Caring For The Innovator, Caring For Innovation Powerpoint For Dnp CourseDaniel Weberg
This document discusses innovation in healthcare and how to support innovators. It defines innovation as creating new processes or values that improve resources and defines the innovator as frontline healthcare workers. It argues that innovation can exist with policies if there is a balance between stability and change. It provides five strategies to care for innovators: giving autonomy and being open, providing support and respect, having patience and honesty, and valuing mistakes. The key is adapting policies quickly to reflect innovation and challenging outdated policies.
This document discusses several key principles of agile development including valuing technical excellence, testing from day one, failing fast, transparency, and full utilization of team members. It seeks to dispel myths about agile such as the ideas that working is unnecessary, deadlines don't exist, or that agile is only for special people. The document emphasizes focusing on delivering value, making plans flexible, using prototypes, building quality in from the start, and allowing people to work without being at full capacity at all times.
Key Note of the EHMA 2016 Annual Conference in Porto
In this key note, Rob Briner and Eric Barends from the Center for Evidence Based Management will discuss the basic principles of EBMgt and consider why while most people agree with the principles of EBMgt, few organisations are able to take advantage of its potential benefits. Utilising interactive social media tools
Rob and Eric will demonstrate how EBMgt can be used to separate the wheat from the chaff.
The document discusses designing empathy and collaboration for teams through design thinking principles in order to achieve successful teamwork, especially in high-pressure environments like space missions. It notes that dysfunctional systems can erode healthy individuals over time and that team dynamics, not just technology, are crucial for missions. The solution presented applies three design principles: describing before prescribing, prioritizing affectiveness to achieve effectiveness, and slowing down processes to speed them up. The goal is to engineer social and technical aspects of design thinking to fulfill criteria for perfect teams and prevent issues that could jeopardize a team's performance.
Explores the relationship between innovation and neuroscience and the Innovators DNA. Examines research by Saras Sarasvathy, Amy Wilkinson and Heidi Neck.
Better Startups Through Science - MIT Accelerator 2014Colin Kennedy
Exploring how small experiments can build better businesses faster.
- Science, and how it applies
- "Bad" & "Good" science
- Experiments and 'Little Bets'
- Applications in startups
- Where to go next
Presented at MIT Founders' Skills Accelerator program at The Martin Trust Center for MIT Entrepreneurship in July 2014.
This document provides steps to embrace change in the workplace. It recommends taking a different approach to existing goals, doing something scary to learn what works, and not dwelling on the past but focusing on today's opportunities. It also suggests making changes slowly even if small, empowering your team by sharing your vision and encouraging them, and adapting your vision flexibly to meet changing business needs since change is a process, not an event.
Caring For The Innovator, Caring For Innovation Powerpoint For Dnp CourseDaniel Weberg
This document discusses innovation in healthcare and how to support innovators. It defines innovation as creating new processes or values that improve resources and defines the innovator as frontline healthcare workers. It argues that innovation can exist with policies if there is a balance between stability and change. It provides five strategies to care for innovators: giving autonomy and being open, providing support and respect, having patience and honesty, and valuing mistakes. The key is adapting policies quickly to reflect innovation and challenging outdated policies.
This document discusses several key principles of agile development including valuing technical excellence, testing from day one, failing fast, transparency, and full utilization of team members. It seeks to dispel myths about agile such as the ideas that working is unnecessary, deadlines don't exist, or that agile is only for special people. The document emphasizes focusing on delivering value, making plans flexible, using prototypes, building quality in from the start, and allowing people to work without being at full capacity at all times.
Key Note of the EHMA 2016 Annual Conference in Porto
In this key note, Rob Briner and Eric Barends from the Center for Evidence Based Management will discuss the basic principles of EBMgt and consider why while most people agree with the principles of EBMgt, few organisations are able to take advantage of its potential benefits. Utilising interactive social media tools
Rob and Eric will demonstrate how EBMgt can be used to separate the wheat from the chaff.
The document discusses designing empathy and collaboration for teams through design thinking principles in order to achieve successful teamwork, especially in high-pressure environments like space missions. It notes that dysfunctional systems can erode healthy individuals over time and that team dynamics, not just technology, are crucial for missions. The solution presented applies three design principles: describing before prescribing, prioritizing affectiveness to achieve effectiveness, and slowing down processes to speed them up. The goal is to engineer social and technical aspects of design thinking to fulfill criteria for perfect teams and prevent issues that could jeopardize a team's performance.
Explores the relationship between innovation and neuroscience and the Innovators DNA. Examines research by Saras Sarasvathy, Amy Wilkinson and Heidi Neck.
Better Startups Through Science - MIT Accelerator 2014Colin Kennedy
Exploring how small experiments can build better businesses faster.
- Science, and how it applies
- "Bad" & "Good" science
- Experiments and 'Little Bets'
- Applications in startups
- Where to go next
Presented at MIT Founders' Skills Accelerator program at The Martin Trust Center for MIT Entrepreneurship in July 2014.
