Change as an Intrinsic Part of Care
•Download as PPTX, PDF•
2 likes•963 views
Those who embrace and value change inspire others to be more daring. Service users and health care workers must be seen as one team. This workshop intends to share the experience and knowledge of the presenters in order to inspire others to view change as an intrinsic part of care. Kate Pound and Jenny Clarke, delivered this session at Health and Care Innovation Expo 2015.
Recommended
More Related Content
Similar to Change as an Intrinsic Part of Care
Similar to Change as an Intrinsic Part of Care (20)
More from NHS Improving Quality
More from NHS Improving Quality (20)
Recently uploaded
Recently uploaded (20)
Change as an Intrinsic Part of Care
- 1. Change as an Intrinsic part of Care @JennyTheM
- 2. We want you to leave us feeling … ….inspired and ready to embrace change
- 3. Putting evidence into practice Barriers • Fear of change • The ‘Cant’ approach – risk • Being introverted • Disbelief • Culture • Time Drivers • Patient Experience • Daring greatly-Brene Brown • Social media • Individualised care • Compassion • Belief • Time
- 4. What one change can you make to improve quality and patient experience?
- 5. Go Global and stay local Presenting Blogging Twitter Poetry Journal Publications Creating valuable connections
- 6. My ROAR was guided by • Evidence • Humanity • Compassion “Roar Behind The Silence” Sheena Byrom Soo Downe
- 8. NHS Change Day 2015 https://www.youtube.com/watch?v=TmVfVB N0gnQ Thanks to @NatSkelt
- 10. Some who challenge others to grow http://www.wecommunities.org http://matexp.org.uk #GlobalVillageMidwives NHS Change Day NHSiQ.nhs.uk- School for Health & Care Radicals worldhealthinnovationsummit.com
- 11. Over to Kate Pound
- 12. Time to reframe ‘leading’ change Kate Pound & Jenny Clarke Twitter @KateSlater02 @JennytheM
- 14. What does leading change mean to you? ‘Pushed’ to change or carrot and stick approach, change happens because….
- 15. Leading change in a new era Dominant approach Emerging direction @HelenBevan
- 16. Does this work? • More than 70% of all major transformation efforts fail. Why? Because organizations do not take a consistent, holistic approach to changing themselves, nor do they engage their workforces effectively. John Kotter
- 17. “Change doesn’t rain down on us from on high. Rather, its stories are co-created and co-owned by the community. Or, at least they are if you want the change to stick” Julian Stodd https://julianstodd.wordpress.com/2013/11/29/the-co-creation-and-co-ownership-of-organisational-change/
- 18. 14,000 contributors recently identified 10 barriers to change: Confusing strategies Over controlling leadership Perverse incentivesStifling innovation Poor workforce planning One way communication Inhibiting environment Undervaluing staff Poor project management Playing it safe Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015 What does the NHS workforce think?
- 19. • Front line teams get too many high priority messages from leaders each day, making it difficult for them to know what to focus on Increasing number of messages as information cascade through the organisation Source: adapted from http://businessjournal.gallup.com/content/162707/change-initiatives-fail- don.aspx @Helenbevan Confusing strategies
- 20. One way communication • The biggest mistake people make is that communication is involvement / engagement • One way communications kills co-creation and does not harness the flow of energy • It can kill relationships • Keeps people feeling controlled and ‘done to’ https://www.youtube.com/watch?v=-4EDhdAHrOg
- 21. Stifling innovation • Be suspicious of new ideas • Invoke history – ‘we tried that before and it didn’t work’ • Keep people really people – if people have time to thing about changing stuff they clearly aren’t that business • In the name of excellence – cut throat competition • Confine discussions of strategies and plans to a small circle – • Act as punishing failure motivates success • Blame problems on the incompetent people below – weak skills poor ethics Rosabeth Moss Kanter (2013)
- 22. 14,000 contributors recently identified 11 building blocks for change: Inspiring & supportive leadership Collaborative working Thought diversityAutonomy & trust Smart use of resources Flexibility & adaptability Long term thinking Nurturing our people Fostering an open culture A call to action Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015 Challenging the status quo What does the NHS workforce think?
- 23. “I have some Key Performance Indicators for you” or “I have a dream” Source: @HelenBevan @RobertVarnam A call to action – what’s yours?
- 24. Collaborative working - we need to widen our teams Where are your team on the project marmite zone? Love It! Hate it!
- 25. What barriers to change would you put in room 101?
- 26. Four ways to connect! 1. Follow us on Twitter @JennytheM @KateSlater2 @TheEdgeNHS @School4Radicals 2. Subscribe to theedge.nhsiq.nhs.uk 3. Get materials from theedge.nhsiq.nhs.uk/school …and sign up for our monthly #EdgeTalks theedge.nhsiq.nhs.uk/edgetalks 4. Save the date for theedge.nhsiq.nhs.uk/transformathon
- 27. 4pm - 4pm, 27-28th January 2016
Editor's Notes
- Link below http://www.bbc.co.uk/news/magazine-23790147 http://www.bbc.co.uk/learningzone/clips/martin-luther-king-i-have-a-dream-pt-1-2/1293.html With the brooding statue of Abraham Lincoln peering down at him, King began by telling protesters that their presence in the symbolic shadow of the "great emancipator" offered proof of the marvellous new militancy sweeping the country. For too long, he complained, black Americans had been exiles in their own land, "crippled by the manacles of segregation and the chains of discrimination". The whirlwinds of revolt would continue to shake the very foundations of the country: "And those who hope that the Negro needed to blow off steam and will now be content will have a rude awakening if the nation returns to business as normal," King said. It would be fatal for the nation "to overlook the urgency of the moment and to underestimate the determination of the Negro". “He's good - he's damned good” Kennedy on King Wearied by the suffocating heat, the crowd's initial response was muted. The speech was not going well. "Tell 'em about the dream, Martin," shouted Mahalia Jackson, referring to a rhetorical riff that King had used several times before, but which had not made it into his prepared speech because aides insisted he needed fresh material. But King decided to cast aside his prepared notes, and launched extemporaneously into the refrain for which he will forever be remembered. "I have a dream that one day this nation will rise up and live out the true meaning of its creed," he shouted, his out-stretched right arm reaching towards the sky. Soon he was hitting his rhythm, invigorated by the chants and cries of the crowd. "Dream on!" they shouted. "Dream on!" With his voice thundering down the Mall, King imagined a future in which his children could "live in a nation where they will not be judged by the colour of their skin but by the content of their character". Then he reached his impassioned finale. King asked the crowd to yell so it was heard the world over Watching at the White House, the president was riveted. Like so many Americans, it was the first time he had heard the 34-year-old preacher deliver a speech in its entirety - the first time he had taken its measure, listened to its cadence. "He's good," Kennedy told one of his advisors. "He's damned good." The aide was struck, however, that the president seemed impressed more by the quality of King's performance rather than the power of his message.