This is Helen Bevan's presentation to the Surgical Quality Action network of British Columbia, 18th February 2015. The topic is "How to be a great change agent"
The document discusses how change is happening more rapidly, with projects now lasting 30-60 days rather than years. It also discusses how power is shifting away from hierarchies and centralized control to networks and relationships. Leaders are needed who can operate from the "edge" and empower others through open relationships rather than closed transactions. Rebels are needed who can disrupt and challenge the status quo in a responsible way to drive innovation and new ways of thinking.
Rocking the boat and staying in it: how to be a great change agentHelen Bevan
The document discusses how change is increasingly happening more rapidly, through short term projects lasting 30-60-90 days rather than longer multi-year projects. It also discusses how change is moving to the "edge" and being led in a more distributed way by many people, rather than being controlled and commanded from the top down. It argues that organizations need "rebels" and "boat rockers" to disrupt the status quo and lead change, but that there is a difference between rebels who productively challenge the system and "troublemakers" who are simply destructive. It provides advice on handling rejection of new ideas and how seeking "no's" is an important part of effecting change.
This document discusses strategies for leading large-scale change. It suggests that change is best achieved from the "edge" by connecting diverse groups and empowering many change agents rather than relying on a top-down, hierarchical approach. Successful change agents build self-efficacy and work with others to achieve small wins. While targets and incentives can drive delivery, building intrinsic motivation through connecting to shared purpose and engaging leadership is important for energy and creativity. Framing the message and engaging in sensemaking to connect emotionally with staff are emphasized over marketing slogans.
The document discusses factors that contribute to successful change agents or "boat rockers". It identifies four key things: 1) having a strong sense of self-efficacy or belief in one's ability to create change; 2) being able to join forces with others to take action; 3) being able to achieve small wins which build momentum; and 4) viewing obstacles as challenges to overcome rather than barriers. Building self-efficacy involves tactics like starting with small, achievable changes and reframing failures as learning opportunities. Social support and learning from exemplars are also discussed.
The document discusses how change is happening more rapidly, with projects now lasting 30-60 days rather than years. It also discusses how power is shifting away from hierarchies and centralized control to networks and relationships. Leaders are needed who can operate from the "edge" and empower others through open relationships rather than closed transactions. Rebels are needed who can disrupt and challenge the status quo in a responsible way to drive innovation and new ways of thinking.
Rocking the boat and staying in it: how to be a great change agentHelen Bevan
The document discusses how change is increasingly happening more rapidly, through short term projects lasting 30-60-90 days rather than longer multi-year projects. It also discusses how change is moving to the "edge" and being led in a more distributed way by many people, rather than being controlled and commanded from the top down. It argues that organizations need "rebels" and "boat rockers" to disrupt the status quo and lead change, but that there is a difference between rebels who productively challenge the system and "troublemakers" who are simply destructive. It provides advice on handling rejection of new ideas and how seeking "no's" is an important part of effecting change.
This document discusses strategies for leading large-scale change. It suggests that change is best achieved from the "edge" by connecting diverse groups and empowering many change agents rather than relying on a top-down, hierarchical approach. Successful change agents build self-efficacy and work with others to achieve small wins. While targets and incentives can drive delivery, building intrinsic motivation through connecting to shared purpose and engaging leadership is important for energy and creativity. Framing the message and engaging in sensemaking to connect emotionally with staff are emphasized over marketing slogans.
The document discusses factors that contribute to successful change agents or "boat rockers". It identifies four key things: 1) having a strong sense of self-efficacy or belief in one's ability to create change; 2) being able to join forces with others to take action; 3) being able to achieve small wins which build momentum; and 4) viewing obstacles as challenges to overcome rather than barriers. Building self-efficacy involves tactics like starting with small, achievable changes and reframing failures as learning opportunities. Social support and learning from exemplars are also discussed.
The document discusses leading change in healthcare and organizations. It advocates for new approaches to change that embrace disruption, build networks between groups, and empower change from the edges. It highlights examples like NHS Change Day that showed how grassroots movements and hundreds of thousands of volunteers can create widespread improvement. The document argues that the most effective change agents see opportunities, build relationships, and operate from a mindset of possibility rather than just focusing on change techniques and skills.
These are the slides from Helen Bevan’s talk “ It’s time to rewrite the rules of change in health and care” to be given on 3rd September 2014 at the APAC Forum, Melbourne Australia.
The APAC Forum (1st to 3rd September 2014) is the premier healthcare conference in the Asia Pacific region. It offers innovative ideas and leading-edge solutions for clinicians, managers, policy-makers and academics seeking to deliver the highest quality healthcare with finite resources and seemingly infinite demand. More details at http://apacforum.com/
Rocking the boat and staying in it: a presentation for Healthcare Improvement...NHS Improving Quality
The document discusses leading change and being a change agent. It provides insights from various thinkers on topics like: starting change on the fringe; the need for more activists and rebels within organizations; building self-efficacy to drive change; managing rejection and the importance of small wins; valuing dissent and diversity of ideas; and leading change from the edges by exploring new possibilities. The document also provides references and links for further reading on topics like transformational change agency, social collaboration, organizational agility, and human-centered approaches.