This document provides steps to embrace change in the workplace. It recommends taking a different approach to existing goals, doing something scary to learn what works, and not dwelling on the past but focusing on today's opportunities. It also suggests making changes slowly even if small, empowering your team by sharing your vision and encouraging them, and adapting your vision flexibly to meet changing business needs since change is a process, not an event.
The Interweave enriched Design Journey and Design ProcessAnders W. Tell
The document outlines an 8-step design thinking process: 1) Empathize to understand user needs, 2) Define insights and focus on the problem, 3) Ideate creative solutions, 4) Prototype potential solutions, 5) Test prototypes with users, 6) Interweave feedback to improve solutions, 7) Implement the best solution, and 8) Explore how the solution fits and evolves over time. The goal is to transform ideas into realities that positively impact organizations, customers, and people's lives through engaging stakeholders and aligning with organizational goals. Feedback is incorporated throughout to ensure the right problems are solved in the right way.
Expect changes and challenges during times of organizational transition. Focus on developing new skills, advocating for your work, and maintaining positive relationships with new colleagues. Remain adaptable to uncertainties while concentrating on controllable aspects of your work.
This document summarizes an interview with Phil Rosenzweig, a professor of strategy and international business, about decision making. Some key points:
- When making decisions, it is important to distinguish whether the outcome can be directly influenced or not. Experiments in cognitive psychology often do not account for situations where the outcome can be shaped.
- Recent research challenges the idea that people consistently overestimate their level of control. People can both overestimate and underestimate control depending on the situation. Having confidence when outcomes can be influenced is useful.
- Performance should be viewed relative to competitors rather than just in absolute terms. Strategic thinking requires both logical "left brain" analysis and willingness to take risks and try new
This document summarizes a keynote presentation about organizational innovation. It discusses how organizations are designed for performance and efficiency rather than innovation. Innovation requires behaviors like collaboration, idea sharing, learning from failure, and balancing loose and tight processes. A Behavioral Trust Framework is introduced to measure innovation capacity based on levels of trust between individuals and organizations. Trust is built through behaviors like competence, consistency, openness, and willingness to be vulnerable. The framework can be used to identify actions to increase innovation by reducing controls and building trusted partnerships.
John Griffin, Ford Credit Europe. Normalising failure and making way for succ...IT Arena
John Griffin is currently paving the way for new explorative ways to bring Design to the forefront of the Ford Credit Europe products.
With a background co-founding design consultancies Wolfcub and Pack, he’s spent the last 8 years honing his craft on clients including ASOS, HSBC, Diageo, and Google alongside helping a multitude of start-ups launch their ideas. When John’s not going deep on bringing product ideas to life, you can find him behind the mic podcasting, running the industry event Product Unleashed, or talking about his favorite 80s films to anyone who will listen long enough!
Speech Overview:
Why are we so afraid for our ideas to fail?
Is failure just learning with a bad reputation?
The idea of our ideas failing can not only hold us back from making a start on something but can also leave us in an endless loop of all-talk-no-action.
For teams to truly be successful, failure needs to move from elephant in the room to engrained within your DNA.
Specialists & Generalists: Team up for SuccessHeather Wilde
Presentation given at the 2015 Kansas City Developer Conference (#kcdc2015) that gives a plan for Generalists to find their way onto teams at all levels of a company, and for Specialists to help become more integrated.
Inspired by the New York Times bestselling authors’ book “DECISIVE: How to make better decisions” (Heath and Heath, 2013), I will apply the WRAP model to the world of internal auditing. While internal auditors are not the decision maker for what the implementation of remediating actions is concerned, nonetheless, they are taking many decisions regarding their processes and outcomes.
Along the acronym WRAPS *), I will share my perspective on how to improve such decisions when seeking to render effective internal audit services. Thereby, I will, among other aspects, focus on the challenges of “narrow framing” (“Widen Your Options” is recommended) and “overconfidence” (“Prepare to be Wrong” is recommended).
My perspective is based on over 25 years of senior management experience in global organizations and my dive into the world of academia in parallel to my full-time job, performing empirical research about internal audit, too.
*) S added
This document discusses human factors and patient safety. It covers situational awareness, cognitive skills, leadership, teamwork, communication, heuristics, biases, and systems design. The key messages are that high reliability in healthcare requires designing systems to prevent errors, developing strong teamwork and communication, and applying insights from human factors science. Analytic thinking is important to overcome cognitive biases, while automatic processes can lead to mistakes if not monitored.
Sally Foote, GoCompare & Look After My Bills. Magic Goggles: the tools you ne...IT Arena
Sally is passionate about supporting women in the digital sector and is a former founder of 10 Digital Ladies, a 2000+ community of senior women working in tech. She is a regular speaker at product and tech conferences.
