72 quotations that @HelenBevan posted with tweets during 2019Helen Bevan
Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate ad/or challenge you as they have me. Helen Bevan
72 quotations that @HelenBevan posted with tweets during 2019Helen Bevan
Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate and/or challenge you as they have me. Helen Bevan
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
Creating tomorrow today: a radical manifesto for leaders of health and careHelen Bevan
Slides from the talk "Creating tomorrow today" that Goran Henriks and Helen Bevan gave at #Quality2020 today. The slides set out the principles of "simple rules" for transformation & explains our 7 simple rules for leaders that we've developed over the past 9 years. #Quality2020
72 quotations that @HelenBevan posted with tweets during 2019Helen Bevan
Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate ad/or challenge you as they have me. Helen Bevan
72 quotations that @HelenBevan posted with tweets during 2019Helen Bevan
Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate and/or challenge you as they have me. Helen Bevan
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
Creating tomorrow today: a radical manifesto for leaders of health and careHelen Bevan
Slides from the talk "Creating tomorrow today" that Goran Henriks and Helen Bevan gave at #Quality2020 today. The slides set out the principles of "simple rules" for transformation & explains our 7 simple rules for leaders that we've developed over the past 9 years. #Quality2020
The slide deck from the workshop that Helen Bevan, Goran Henriks and on Anette Nilsson ran at the Jonkoping Microsystem Festival, Sweden on 28th February 2019 #qmicro
The slide deck that Helen Bevan and Goran Henriks used in their course on "Fundamentals of Quality Improvement " at the International Forum on Quality and Safety in Healthcare, Taipei, 18th September 2019
These are the slides for Module 4 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 focuses 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 dates for the tweetchats are:
12 February 2014
19 February 2014
26 February 2014
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
Leading Large Scale Change: The postscript - Part 2
Why do leaders of health and healthcare need these principles of large scale change right now?
Written by:
Helen Bevan
The new era of change and transformationHelen Bevan
The slides that Helen Bevan presented at #LIIPSforum2016 25th November 2016. The event is organised by the Leicestershire Improvement, Innovation and Patient Safety Unit of the University of Leicester
Get safety, improvement, transformation out of their boxes: inter-dependent n...NHS Horizons
Get safety, improvement, transformation out of their boxes: inter-dependent not independent approaches. Presentation at International Forum of Quality and Safety in Healthcare, (virtual) Copenhagen, 6 November 2020 by Helen Bevan, Sasha Karakusevic, Leigh Kendall, Diane Ketley
The slide deck from the workshop that Helen Bevan, Goran Henriks and on Anette Nilsson ran at the Jonkoping Microsystem Festival, Sweden on 28th February 2019 #qmicro
The slide deck that Helen Bevan and Goran Henriks used in their course on "Fundamentals of Quality Improvement " at the International Forum on Quality and Safety in Healthcare, Taipei, 18th September 2019
These are the slides for Module 4 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 focuses 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 dates for the tweetchats are:
12 February 2014
19 February 2014
26 February 2014
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
Leading Large Scale Change: The postscript - Part 2
Why do leaders of health and healthcare need these principles of large scale change right now?
Written by:
Helen Bevan
The new era of change and transformationHelen Bevan
The slides that Helen Bevan presented at #LIIPSforum2016 25th November 2016. The event is organised by the Leicestershire Improvement, Innovation and Patient Safety Unit of the University of Leicester
Get safety, improvement, transformation out of their boxes: inter-dependent n...NHS Horizons
Get safety, improvement, transformation out of their boxes: inter-dependent not independent approaches. Presentation at International Forum of Quality and Safety in Healthcare, (virtual) Copenhagen, 6 November 2020 by Helen Bevan, Sasha Karakusevic, Leigh Kendall, Diane Ketley
Presentations from the patient safety conference held at Teesside University on 1 and 2 September 2014 - Students at the forefront of continuing and improving our culture of safe care
#Caring4NHSPeople - virtual expert session 8 April 2020NHS Horizons
#Caring4NHSPeople - slides from the virtual expert session 8 April 2020 featuring Dr Sonya Wallbank; Professor Neil Greenberg; Professor Michael West; Dr Helen Bevan
School for Health and Care radicals - Slides for module fourHorizons NHS
Making change happen: This module will help us create and sustain the energy we need to make change happen. We will look at a number of practical ideas, tools and resources to help us change the way we do change.
The Small Steps to Health and Wealth initiative encourages participants to make positive behavior changes to simultaneously improve their health and personal finances. This presentation is a collaborative effort of the Military Families Learning Network and the Child and Family Learning Network.
Small Steps to Health and Wealth™ (SSHW) is a national Cooperative Extension program developed by Dr. Barbara O’Neill and Dr. Karen Ensle at Rutgers University that encourages participants to make positive behavior changes to simultaneously improve their health and personal finances. It is believed to be the first long-term program ever developed to motivate Americans to simultaneously apply the same personal behavior change strategies to both areas of their lives. SSHW was developed because many Americans have both health and financial “issues.” Societal problems that have been widely reported in recent years include an increasing incidence of diabetes, overweight, and obesity, low household savings, high household debt levels, and bankruptcy filings. The SSHW program includes 25 behavior change strategies that people can adopt to address these concerns. Each involves taking small positive steps that people can put into practice on a daily basis. This 90-minute webinar will begin by describing relationships between people's health and personal finances. It will then describe each one of the 25 behavior change strategies and how people can apply them to their lives.