Rocking the boat and staying in it: how to be a great change agentHelen Bevan
This document discusses how to be an effective change agent and promote change. It discusses:
1. Over 7,000 people from around the world have participated in The School for Health and Care Radicals, an online community for change agents.
2. Being a change agent requires walking the fine line between challenging the status quo and rocking the boat without falling out of it. Effective change agents are able to join with others to create action and achieve small wins.
3. Framing change in a compelling narrative that connects emotionally is important for engaging others. Stories should diagnose problems, provide a vision for the future, and motivate action.
The document emphasizes the importance of building networks, both strong ties
This document provides an overview of how to be an effective change agent. It discusses several key points:
1. Change agents need power and influence over networks to drive change. Being a "superconnector" who is central in informal networks is more important than formal hierarchy.
2. Finding the 3% of influential people who drive 85% of influence can help change agents spread new ideas. These "superconnectors" are often not in formal leadership roles.
3. Change agents must learn to "rock the boat" and drive change without "falling out" of organizations. They must walk the line between conformity and rebellion to create change while maintaining relationships.
The document discusses the risks and challenges of being a "boat rocker" or rebel within an organization. It notes that those who challenge the status quo may feel disempowered and forced to conform, or may leave the organization if they cannot reconcile their values. There is also a risk of becoming a "troublemaker" by too stridently challenging the status quo in a self-defeating way. To successfully enact change, one must find a way to rock the boat but still stay in it, and build relationships to effect change rather than disrupt and alienate others.
This document discusses ways to empower change agents and influence organizations. It suggests that having influence through informal networks is more important than formal hierarchy. Only 3% of people in an organization typically influence 85% of others. These "superconnectors" are well-connected and go-to people for advice. The document also discusses the tension between conforming and rebelling to create change from within. It advocates for collective agency where people act together for change rather than top-down structures determining change. An example is given of a project empowering ambulance staff to collaboratively address issues like falls and mental health.
It's the era of the improvement platformHelen Bevan
Slides from the presentation Helen Bevan made at 2nd International Symposium on Healthcare Improvement and Innovation, Monash University, 29th June 2016
The power of one, the power of many: applying social movement principles to h...Helen Bevan
The document discusses applying principles of social movements to healthcare improvement efforts. It outlines five key factors of successful social movements: defining the change wanted, identifying pillars of power, creating a spectrum of allies, attracting rather than overpowering others, and planning for success. The document emphasizes building commitment as well as compliance and connecting with people's emotions and values to motivate action for change. It also discusses different types of activists and argues that those who organize by growing distributed leadership are most effective.
Where social movements meet co-design: participation in healthcare ...Helen Bevan
The document discusses how social movements can meet co-design in healthcare innovation and improvement. It talks about building agency and power for individuals and collectively through approaches like mobilizing and organizing people. Organizing is seen as most effective for creating agency and delivering results by growing leaders in a distributed network and building community. The document advocates moving beyond top-down and bottom-up change alone to bring positive disruption into healthcare systems through approaches like disruptive co-creation.
The revised slide deck from the workshop that @helenbevan and @kateslater2 led at the International Forum on Quality and Safety in Healthcare March 27th 2019
Impact and celebration event - implementing the city-wide Mental Health Frame...NHS Improving Quality
The document summarizes the work done through a programme to implement Leeds' Mental Health Framework. It discusses workshops held to: create a foundation for implementation; develop and implement a collaborative strategy using driver diagrams; and review the generated strategy and plans. The programme identified shared values, agreed priorities, and created champions to drive culture change. It benefited from bringing stakeholders together, accelerating the development process, and external facilitation to challenge assumptions. Personal reflections noted the large scale change process was helpful but more planning time between workshops would have been beneficial.
DH Policy on transition - Karen Turner
NHS Improving Quality held an event in London on 31 July 2013 to progress the children and young people transition to adult services work with a focus on turning the rhetoric into practice entitled “Working to Define a Generic Service Specification for Transition”
The document discusses leading change in healthcare and organizations. It advocates for new approaches to change that embrace disruption, build networks between groups, and empower change from the edges. It highlights examples like NHS Change Day that showed how grassroots movements and hundreds of thousands of volunteers can create widespread improvement. The document argues that the most effective change agents see opportunities, build relationships, and operate from a mindset of possibility rather than just focusing on change techniques and skills.
These are the slides from Helen Bevan’s talk “ It’s time to rewrite the rules of change in health and care” to be given on 3rd September 2014 at the APAC Forum, Melbourne Australia.
The APAC Forum (1st to 3rd September 2014) is the premier healthcare conference in the Asia Pacific region. It offers innovative ideas and leading-edge solutions for clinicians, managers, policy-makers and academics seeking to deliver the highest quality healthcare with finite resources and seemingly infinite demand. More details at http://apacforum.com/
Rocking the boat and staying in it: a presentation for Healthcare Improvement...NHS Improving Quality
The document discusses leading change and being a change agent. It provides insights from various thinkers on topics like: starting change on the fringe; the need for more activists and rebels within organizations; building self-efficacy to drive change; managing rejection and the importance of small wins; valuing dissent and diversity of ideas; and leading change from the edges by exploring new possibilities. The document also provides references and links for further reading on topics like transformational change agency, social collaboration, organizational agility, and human-centered approaches.