This is a presentation I gave to Gum Tree UK staff at the end of July 2009. I was asked to go along and talk about my experiences in start-ups. I wanted to illustrate that the start-up vibe could be achieved regardless of the age or size of a business and that the productivity gains could be very good.
Working Successfully with Emerging Technologies and InnovationsEDUCAUSE
This document outlines Veronica Diaz's presentation on working successfully with emerging technologies and innovations. The presentation discusses developing a 10% portfolio for innovation, institutional examples of piloting new technologies, and rubrics for evaluating emerging technologies. It provides resources for focusing sessions on innovation, examples of university innovation programs, and encourages discussing how to structure time and support for innovative projects. The overall presentation provides guidance on piloting, assessing, and integrating disruptive technologies into academic institutions.
Colleen’s worked with B2B, B2C, and platform products over the last 15 years, including the last 5+ at Airbnb, and has a unique understanding of what is necessary to launch products that resonate with users, and of how to bring those products to market quickly. Colleen also teaches and coaches at both General Assembly and UC Berkeley Executive Education, and is passionate about helping teams use strong product development methodology!
The document discusses improving dialogue in the workplace. It argues that dialogue is a key process that occurs in many workplace interactions such as strategy meetings, team meetings, and performance reviews. While dialogue is simple, actually improving it can be difficult. The document recommends keeping systems and processes simple, helping people develop listening and trust-building skills, and focusing on basic dialogue improvements rather than complex solutions in order to enhance workplace dialogue.
The document discusses the qualities and characteristics of an innovative leader. It states that a globally acceptable leader positively influences people's lives, is a permanent positive opinion builder, works to boost and propagate humanity, produces superior work, recycles failure into success, challenges averages for big change, exposes people to higher difficulties to help them achieve more, reinvents routines through innovation, helps people feel included, has strong analytical skills, and encourages others. The document also lists potential presentation topics from the author related to increasing productivity, changing mindsets, empowering managers, motivating teams, taking revenge on failure through success, basics of life, future challenges, what leaders do, why organizations fail, and living a healthy lifestyle.
The Role of Acquisitions in Corporate GrowthHouston Lane
This document discusses acquisition basics and how they apply to everyday business. It provides three ways for a business to grow: through new capabilities, brands, geographies; through new products or customers at 12-15% growth; or through price increases at 4-6% growth. However, 70% of acquisitions fail to create value due to inadequate planning, resources, communication, or misaligned incentives. The document outlines characteristics of successful acquirers, including having the right perspective, prioritization, planning, and process. It also discusses focusing efforts on integration post-close to prevent issues like delays in asset appraisals negatively impacting reported results.
The document discusses evidence-based management (EBMgt), which involves making management decisions using four key sources of information: practitioner expertise, local evidence, research evidence, and perspectives of affected parties. EBMgt aims to increase the use of different types of evidence and use it more thoughtfully. The document argues that management could be more evidence-based than it currently is, as managers are often pressured to adopt quick fixes and fads instead of using research. It provides an example of how EBMgt could be applied to the issue of absence management in an organization.
2012 Innovation Workshop - Seeing What is Next in HealthcareLeAnna J. Carey
My Innovation Workshop 2012 in San Francisco
Does your leadership team have a commitment to and investment in innovation?
How is it expressed? Is there a vision or a roadmap?
Where are the greatest opportunities for growth or biggest pain points that innovation could address?
What kind or organizational infrastructure supports your innovation agenda?
The Interweave enriched Design Journey and Design ProcessAnders W. Tell
The document outlines an 8-step design thinking process: 1) Empathize to understand user needs, 2) Define insights and focus on the problem, 3) Ideate creative solutions, 4) Prototype potential solutions, 5) Test prototypes with users, 6) Interweave feedback to improve solutions, 7) Implement the best solution, and 8) Explore how the solution fits and evolves over time. The goal is to transform ideas into realities that positively impact organizations, customers, and people's lives through engaging stakeholders and aligning with organizational goals. Feedback is incorporated throughout to ensure the right problems are solved in the right way.
Expect changes and challenges during times of organizational transition. Focus on developing new skills, advocating for your work, and maintaining positive relationships with new colleagues. Remain adaptable to uncertainties while concentrating on controllable aspects of your work.
This document summarizes an interview with Phil Rosenzweig, a professor of strategy and international business, about decision making. Some key points:
- When making decisions, it is important to distinguish whether the outcome can be directly influenced or not. Experiments in cognitive psychology often do not account for situations where the outcome can be shaped.
- Recent research challenges the idea that people consistently overestimate their level of control. People can both overestimate and underestimate control depending on the situation. Having confidence when outcomes can be influenced is useful.
