add an additional question may be added at the end which asks: “Do you believe action will be taken in response to the results of the questionnaire?” • The purpose is to encourage conversations among groups of staff within organisations at all levels about the environment of care – the culture in which they are working
  • 20. Phases of development • A series of Pilots from an early idea tested with a small group of people through to a fully developed and evidence based tool – developed by people working in the care environment • Discussion and focus groups-all staff groups-support on the ground • Paper and on-line distribution versions of survey
  • 21. Culture of Care Barometer – What it is not • Not a ‘force multiplier’ towards a positive culture but designed to assist in measuring culture of care. • Not a ‘magic bullet’ to transform culture and its use will depend upon the capability of its users as well as clarity of purpose. • It is not a ‘nursing tool’ : Implementation needs to be supported by a robust engagement and communication plan at Trust level and endorsed by the Board to promote uptake and response rate across different groups of staff.
  • 22. Its added value is its capacity: • to delve more deeply into cultural issues around the care environment • to provide an enriched source of feedback and • to prompt quality conversations for teams as well as Board and executive level • It was regarded as a valuable stimulus for reflection through the issues it targeted
  • 23. The Outcomes of the Culture of Care Barometer The Barometer was considered particularly useful within: • Teams or groups of staff as a way of breaking down barriers, challenges and problems distinct to a particular area. • It provides useful stimulus for discussion and reflection with the opportunity to create and start a dialogue at different levels in organisations. • It surfaced social and geographical concerns and divisions.
  • 24. Using the Culture of Care Barometer Points to note •Trusts involved were enthusiastic about embracing the Barometer. •There is a strong appetite for using the Barometer across the health care system in England. •It is important that the Barometer is championed by the Board and owned by the organisation. •Strategic direction and leadership are clearly essential in ensuring that culture is seen as everybody’s business
  • 25. The Value of the Culture of Care Barometer • The commentary emerging from the barometer conversations was seen as a rich source of intelligence – “Trying to understand what it is that matters to staff and what they feel about the place that they work in.” • The Barometer was also seen as an asset in enabling conversations between the executive and staff and breaking down “us and them” barriers as the executive recognised it had a responsibility to help staff to realise their potential.
  • 26. The Value of the Culture of Care Barometer • Culture is not something that can be conjured or called into being as if by magic. By combining the Barometer outcomes with other tools it was seen as an enabling tool helping to - “unlock some of the things that are worrisome as well as linking to a positive culture and helping to build that culture.”
  • 27. The Value of the Culture of Care Barometer The fundamental value of the Barometer was reflected in the belief that: “Culture changes by talking about it”
  • 28. 28
  • 29. The Value of the Culture of Care Barometer People enjoyed the opportunity to meet and talk about culture and as one senior manager said – I had lots of people phoning me to ask about the results…the fact that staff were asking before the results were ready was a message in itself.” It is not just acute trust tool, can be used in any setting or team. Growing interest from CCG groups.
  • 30. 30

Editor's Notes

  1. Lessons learned from first pilot-