Rocking the boat and staying in it: how to be a great change agentHelen Bevan
This document discusses how to be an effective change agent and promote change. It discusses:
1. Over 7,000 people from around the world have participated in The School for Health and Care Radicals, an online community for change agents.
2. Being a change agent requires walking the fine line between challenging the status quo and rocking the boat without falling out of it. Effective change agents are able to join with others to create action and achieve small wins.
3. Framing change in a compelling narrative that connects emotionally is important for engaging others. Stories should diagnose problems, provide a vision for the future, and motivate action.
The document emphasizes the importance of building networks, both strong ties
This document provides an overview of how to be an effective change agent. It discusses several key points:
1. Change agents need power and influence over networks to drive change. Being a "superconnector" who is central in informal networks is more important than formal hierarchy.
2. Finding the 3% of influential people who drive 85% of influence can help change agents spread new ideas. These "superconnectors" are often not in formal leadership roles.
3. Change agents must learn to "rock the boat" and drive change without "falling out" of organizations. They must walk the line between conformity and rebellion to create change while maintaining relationships.
The document discusses the risks and challenges of being a "boat rocker" or rebel within an organization. It notes that those who challenge the status quo may feel disempowered and forced to conform, or may leave the organization if they cannot reconcile their values. There is also a risk of becoming a "troublemaker" by too stridently challenging the status quo in a self-defeating way. To successfully enact change, one must find a way to rock the boat but still stay in it, and build relationships to effect change rather than disrupt and alienate others.
This document discusses ways to empower change agents and influence organizations. It suggests that having influence through informal networks is more important than formal hierarchy. Only 3% of people in an organization typically influence 85% of others. These "superconnectors" are well-connected and go-to people for advice. The document also discusses the tension between conforming and rebelling to create change from within. It advocates for collective agency where people act together for change rather than top-down structures determining change. An example is given of a project empowering ambulance staff to collaboratively address issues like falls and mental health.
It's the era of the improvement platformHelen Bevan
Slides from the presentation Helen Bevan made at 2nd International Symposium on Healthcare Improvement and Innovation, Monash University, 29th June 2016
The power of one, the power of many: applying social movement principles to h...Helen Bevan
The document discusses applying principles of social movements to healthcare improvement efforts. It outlines five key factors of successful social movements: defining the change wanted, identifying pillars of power, creating a spectrum of allies, attracting rather than overpowering others, and planning for success. The document emphasizes building commitment as well as compliance and connecting with people's emotions and values to motivate action for change. It also discusses different types of activists and argues that those who organize by growing distributed leadership are most effective.
Where social movements meet co-design: participation in healthcare ...Helen Bevan
The document discusses how social movements can meet co-design in healthcare innovation and improvement. It talks about building agency and power for individuals and collectively through approaches like mobilizing and organizing people. Organizing is seen as most effective for creating agency and delivering results by growing leaders in a distributed network and building community. The document advocates moving beyond top-down and bottom-up change alone to bring positive disruption into healthcare systems through approaches like disruptive co-creation.
The revised slide deck from the workshop that @helenbevan and @kateslater2 led at the International Forum on Quality and Safety in Healthcare March 27th 2019
Impact and celebration event - implementing the city-wide Mental Health Frame...NHS Improving Quality
The document summarizes the work done through a programme to implement Leeds' Mental Health Framework. It discusses workshops held to: create a foundation for implementation; develop and implement a collaborative strategy using driver diagrams; and review the generated strategy and plans. The programme identified shared values, agreed priorities, and created champions to drive culture change. It benefited from bringing stakeholders together, accelerating the development process, and external facilitation to challenge assumptions. Personal reflections noted the large scale change process was helpful but more planning time between workshops would have been beneficial.
DH Policy on transition - Karen Turner
NHS Improving Quality held an event in London on 31 July 2013 to progress the children and young people transition to adult services work with a focus on turning the rhetoric into practice entitled “Working to Define a Generic Service Specification for Transition”
This document describes the development of modules to improve productivity in endoscopy units. It outlines several new and revised modules that were created, which focus on areas like referral management, patient experience, and pre-assessment. The modules were tested by teams at various hospital sites. Measures were also developed to track performance across domains like quality, staff morale, timeliness and cost. Feedback from medical professionals highlighted how the modules helped standardize processes, reduce delays and improve communication to enhance the patient experience. The overall goal was to create a comprehensive guide for optimizing endoscopy unit operations.
The document discusses a hothouse event held by NHS IQ and NHS Confederation to stimulate conversation around thought diversity and its potential to improve health care delivery and change processes. It provides an agenda and summaries of discussions from a roundtable with health leaders who shared experiences and beliefs around thought diversity. Participants identified actions like promoting grassroots movements, cross-sector working, and more inclusion of diverse voices to further thought diversity in the NHS.
California presentation March 2015 final version used in DisneyNHS Improving Quality
The document discusses leading change and transformation in health and care. It talks about how most large-scale change efforts do not fully deliver their objectives. It argues that new approaches to change are needed that move beyond traditional hierarchical models and instead focus on building networks and weak ties between diverse groups. The document advocates connecting change efforts to people's values and emotions to generate commitment and motivate action. It also discusses different frames that can be used to construct compelling messages to win people to a cause and call them to action.