- Performance should be viewed relative to competitors rather than just in absolute terms. Strategic thinking requires both logical "left brain" analysis and willingness to take risks and try new
This document summarizes a keynote presentation about organizational innovation. It discusses how organizations are designed for performance and efficiency rather than innovation. Innovation requires behaviors like collaboration, idea sharing, learning from failure, and balancing loose and tight processes. A Behavioral Trust Framework is introduced to measure innovation capacity based on levels of trust between individuals and organizations. Trust is built through behaviors like competence, consistency, openness, and willingness to be vulnerable. The framework can be used to identify actions to increase innovation by reducing controls and building trusted partnerships.
John Griffin, Ford Credit Europe. Normalising failure and making way for succ...IT Arena
John Griffin is currently paving the way for new explorative ways to bring Design to the forefront of the Ford Credit Europe products.
With a background co-founding design consultancies Wolfcub and Pack, he’s spent the last 8 years honing his craft on clients including ASOS, HSBC, Diageo, and Google alongside helping a multitude of start-ups launch their ideas. When John’s not going deep on bringing product ideas to life, you can find him behind the mic podcasting, running the industry event Product Unleashed, or talking about his favorite 80s films to anyone who will listen long enough!
Speech Overview:
Why are we so afraid for our ideas to fail?
Is failure just learning with a bad reputation?
The idea of our ideas failing can not only hold us back from making a start on something but can also leave us in an endless loop of all-talk-no-action.
For teams to truly be successful, failure needs to move from elephant in the room to engrained within your DNA.
Specialists & Generalists: Team up for SuccessHeather Wilde
Presentation given at the 2015 Kansas City Developer Conference (#kcdc2015) that gives a plan for Generalists to find their way onto teams at all levels of a company, and for Specialists to help become more integrated.
Inspired by the New York Times bestselling authors’ book “DECISIVE: How to make better decisions” (Heath and Heath, 2013), I will apply the WRAP model to the world of internal auditing. While internal auditors are not the decision maker for what the implementation of remediating actions is concerned, nonetheless, they are taking many decisions regarding their processes and outcomes.
Along the acronym WRAPS *), I will share my perspective on how to improve such decisions when seeking to render effective internal audit services. Thereby, I will, among other aspects, focus on the challenges of “narrow framing” (“Widen Your Options” is recommended) and “overconfidence” (“Prepare to be Wrong” is recommended).
My perspective is based on over 25 years of senior management experience in global organizations and my dive into the world of academia in parallel to my full-time job, performing empirical research about internal audit, too.
*) S added
This document discusses human factors and patient safety. It covers situational awareness, cognitive skills, leadership, teamwork, communication, heuristics, biases, and systems design. The key messages are that high reliability in healthcare requires designing systems to prevent errors, developing strong teamwork and communication, and applying insights from human factors science. Analytic thinking is important to overcome cognitive biases, while automatic processes can lead to mistakes if not monitored.
Sally Foote, GoCompare & Look After My Bills. Magic Goggles: the tools you ne...IT Arena
Sally is passionate about supporting women in the digital sector and is a former founder of 10 Digital Ladies, a 2000+ community of senior women working in tech. She is a regular speaker at product and tech conferences.
This is a presentation I gave to Gum Tree UK staff at the end of July 2009. I was asked to go along and talk about my experiences in start-ups. I wanted to illustrate that the start-up vibe could be achieved regardless of the age or size of a business and that the productivity gains could be very good.
Working Successfully with Emerging Technologies and InnovationsEDUCAUSE
This document outlines Veronica Diaz's presentation on working successfully with emerging technologies and innovations. The presentation discusses developing a 10% portfolio for innovation, institutional examples of piloting new technologies, and rubrics for evaluating emerging technologies. It provides resources for focusing sessions on innovation, examples of university innovation programs, and encourages discussing how to structure time and support for innovative projects. The overall presentation provides guidance on piloting, assessing, and integrating disruptive technologies into academic institutions.
Colleen’s worked with B2B, B2C, and platform products over the last 15 years, including the last 5+ at Airbnb, and has a unique understanding of what is necessary to launch products that resonate with users, and of how to bring those products to market quickly. Colleen also teaches and coaches at both General Assembly and UC Berkeley Executive Education, and is passionate about helping teams use strong product development methodology!
The document discusses improving dialogue in the workplace. It argues that dialogue is a key process that occurs in many workplace interactions such as strategy meetings, team meetings, and performance reviews. While dialogue is simple, actually improving it can be difficult. The document recommends keeping systems and processes simple, helping people develop listening and trust-building skills, and focusing on basic dialogue improvements rather than complex solutions in order to enhance workplace dialogue.
The document discusses the qualities and characteristics of an innovative leader. It states that a globally acceptable leader positively influences people's lives, is a permanent positive opinion builder, works to boost and propagate humanity, produces superior work, recycles failure into success, challenges averages for big change, exposes people to higher difficulties to help them achieve more, reinvents routines through innovation, helps people feel included, has strong analytical skills, and encourages others. The document also lists potential presentation topics from the author related to increasing productivity, changing mindsets, empowering managers, motivating teams, taking revenge on failure through success, basics of life, future challenges, what leaders do, why organizations fail, and living a healthy lifestyle.