The document discusses the origins and evolution of the School for Health and Care Radicals (SHCR), which began in 2002 and applies principles of social movements and community organizing to healthcare improvement. It provides insights from various thinkers on topics like leading change from the edges, the importance of networks and communities, and characteristics of effective social movements. The document encourages reflection on building self-efficacy as a change agent and emphasizes that change starts from transforming oneself. It discusses tactics like framing, strategy, and mobilizing others through compelling messages aligned with their motivations.
This document contains a series of tweets by Helen Bevan on the topic of being a great change agent. Some of the key points discussed include:
- Change often starts on the fringe or with activists, not from the dominant approaches.
- Change agents need to be able to challenge the status quo while still staying within the organization.
- Having a strong informal network is more important for a change agent than formal position. Creating bridges between disconnected groups can enable big change.
- Building self-efficacy and viewing obstacles as challenges to overcome are important traits for successful change agents.
- Change agents must be able to both conform and rebel in order to rock the boat without falling out.
These are the presentation slides from Helen Bevan at the Health and Care Innovation Expo 2014, Manchester #Expo14NHS
Learn how to be a health and care radical who can challenge the status quo when you see there could be a better way. We want to change existing thinking and practice and improve care for patients, families and people who use care services
This document contains a series of slides from a presentation by Helen Bevan on the topic of change management. Some key points discussed include:
- Change is happening more rapidly, with projects now lasting 30-60-90 days instead of multiple years.
- Informal networks and connection are increasingly important for influencing change over formal hierarchy.
- Resistance to change should be embraced rather than overcome, as it provides insight into missing relevance.
- Effective change agents focus on engaging people through values and emotions rather than facts alone.
Helen Bevan presents to Kaiser Permanente’s Innovation Leadership NetworkNHS Improving Quality
Helen Bevan's presentation to members of Kaiser Permanente’s Innovation Leadership Network on Friday 4 October 2013 about NHS Change Day.
In 2013, the first NHS Change Day brought together thousands of NHS staff from across clinical and non-clinical areas of work, in a single day of collective action to improve care for patients, their families and their carers. More than 189,000 online pledges of action were made to make a positive difference to the NHS, proving that large scale improvement is possible in the NHS.
The Power of Many: Improvement as a Social Movement Helen Bevan
The document discusses a presentation given by Helen Bevan and Kathryn Perera on improving healthcare as a social movement. Some key points:
- They discuss strategies for engaging people in change efforts through connecting with emotions and values, rather than just facts and data.
- Co-design and co-production are important approaches, ensuring those affected by problems help solve them.
- Activating social networks and influencers who can drive wider participation is crucial for scaling improvement initiatives.
This document contains tweets from Helen Bevan discussing how to be a great change agent. Some key points discussed are that change comes from informal networks more than formal plans, change projects now happen over 30-60-90 days rather than years, and change needs to come from the edge by connecting with a wide range of people. Successful change agents are well connected in networks and see obstacles as challenges to overcome through small wins.
These are the presentation slides for Module 5 of The School for Health and Care Radicals, a five week virtual programme, designed to equip people across the health and care system with the core skills to improve their skills as change agents. It supports NHS Change Day 2014, the grassroots movement in which everyone who values the NHS can make a pledge of action to improve things for patients and the health and care system.
Big change only happens in health and care because of heretics and radicals: passionate people who are willing to take responsibility and work with others to make change happen. Being a radical isn't related to hierarchy or position and you don't have to work in the NHS or social care to qualify as one. Registrants to the school so far include patients and carers, students, senior leaders, improvement facilitators and clinical and care staff.
There is also a live weekly web seminar which will be available to 'listen again', supported by a raft of other opportunities, including coaching and mentoring, virtual discussions and tweet chats, and an ever- expanding portal of useful resources.
Programme
The programme focused on five modules over five weeks, 9:30 to 11:00 am GMT
Friday 31 January 2014: Being a health and care radical: change starts with me
Friday 7 February 2014: Forming communities: building alliances for change
Friday 14 February 2014: Rolling with resistance
Friday 21 February 2014: Making change happen
Friday 28 February 2014: Moving beyond the edge
Tweetchat
We will run a tweetchat each Wednesday from 16:00 to 17:00 GMT, based on the content of the module from the previous Friday. A tweetchat is a facilitated conversation using Twitter. The hashtag we will use for the tweetchats is #SHCRchat. The date for the next tweetchat is 5 March 2014.
There is no charge to join the School of Health and Care Radicals and it is open to all, whatever your role or level, and whether or not you work in the NHS
Resources from all modules can be found at: http://www.nhsiq.nhs.uk/9059.aspx
These are the slides for SHCR II Module 3: Rolling with Resistance.
This module looks at the issue of 'resistance to change’: rather than seeing resistance as a negative thing, we shift our perspective so that we see dissent, diversity and disruption as essential components of effective change.
Agenda:
What do we mean by resistance to change?
What are some of the ways to look at resistance to change?
Importance of diversity in leading change and its implications in terms of resistance
Diversity is critical to innovation and change
Being a champion for diversity
Impact and intent
The effectiveness of a change agent is not a matter of intention; it’s a matter of impact
How to stop talking at someone and start talking to them
What you can do to build impact and intent
Using the Stages of Change model to help people through change
Why do people resist change?
What is the transtheoretical model of behaviour change?
An example of the model in practice
What we tend to do when dealing with resistance and what we should do
Questions and call to action
Questions for reflection:
What does resistance mean to you?
Think about the things you resist as well as your responses to others’ resistance
How do you work with resistance as a change leader?
How can you make sure that the changes you make achieve the impact you desire and are sustainable?
….. do not create dependency?
….. generate self-efficacy in others?
Who are you interacting with and where they are on the Stages of Change model?
Call to action:
Reflect deeply on how you operate as an agent for change.
Consider the impact of your communication and behaviour beyond your intent.
Listen to others’ views, engage others in change and help others through the stages of change.
The power of one: the power of many: what healthcare improvement can learn fr...Helen Bevan
The document discusses lessons that healthcare improvement can learn from successful social movements. It notes that social movements define the change they want, identify pillars of power, create a spectrum of allies, seek to attract rather than overpower, and build a plan to survive victory. The document also discusses the importance of connecting with people's emotions through values to inspire action, and the need to engage a diverse range of changemakers beyond just formal leaders. It suggests healthcare can learn from how social movements organize and drive social change.
Full slide deck for Minicourse M5 "Leading radical change a day of transforma...NHS Improving Quality
This document outlines an agenda for a one-day minicourse on radical transformation in healthcare. The course will bring together change leaders to discuss trends shaping healthcare transformation. It will focus on transactional and transformational learning. Participants will discuss challenges of leading change, framing issues to engage stakeholders, and building self-efficacy as an agent of change. The agenda includes group activities, discussions, and an "unconference" session for participants to discuss challenges and ideas. The goal is to provide tools and strategies for participants to become more effective leaders of radical change in their own organizations and communities.
This document discusses leadership for the future and the imagination age. It presents tools and frameworks for understanding leadership journeys and patterns in life. It emphasizes the need for new approaches to leadership and change given shifts in power and trust. Specifically, it discusses the importance of agency over structure, informal networks over hierarchies, and balancing various dilemmas or polarities like new power vs old power. The goal is to develop more mature, "post-conventional" leaders who can effectively manage complexity, diversity and paradoxes.
This is the presentation on “The personal leadership challenge of making integrated care a reality” that Helen Bevan made at the conference “Leading Better Care for All in the North West” on 12 March 2014. This conference is one of a series of regional events across the country on how the best use can be made of the Better Care Fund.
The document discusses a one day event called the School for Health and Care Radicals held in Melbourne, Australia. It provides information on downloading slides from the event, ways to provide feedback or discuss the event online. The bulk of the document consists of tweets from the event organizers sharing insights from speakers on topics like leading change from the edge of organizations, balancing old and new models of power, and the need for "rebels" and "boat rockers" who can challenge the status quo in a constructive way. Risks mentioned for those who rock the boat include feeling disempowered and conforming or leaving the organization as a result.
Similar to Helen Bevan's presentation to the Surgical Quality Action Network (20)
Stopping over-medication of People with Learning Disabilities
(STOMPLD) 2016.
Reducing Inappropriate Psychotropic Drugs in People with a Learning Disability in General Practice and Hospitals in 2016.
The greatest pleasure in life is doing what people say you cannot do. Anonymo...NHS Improving Quality
The document discusses issues with diagnosing and managing patients with respiratory conditions like COPD, asthma, and heart failure in primary care settings, noting evidence of high rates of misdiagnosis, underdiagnosis of comorbidities, and fragmented services. It proposes a new enhanced care/case management service called the "Breathlessness Service" to provide more coordinated care to improve outcomes for these patients experiencing breathlessness. Case studies are presented showing how the new service achieved better diagnoses and management of patients' conditions.
Presentation slides Frailty: building understanding, empathy and the skills t...NHS Improving Quality
Frailty: building understanding, empathy and the skills to support self-care
Guest speaker:Dr Dawn Moody, Director - Fusion48
An opportunity to learn about some innovative approaches to making the health and care workforce 'Fit for Frailty'* (*British Geriatrics Society 2015).
Learning outcomes:
To explore the Frailty Fulcrum as a tool for holistic assessment and management of frailty
To hear how Virtual Reality is being used to build empathy for older people living with frailty
To learn about the impact of a county-wide, multi-agency, multi-professional training an toolkit for care professionals working with older people
Resources:www.fusion48.net
Self-management in the community and on the Internet - Presentation 22nd Marc...NHS Improving Quality
LTC Lunch & Learn webinar:- 22nd March 2016
Presenter:- Pete Moore, Educator, Author & Pain Toolkit Trainer
As pain is the most daily health problem reported to a GP-
Developing a national pain strategy- reviews from around the world
Electronic Palliative Care Coordination Systems (EPaCCS): Improving Patient C...NHS Improving Quality
Speaker slides from the national conference, 'Electronic Palliative Care Coordination Systems (EPaCCS): Improving Patient Care at End of Life', 17 March 2016
Fire service as an asset: providing telecare support in the community Webinar...NHS Improving Quality
Guest speaker: Steve Vincent - West Midlands Fire Service & Simon Brake from Coventry Council
Hosted by: Bev Matthews, Long Term Conditions Programme Lead, NHS England
Learning Outcomes:-
To better understand the role that the Fire and Rescue service can provide as a community asset to support health needs Enhancing the quality of life for people by supporting them to stay in their own home, even in a crisis
An overview of the work carried out by NHS England and NHS Improving Quality's Long Term Conditions Sustainable Improvement Team. It puts the case for why person-centred care has to be at the heart of healthcare.