The Role of Acquisitions in Corporate GrowthHouston Lane
This document discusses acquisition basics and how they apply to everyday business. It provides three ways for a business to grow: through new capabilities, brands, geographies; through new products or customers at 12-15% growth; or through price increases at 4-6% growth. However, 70% of acquisitions fail to create value due to inadequate planning, resources, communication, or misaligned incentives. The document outlines characteristics of successful acquirers, including having the right perspective, prioritization, planning, and process. It also discusses focusing efforts on integration post-close to prevent issues like delays in asset appraisals negatively impacting reported results.
The document discusses evidence-based management (EBMgt), which involves making management decisions using four key sources of information: practitioner expertise, local evidence, research evidence, and perspectives of affected parties. EBMgt aims to increase the use of different types of evidence and use it more thoughtfully. The document argues that management could be more evidence-based than it currently is, as managers are often pressured to adopt quick fixes and fads instead of using research. It provides an example of how EBMgt could be applied to the issue of absence management in an organization.
2012 Innovation Workshop - Seeing What is Next in HealthcareLeAnna J. Carey
My Innovation Workshop 2012 in San Francisco
Does your leadership team have a commitment to and investment in innovation?
How is it expressed? Is there a vision or a roadmap?
Where are the greatest opportunities for growth or biggest pain points that innovation could address?
What kind or organizational infrastructure supports your innovation agenda?
The document discusses change management and how to effectively manage change within an organization. It covers common reactions to change like resistance and doubt. It also discusses the importance of leadership involvement, communication, and training to help transition people through change. Key aspects of change management include defining the current and future states, identifying stakeholders, creating a vision and roadmap, addressing resistance, and monitoring progress.
The definitive guide_to_the_leadership_behaviors_that_create_a_culture_of_con...K S sajeeth
This document provides leadership tips for creating a culture of continuous improvement. It emphasizes leading by example in continuous improvement efforts, empowering employees to make improvements, responding quickly to ideas, turning complaints and bad ideas into opportunities, and creating time for testing improvements. The document stresses recognizing contributions, being transparent in the improvement process, and emphasizing that failures are learning opportunities, not true failures. It cautions against over-rewarding improvements and forgetting the "study" and "adjust" phases of the PDSA cycle. The overall message is that leaders must role model and support a mindset where all employees feel responsible for ongoing, incremental improvements.
Introduction To The Killer Innovation Approach Ver 5Phil McKinney
The document introduces the Killer Innovations approach to innovation, which focuses on generating "killer innovations" - significant departures from current offerings that are difficult to imitate. It discusses tools like focusing innovation searches, using structured questions to drive ideation, and ranking ideas. The approach aims to overcome issues like incrementalism in brainstorming and lack of follow-through. It emphasizes skills like observation and changing perspectives to develop ideas.
Trends From the Trenches - Are the FUGS — Fear, Uncertainty, Greed—Getting Yo...Andrea Simon
Healthcare Innovation: Trends From The Trenches
Are the FUGS — Fear, Uncertainty, Greed—Getting You Down?
Featured Speakers:
Andrea (Andi) Simon, PhD and President of Simon Associates Management Consultants
Kriss Barlow, RN, MBA and Principal of Barlow/McCarthy
The opening webinar takes an in-depth look at “Trends from the Trenches,” the major changes Andi and Kriss see taking place in healthcare today. And Change is Pain. What’s more, the FUGs—Fear, Uncertainty, Greed—get in the way of you “seeing, feeling, thinking and doing” in new ways. This webinar will give you practical tools to get rid of the “FUGs” and get you moving again.
Andi will discuss the very real pain of change, as well as the trends she is seeing in the field. She will then offer 6 ways you and your team can successfully innovate to respond to the dramatic changes confronting your organization. Kriss will examine the often-overwhelming challenges faced by physicians and healthcare providers at all levels of the industry, and share 2 case studies of companies that have undergone successful change.
WECREATE Worldwide is a company established in 2005 to support organizations and leaders in achieving breakthrough innovation and leadership. They work with clients on processes for breakthrough innovation in products, services, experiences and brands. They also provide leadership development training. The document discusses WECREATE's approach of using "Breakthrough Biodynamics" to create leverage ideas and impact the future in unexpected ways. It provides examples of past breakthrough innovations and discusses challenges organizations face in embracing future changes.
This document provides an overview and introduction to a handbook on behavioral competencies in the workplace. It discusses how developing a competency framework can help structure the hiring process and assess a candidate's cultural fit. The handbook focuses on four categories of behavioral competencies - personality attributes, analytical ability, interpersonal skills, and leadership skills. Each category contains a list of relevant competencies that are important for various job levels. The document provides examples of key indicators for competencies like curiosity, adaptability, discipline, and self-confidence, as well as suggested interview questions to evaluate candidates on those competencies.