Commissioning Integrated models of care
Kent LTC Year of Care Commissioning Early Implementer Site
Alison Davis, Integration Programme Health and Social Care, Working on behalf of Kent County Council and South Kent Coast and Thanet CCG's
Integrated data to support service redesign decision making 19 01 2016 finalNHS Improving Quality
Integrated data to support service redesign decision making
Leeds LTC Year of Care Commissioning Early Implementer Site
Tricia Cable, Year of Care Lead
Alison Phiri, Business Intelligence Manager
Mohini Chauhan, Year of Care Commissioning Manager
Slides from a lunch and learn webinar hosted by NHS England's Long Term Conditions Team, on the topic of health coaching by lay professionals.
The speakers and Anya de Longh and Jim Phillips.
This document announces a networking event hosted by the Sustainable Improvement Team for long term conditions in the Midlands and East of England on November 3rd, 2015 in Leicester. The event aimed to connect professionals working with long term conditions to discuss improvement initiatives. It used the hashtags #LTCImp and #A4PCC to promote discussion of long term condition improvement and accountable care organizations on social media.
Rasamanikya is a excellent preparation in the field of Rasashastra, it is used in various Kushtha Roga, Shwasa, Vicharchika, Bhagandara, Vatarakta, and Phiranga Roga. In this article Preparation& Comparative analytical profile for both Formulationon i.e Rasamanikya prepared by Kushmanda swarasa & Churnodhaka Shodita Haratala. The study aims to provide insights into the comparative efficacy and analytical aspects of these formulations for enhanced therapeutic outcomes.
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...Oleg Kshivets
Overall life span (LS) was 1671.7±1721.6 days and cumulative 5YS reached 62.4%, 10 years – 50.4%, 20 years – 44.6%. 94 LCP lived more than 5 years without cancer (LS=2958.6±1723.6 days), 22 – more than 10 years (LS=5571±1841.8 days). 67 LCP died because of LC (LS=471.9±344 days). AT significantly improved 5YS (68% vs. 53.7%) (P=0.028 by log-rank test). Cox modeling displayed that 5YS of LCP significantly depended on: N0-N12, T3-4, blood cell circuit, cell ratio factors (ratio between cancer cells-CC and blood cells subpopulations), LC cell dynamics, recalcification time, heparin tolerance, prothrombin index, protein, AT, procedure type (P=0.000-0.031). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and N0-12 (rank=1), thrombocytes/CC (rank=2), segmented neutrophils/CC (3), eosinophils/CC (4), erythrocytes/CC (5), healthy cells/CC (6), lymphocytes/CC (7), stick neutrophils/CC (8), leucocytes/CC (9), monocytes/CC (10). Correct prediction of 5YS was 100% by neural networks computing (error=0.000; area under ROC curve=1.0).
Travel vaccination in Manchester offers comprehensive immunization services for individuals planning international trips. Expert healthcare providers administer vaccines tailored to your destination, ensuring you stay protected against various diseases. Conveniently located clinics and flexible appointment options make it easy to get the necessary shots before your journey. Stay healthy and travel with confidence by getting vaccinated in Manchester. Visit us: www.nxhealthcare.co.uk
One health condition that is becoming more common day by day is diabetes.
According to research conducted by the National Family Health Survey of India, diabetic cases show a projection which might increase to 10.4% by 2030.