This document discusses overcoming barriers to innovation within large organizations. It outlines strategies for identifying supporters of new ideas, building evidence to gain approval, and empowering others to advocate on behalf of initiatives. Specific techniques are presented for recruiting "landing zones" to champion concepts, conducting stakeholder feedback sessions, and facilitating execution by removing roadblocks. The goal is to leverage the capabilities of AARP and UnitedHealthcare to create collaborative innovation through a shared vision and accountability framework.
Health 2.0 pre ga slides day 1 & change managementSalmaan Sana
The document discusses leading organizational change and includes the following key points:
1. It outlines Kotter's 8 steps for leading change including creating urgency, forming a coalition, developing a vision, communicating the vision, empowering action, creating short-term wins, building on change, and anchoring new approaches.
2. It discusses the 4 phases of a change process: alertness, understanding, acceptance, and action and the role of change leaders in each phase.
3. It identifies the different roles in a change team including problem knowers, problem solvers, resource controllers, and decision makers.
This document summarizes five common myths about general practice and healthcare change that were encountered by Dr. Robert Varnam in his work. The myths are: 1) general practice is finished, 2) access is simple, 3) if we just did one thing it would solve all problems, 4) good ideas are enough, and 5) failure is not an option. Dr. Varnam argues that challenging these myths is important for making the most of opportunities like the Challenge Fund to achieve lasting transformational change in healthcare.
Change Mgmt Secrets - SeeChange - InsideNGO Ann Conf 14 Anne Pellicciotto
This document discusses change management strategies for IT systems deployment. It outlines the typical lifecycle for an IT deployment project including requirements analysis, evaluation, design, implementation, deployment, and full implementation. It emphasizes embracing rather than resisting change and exploring different perspectives on change. Key success factors for change management include taking a holistic and strategic approach, collaborating with stakeholders, being patient and persistent through potential resistance, and achieving results. Stakeholder assessment and facilitated sessions are recommended for collaboration. The stages of change including denial, resistance, exploration and commitment are outlined along with communication strategies for change leaders. Proof-of-concept is presented as a key tool for managing change.
The document outlines principles of change management for organizations undergoing change. It discusses that change is an ongoing process that impacts people on both individual and group levels. It also identifies reasons for change, including internal pressures to improve and external factors like new laws. A five step process is presented to manage change: build urgency, create a clear vision of the future, ensure the right people are involved, have clear actions and expectations, and lead the change from the top with integrity and communication. People are identified as the key to successful change management.
Innovation is Everyone´s Responsibility and Why Innovation MattersStefan Lindegaard
Innovation is Everyone´s Responsibility and Why Innovation Matters
Here you get my slides from a recent presentation in Turkey where I was asked to provide perspectives on innovation through two important questions / lenses:
Why innovation matters? My key message is that innovation matters if your company wants to stay relevant – and survive. It is that simple. Just consider this piece of information:
At the current churn rate, 75% of the S&P 500 firms in 2011 will be replaced by new firms entering the S&P500 in 2027. There is so much change and it is happening so fast. Innovation can mean many things, but it is a general understanding that it helps you fight irrelevance and helps you drive change rather than becoming a victim of it.
Innovation is everyone´s responsibility. I work with innovation on three levels; incremental, radical and “in between”. The latter is often the most relevant because it can really change things and have a strong impact while companies have a good chance of succeeding with this with the right setup, processes and people. Radical or disruptive innovation is highly desirable, but it is also very difficult to achieve. It requires a lot of luck as well as the right framework and conditions for this luck to happen. Very few organizations succeeds here.
While everyone in an organization should contribute to incremental innovation, I don´t think everyone should work with radical or “in between” innovation – at the same time that is. Most people just have to focus on the getting their daily jobs done. However, every employee should be given an opportunity to contribute to radical and “in between” innovation through corporate programs that could be based on the concept of intrapreneurship, incubators, accelerators or something similar.
When it comes to getting people to understand that everyone actually can contribute to all three levels of innovation, I like to use the Ten Types of Innovation framework by Doblin as it is a simple and visual concept that can open the eyes of the “unusual suspects” when it comes to innovation contribution.
Well, check my slides and let me know what you think. I am of course open for discussing a session or talk near you :-)
This document discusses the importance of effectively communicating innovation ideas, especially "everyday innovation" ideas generated by employees. It argues that many innovative ideas fail because they are poorly communicated, not because they lack merit. It recommends that organizations develop a communication framework to help employees of all levels clearly present their innovative ideas. This can help level the playing field so the best ideas, regardless of who proposes them, have an opportunity to be heard and adopted based on their own merits. Developing employees' communication skills and ensuring a process for sharing ideas can significantly benefit an organization by capturing the potential of innovation from all levels.
The document discusses Appreciative Inquiry (AI), an approach that focuses on what works well within organizations rather than focusing on problems. It sees organizations as systems that evolve towards positive images and outcomes when using positive language and questioning. Key aspects of AI include discovering an organization's strengths, envisioning positive potential, and inspiring change by focusing on life-giving forces. Research shows organizations using AI exhibit higher ratios of positive to negative dialogue and learning-focused questions, leading to greater employee engagement, performance, and organizational success.
The document discusses key ingredients for identifying winning products. It emphasizes the importance of taking a broad view, considering all relevant factors like users, technical requirements, manufacturing and economics. An integrated cross-functional team allows developing a cohesive product faster. The process should be agile, iterative and data-driven to generate insights and validate assumptions before moving forward. Overall success comes from having the right resources, process and structure and making decisions at the optimal time.
Accelerating primary care transformation. Commissioning Live, Birmingham 2015Robert Varnam Coaching
What changes are needed to assure primary care has a productive future at the heart of the NHS? What capabilities will be required by GP practices to transform services and their organisations? How can CCGs support provider development to ensure their population can access high quality innovative care in the communuty?
WAL_RSCH8310_07_B_EN-DL.m4a
Hard Facts, Dangerous Half-Truths and Total Nonsense
- Profiting from Evidence-Based Management
By Jeffrey Pfeffer & Robert I Sutton
Harvard Business School Press, 2006
Too many business adages are built on flimsy information. When decisions are based on
dubious knowledge, the consequences can be catastrophic. This book by highly respected
scholars, Jeffrey Pfeffer and Robert Sutton explains how better evidence can be used in
business to generate superior results. Evidence based management enables business
leaders to face the hard facts and act on the best evidence.
Introduction
Business decisions are often based on hope or fear, what others seem to be doing, what
senior leaders have done and believe has worked in the past and strong ideologies. Hard
facts and strong evidence do not seem to back many decisions. It is time that companies
and leaders rooted their decisions in solid evidence to ensure optimal utilization of
resources. The authors relate poor decision practices with a number of examples. Then
they explain how evidence based management can be used profitably.
Poor Decision Practices
Poor decision making practices can be seen across organizations. Take benchmarking.
The approach to benchmarking seems to be fairly casual, with some rare exceptions.
More often than not, companies tend to copy the most obvious, visible and frequently
least important practices. The underlying culture or business philosophy of the company
against which benchmarking is being done is not given enough importance.
Companies tend to repeat what has worked for them in the past. By all means, learning
from experience and mastery through practice can be useful. But this kind of an
approach can backfire when the new situation is different from the past and the lessons
learnt in the past may have been wrong or incomplete in the first place.
Managers also tend to be unduly influenced by deeply held ideologies and beliefs.
Beliefs rooted in ideology or in cultural values are quite sticky. They resist disconfirming
evidence.
Evidence based management
Evidence based management assumes that using deeper, better logic and employing
facts rather than assumptions or guesses leads to better decisions. Such an approach
advocates going by hard facts about what works and what does not. Even when
companies have little data, there are many things, they can do to rely more on evidence
2
and logic and less on guesswork, fear, belief or hope. For example, qualitative data
collected from field trips can be used.
Implementing evidence based management requires a mindset change. Facts and
evidence are great levelers of hierarchy. Resistance to evidence based management
comes when it changes power dynamics, replacing formal authority, reputation and
intuition with data. Another problem is that delivering bad news does not win us friends.
We like to deliver good news because that is .
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
Similar to Caring For The Innovator, Caring For Innovation Powerpoint For Dnp Course (20)
Nano-gold for Cancer Therapy chemistry investigatory projectSIVAVINAYAKPK
chemistry investigatory project
The development of nanogold-based cancer therapy could revolutionize oncology by providing a more targeted, less invasive treatment option. This project contributes to the growing body of research aimed at harnessing nanotechnology for medical applications, paving the way for future clinical trials and potential commercial applications.
Cancer remains one of the leading causes of death worldwide, prompting the need for innovative treatment methods. Nanotechnology offers promising new approaches, including the use of gold nanoparticles (nanogold) for targeted cancer therapy. Nanogold particles possess unique physical and chemical properties that make them suitable for drug delivery, imaging, and photothermal therapy.
How to Control Your Asthma Tips by gokuldas hospital.Gokuldas Hospital
Respiratory issues like asthma are the most sensitive issue that is affecting millions worldwide. It hampers the daily activities leaving the body tired and breathless.
The key to a good grip on asthma is proper knowledge and management strategies. Understanding the patient-specific symptoms and carving out an effective treatment likewise is the best way to keep asthma under control.
Osvaldo Bernardo Muchanga-GASTROINTESTINAL INFECTIONS AND GASTRITIS-2024.pdfOsvaldo Bernardo Muchanga
GASTROINTESTINAL INFECTIONS AND GASTRITIS
Osvaldo Bernardo Muchanga
Gastrointestinal Infections
GASTROINTESTINAL INFECTIONS result from the ingestion of pathogens that cause infections at the level of this tract, generally being transmitted by food, water and hands contaminated by microorganisms such as E. coli, Salmonella, Shigella, Vibrio cholerae, Campylobacter, Staphylococcus, Rotavirus among others that are generally contained in feces, thus configuring a FECAL-ORAL type of transmission.