- 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
Promoting Wellbeing - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
share - Lions, tigers, AI and health misinformation, oh my!.pptxTina Purnat
• Pitfalls and pivots needed to use AI effectively in public health
• Evidence-based strategies to address health misinformation effectively
• Building trust with communities online and offline
• Equipping health professionals to address questions, concerns and health misinformation
• Assessing risk and mitigating harm from adverse health narratives in communities, health workforce and health system
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- 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
These lecture slides, by Dr Sidra Arshad, offer a simplified look into the mechanisms involved in the regulation of respiration:
Learning objectives:
1. Describe the organisation of respiratory center
2. Describe the nervous control of inspiration and respiratory rhythm
3. Describe the functions of the dorsal and respiratory groups of neurons
4. Describe the influences of the Pneumotaxic and Apneustic centers
5. Explain the role of Hering-Breur inflation reflex in regulation of inspiration
6. Explain the role of central chemoreceptors in regulation of respiration
7. Explain the role of peripheral chemoreceptors in regulation of respiration
8. Explain the regulation of respiration during exercise
9. Integrate the respiratory regulatory mechanisms
10. Describe the Cheyne-Stokes breathing
Study Resources:
1. Chapter 42, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 36, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 13, Human Physiology by Lauralee Sherwood, 9th edition
These lecture slides, by Dr Sidra Arshad, offer a quick overview of the physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar lead (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
6. Describe the flow of current around the heart during the cardiac cycle
7. Discuss the placement and polarity of the leads of electrocardiograph
8. Describe the normal electrocardiograms recorded from the limb leads and explain the physiological basis of the different records that are obtained
9. Define mean electrical vector (axis) of the heart and give the normal range
10. Define the mean QRS vector
11. Describe the axes of leads (hexagonal reference system)
12. Comprehend the vectorial analysis of the normal ECG
13. Determine the mean electrical axis of the ventricular QRS and appreciate the mean axis deviation
14. Explain the concepts of current of injury, J point, and their significance
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. Chapter 3, Cardiology Explained, https://www.ncbi.nlm.nih.gov/books/NBK2214/
7. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Helen Bevan's presentation to the Surgical Quality Action Network
1. How to be a great change agent
Helen Bevan
Chief Transformation Officer
@HelenBevan
#SHCR
#CANsurgery
and staying in it:
2. “New truths begin as heresies”
(Huxley, defending Darwin’s theory of natural selection)
Source of image:
installation by the
artist Adam Katz
www.thisiscolossal.com
Via @NeilPerkin
6. @HelenBevan #SCHR #CANsurgery
Leading change in a new era
Dominant approach Emerging direction
Most health and
care transformation
efforts are driven
from this side
9. @HelenBevan #SCHR #CANsurgery
John Kotter: “Accelerate!”
• We won’t create big change
through hierarchy on its own
• We need hierarchy AND network
• Many change agents, not just a
few, with many acts of leadership
• At least 50% buy-in required
• Changing our mindset
• From “have to” to “want to”
TO
10. @HelenBevan #SCHR #CANsurgery
From “have to” to “want to”
Source of image s:www.slideshare.net/mexicanwave/champions-trolls-10-years-
of-the-cipd-online-community
11. The Network Secrets of Great Change Agents
Julie Battilana &Tiziana Casciaro
1. As a change agent, my centrality in the informal
network is more important than my position in
the formal hierarchy
2. If you want to create small scale change, work
through a cohesive network
If you want to create big change, create
bridge networks between disconnected groups
12. @HelenBevan #SCHR #CANsurgery
is the new normal!
“By questioning existing ideas, by
opening new fields for action,
change agents actually help
organisations survive and adapt
to the 21st Century.”
Céline Schillinger
Image by neilperkin.typepad.com
16. @HelenBevan #SCHR #CANsurgery
What is a rebel?
•The principal champion of a change initiative, cause
or action
•Rebels don’t wait for permission to lead, innovate,
strategise
•They are responsible; they do what is right
•They name things that others don’t
see yet
•They point to new horizons
•Without rebels, the storyline never
changes
Source : @PeterVan http://t.co/6CQtA4wUv1
17. @HelenBevan #SCHR #CANsurgery
We need boatrockers!
• Rock the boat but manage to
stay in it
• Walk the fine line between
difference and fit, inside and
outside
• Able to challenge the status
quo when we see that there
could be a better way
• Conform AND rebel
• Capable of working with others
to create success NOT a
destructive troublemaker
Source: Debra Meyerson
18. Source : Lois Kelly www.rebelsatwork.com
There’s a big difference between a rebel
and a troublemaker
Rebel
19. @HelenBevan #SCHR #CANsurgery
Reflection
• What are your insights around “rebels” and
“troublemakers”?
• What moves people from being “rebel” to
“troublemaker”?
• How do we protect against this?
20. "There’s only one
corner of the
universe you can
be certain of
improving, and
that’s your own
self."
Aldous Huxley
Source of image: timcoffeyart.wordpress.com
21. @HelenBevan #SCHR #CANsurgery
1. able to join forces with others to create action
2. able to achieve small wins which create a sense
of hope, possibility and confidence
3. More likely to view obstacles as challenges to
overcome
4. strong sense of “self-efficacy”
belief that I am personally able to create the change
Four things we know about successful
boat rockers
Source: adapted from Debra E Meyerson
CHANGE
me
BEGINS WITH
22. @HelenBevan #SCHR #CANsurgery
Self-efficacy
There is a positive, significant
relationship between the
self-efficacy beliefs of a
change agent and her/his
ability to facilitate change
and get good outcomes
Source of image:www.h3daily.com
26. @HelenBevan #SCHR #CANsurgery
Building self-efficacy: some tactics
1. Create change one small step at a time
2. Reframe your thinking:
• failed attempts are learning opportunities
• uncertainty becomes curiousity
3. Make change routine rather than an exceptional
activity
4. Get social support
5. Learn from the best
33. @HelenBevan #SCHR #CANsurgery
Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
Make it a personal
PERFORMANCE target.
35. @HelenBevan #SCHR #CANsurgery
Research from the Sales industry:
How many NOs should we be seeking to get?
• 2% of sales are made on the first contact
• 3% of sales are made on the second contact
• 5% of sales are made on the third contact
• 10% of sales are made on the fourth contact
• 80% of sales are made on the fifth to twelfth
contact
Source: http://www.slideshare.net/bryandaly/go-for-no
36. @HelenBevan #SCHR #CANsurgery
“Papers that are more likely to contend against
the status quo are more likely to find an opponent
in the review system—and thus be rejected —but
those papers are also more likely to have an
impact on people across the system, earning them
more citations when finally published”
V. Calcagno et al., “Flows of research manuscripts among
scientific journals reveal hidden submission patterns,”
Science, doi:10.1126/science.1227833, 2012.