Among the factors that lead to the occurrence of gastrointestinal infections are the hygienic and sanitary deficiencies that characterize our markets and other places where raw or cooked food is sold, poor environmental sanitation in communities, deficiencies in water treatment (or in the process of its plumbing), risky hygienic-sanitary habits (not washing hands after major and/or minor needs), among others.
These are generally consequences (signs and symptoms) resulting from gastrointestinal infections: diarrhea, vomiting, fever and malaise, among others.
The treatment consists of replacing lost liquids and electrolytes (drinking drinking water and other recommended liquids, including consumption of juicy fruits such as papayas, apples, pears, among others that contain water in their composition).
To prevent this, it is necessary to promote health education, improve the hygienic-sanitary conditions of markets and communities in general as a way of promoting, preserving and prolonging PUBLIC HEALTH.
Gastritis and Gastric Health
Gastric Health is one of the most relevant concerns in human health, with gastrointestinal infections being among the main illnesses that affect humans.
Among gastric problems, we have GASTRITIS AND GASTRIC ULCERS as the main public health problems. Gastritis and gastric ulcers normally result from inflammation and corrosion of the walls of the stomach (gastric mucosa) and are generally associated (caused) by the bacterium Helicobacter pylor, which, according to the literature, this bacterium settles on these walls (of the stomach) and starts to release urease that ends up altering the normal pH of the stomach (acid), which leads to inflammation and corrosion of the mucous membranes and consequent gastritis or ulcers, respectively.
In addition to bacterial infections, gastritis and gastric ulcers are associated with several factors, with emphasis on prolonged fasting, chemical substances including drugs, alcohol, foods with strong seasonings including chilli, which ends up causing inflammation of the stomach walls and/or corrosion. of the same, resulting in the appearance of wounds and consequent gastritis or ulcers, respectively.
Among patients with gastritis and/or ulcers, one of the dilemmas is associated with the foods to consume in order to minimize the sensation of pain and discomfort.
Discover the benefits of homeopathic medicine for irregular periods with our guide on 5 common remedies. Learn how these natural treatments can help regulate menstrual cycles and improve overall menstrual health.
Visit Us: https://drdeepikashomeopathy.com/service/irregular-periods-treatment/
Giloy in Ayurveda - Classical Categorization and SynonymsPlanet Ayurveda
Giloy, also known as Guduchi or Amrita in classical Ayurvedic texts, is a revered herb renowned for its myriad health benefits. It is categorized as a Rasayana, meaning it has rejuvenating properties that enhance vitality and longevity. Giloy is celebrated for its ability to boost the immune system, detoxify the body, and promote overall wellness. Its anti-inflammatory, antipyretic, and antioxidant properties make it a staple in managing conditions like fever, diabetes, and stress. The versatility and efficacy of Giloy in supporting health naturally highlight its importance in Ayurveda. At Planet Ayurveda, we provide a comprehensive range of health services and 100% herbal supplements that harness the power of natural ingredients like Giloy. Our products are globally available and affordable, ensuring that everyone can benefit from the ancient wisdom of Ayurveda. If you or your loved ones are dealing with health issues, contact Planet Ayurveda at 01725214040 to book an online video consultation with our professional doctors. Let us help you achieve optimal health and wellness naturally.
The biomechanics of running involves the study of the mechanical principles underlying running movements. It includes the analysis of the running gait cycle, which consists of the stance phase (foot contact to push-off) and the swing phase (foot lift-off to next contact). Key aspects include kinematics (joint angles and movements, stride length and frequency) and kinetics (forces involved in running, including ground reaction and muscle forces). Understanding these factors helps in improving running performance, optimizing technique, and preventing injuries.
“Psychiatry and the Humanities”: An Innovative Course at the University of Mo...Université de Montréal
“Psychiatry and the Humanities”: An Innovative Course at the University of Montreal Expanding the medical model to embrace the humanities. Link: https://www.psychiatrictimes.com/view/-psychiatry-and-the-humanities-an-innovative-course-at-the-university-of-montreal
Are you looking for a long-lasting solution to your missing tooth?
Dental implants are the most common type of method for replacing the missing tooth. Unlike dentures or bridges, implants are surgically placed in the jawbone. In layman’s terms, a dental implant is similar to the natural root of the tooth. It offers a stable foundation for the artificial tooth giving it the look, feel, and function similar to the natural tooth.
- Video recording of this lecture in English language: https://youtu.be/Pt1nA32sdHQ
- Video recording of this lecture in Arabic language: https://youtu.be/uFdc9F0rlP0
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html