—
37. @HelenBevan #SCHR #CANsurgery
A disruptive
case study:
Probably the biggest day of collective action for
improvement in the history of the NHS
Creating a mass movement of people working together in
and with the NHS demonstrating the difference they can
make, by one simple act for sustainable improvement
38. @HelenBevan #SCHR #CANsurgery
Anyone can make a change to improve health and care.
NHS Change Day supports these people by celebrating
and sharing their actions, so that they can then inspire
others.
Change Day supports innovative campaigns and ideas
by building connections and communities of support.
On Wednesday 11 March we’ll celebrate
these changes for the better on
NHS Change Day.
How does it work?
41. @HelenBevan #SCHR #CANsurgery
Many people have shared their stories to
inspire others.
The children’s asthma service in
Heywood, Middleton and Rochdale,
which is part of Pennine Care NHS
Foundation Trust, consists of two
Paediatric Asthma Nurse
Specialists who work within a
Children’s Community Team.
They started a Facebook page to
deliver asthma advice and gentle
reminders for young people and
their parents.
http://changeday.nhs.uk/story34
42. @HelenBevan #SCHR #CANsurgery
Doctors and nurses who work with older
people at University Hospital Leicester
wore continence pads for a day to see
how it feels for their patients.
They wore the pad for eleven hours and
along with the continence specialist
nurses did ‘use’ it to know exactly how
their patients feel.
Continence pads for a day
43. @HelenBevan #SCHR #CANsurgery
In 2014, Countess of Chester Hospital
decided to make a very simple change in
its paint work to become Dementia
friendly, after advice from their painter
and decorator Rob McWhinnie.
It costs no more to paint in dementia
friendly colours. Rob McWhinnie told us
“At the end of the day, it doesn’t matter
what colour I use to paint with, the price
is still the same.”
http://changeday.nhs.uk/story69
Dementia-friendly paint
44. @HelenBevan #SCHR #CANsurgery
“Tomorrow’s
management systems
will need to value
diversity, dissent and
divergence as highly as
conformance, consensus
and cohesion.”
Gary Hamel
Source of image: www.fastcompany.com
46. @HelenBevan #SCHR #CANsurgery
As you create your roadmap for the
future, make sure you are part of the
steamroller, not part of the road
Saavik Wilcox-Hamilton
Source of quote: http://slidesha.re/1B6jrZw
“
“
47. @HelenBevan #SCHR #CANsurgery
1. Follow on Twitter
@HelenBevan
@NHSIQ
2. Subscribe to
3. Register for The School for Health and Care Radicals:
www.theedge.nhsiq.nhs.uk/school
4. Stay tuned for a forthcoming announcement about
Change Day in BC #ChangeDayBC
TheEdge.nhsiq.nhs.uk
Four ways to connect!
@School4Radicals
@TheEdgeNHS
48. @HelenBevan #SCHR #CANsurgery
References and links
Baron A (2014) Preparing for a changing world: the power of relationships
Battilano J, Casciaro T (2013) The network secrets of the great change agents
Harvard Business Review, July-August
Bevan H, Plsek P, Winstanley (2011) Leading Large Scale Change - Part 1, A
Practical Guide
Bevan H (2011) Leading Large Scale Change - Part 2, The Postscript
Bevan H, Fairman S (2014) The new era of thinking and practice in change and
transformation, NHS Improving Quality
Change Agents Worldwide (2013) Moving forward with social collaboration
SlideShare
Diaz-Uda A, Medina C, Schill E (2013) Diversity’s new frontier
Fuda P (2012) 15 qualities of a transformational change agent
Grant, M (2014) Humanize: How people centric organisations succeed in a social
world http://prezi.com/usju20i0nzhd/humanize-how-people-centric-
organizations-succeed-in-a-social-world/
Hamel G (2014)Why bureaucracy must die
Jarche, H (2013) Rebels on the edges
49. @HelenBevan #SCHR #CANsurgery
Jarche H (2014) Moving to the edges
Kotter J (2014) Accelerate! Harvard Business Review Press
Merchant N (2013) eleven rules for creating value in the social era
Llopis G (2014) Every leader must be a change agent or face extinction
Meyerson D (2001) Tempered Radicals: how people use differences to inspire change
at work Harvard
Meyerson D (2008) Rocking the boat: how to effect change without making trouble
Harvard BP
Perkins N (2014) Bats and pizzas (agility and organisational change)
Schillinger C (2014) Top-Down is a Serious Disease. But It Can Be Treated
School for health and Care radicals (2014) www.changeday.nhs.uk/healthcareradicals
Shinners C (2014) New Mindsets for the Workplace Web
Stoddard J (2014)The future of leadership
Williams B (2014) Working Out Loud: When You Do That… I Do This
Weber Shandwick (2014) Employees rising: seizing the opportunity in employee
activism
Verjans S (2013) How social media changes the way we work together
References and links