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 slides from the workshop that Helen Bevan and Steve Fairman ran at the Change in the Age of Disruption conference on 11th November 2015. Follow along at #cmidisrupt
@HelenBevan
@SteveFairman1
The power of a tweet chat for health and care improvement - presentation to the International Forum on Quality and Safety Europe by Hugh McCaughey, Helen Bevan, Leigh Kendall 11 June 2021
Integrated personal commissioning, innovate stage, 1pm, 3 september 2015NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
Using social media for imact, influence and spreadHelen Bevan
The slides that Helen Bevan presented in session B6 at the Middle East Forum on Quality and Safety in Healthcare 24th March 2018. She was supported in the session by Rachel Morris.
Similar to Rest and recovery post covid: a necessary step for quality (20)
Activities for audience interaction at the International Forum on Quality and...Helen Bevan
The slides that Helen Bevan used for the interactive plenary session at the International Forum on Quality and Safety in Healthcare, Taipei, 20th September 2019 #Quality2019
The slide deck that Helen Bevan and Goran Henriks used in their course on "Fundamentals of Quality Improvement " at the International Forum on Quality and Safety in Healthcare, Taipei, 18th September 2019 #Quality2019
Preliminary outputs from National Improvement Director's tweetchat, 20th May ...Helen Bevan
Hugh McCaughey, the new National Improvement Director for the NHS in England held a tweetchat with local leaders of improvement with a theme of "What does the National Improvement Director need to know abut improvement work that is currently ongoing across England?". This is an initial summary of outputs. There will be further analysis.
LGBTQ+ Adults: Unique Opportunities and Inclusive Approaches to CareVITASAuthor
This webinar helps clinicians understand the unique healthcare needs of the LGBTQ+ community, primarily in relation to end-of-life care. Topics include social and cultural background and challenges, healthcare disparities, advanced care planning, and strategies for reaching the community and improving quality of care.
Veterinary Diagnostics Market PPT 2024: Size, Growth, Demand and Forecast til...IMARC Group
The global veterinary diagnostics market size reached US$ 6.6 Billion in 2023. Looking forward, IMARC Group expects the market to reach US$ 12.6 Billion by 2032, exhibiting a growth rate (CAGR) of 7.3% during 2024-2032.
More Info:- https://www.imarcgroup.com/veterinary-diagnostics-market
PET CT beginners Guide covers some of the underrepresented topics in PET CTMiadAlsulami
This lecture briefly covers some of the underrepresented topics in Molecular imaging with cases , such as:
- Primary pleural tumors and pleural metastases.
- Distinguishing between MPM and Talc Pleurodesis.
- Urological tumors.
- The role of FDG PET in NET.
Deep Leg Vein Thrombosis (DVT): Meaning, Causes, Symptoms, Treatment, and Mor...The Lifesciences Magazine
Deep Leg Vein Thrombosis occurs when a blood clot forms in one or more of the deep veins in the legs. These clots can impede blood flow, leading to severe complications.
About this webinar: This talk will introduce what cancer rehabilitation is, where it fits into the cancer trajectory, and who can benefit from it. In addition, the current landscape of cancer rehabilitation in Canada will be discussed and the need for advocacy to increase access to this essential component of cancer care.
Health Education on prevention of hypertensionRadhika kulvi
Hypertension is a chronic condition of concern due to its role in the causation of coronary heart diseases. Hypertension is a worldwide epidemic and important risk factor for coronary artery disease, stroke and renal diseases. Blood pressure is the force exerted by the blood against the walls of the blood vessels and is sufficient to maintain tissue perfusion during activity and rest. Hypertension is sustained elevation of BP. In adults, HTN exists when systolic blood pressure is equal to or greater than 140mmHg or diastolic BP is equal to or greater than 90mmHg. The
Trauma Outpatient Center is a comprehensive facility dedicated to addressing mental health challenges and providing medication-assisted treatment. We offer a diverse range of services aimed at assisting individuals in overcoming addiction, mental health disorders, and related obstacles. Our team consists of seasoned professionals who are both experienced and compassionate, committed to delivering the highest standard of care to our clients. By utilizing evidence-based treatment methods, we strive to help our clients achieve their goals and lead healthier, more fulfilling lives.
Our mission is to provide a safe and supportive environment where our clients can receive the highest quality of care. We are dedicated to assisting our clients in reaching their objectives and improving their overall well-being. We prioritize our clients' needs and individualize treatment plans to ensure they receive tailored care. Our approach is rooted in evidence-based practices proven effective in treating addiction and mental health disorders.
This document is designed as an introductory to medical students,nursing students,midwives or other healthcare trainees to improve their understanding about how health system in Sri Lanka cares children health.
Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
The Healthy Ageing and Prevention Index is an online tool created by ILC that ranks countries on six metrics including, life span, health span, work span, income, environmental performance, and happiness. The Index helps us understand how well countries have adapted to longevity and inform decision makers on what must be done to maximise the economic benefits that comes with living well for longer.
Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
Letter to MREC - application to conduct studyAzreen Aj
Application to conduct study on research title 'Awareness and knowledge of oral cancer and precancer among dental outpatient in Klinik Pergigian Merlimau, Melaka'
Navigating Challenges: Mental Health, Legislation, and the Prison System in B...Guillermo Rivera
This conference will delve into the intricate intersections between mental health, legal frameworks, and the prison system in Bolivia. It aims to provide a comprehensive overview of the current challenges faced by mental health professionals working within the legislative and correctional landscapes. Topics of discussion will include the prevalence and impact of mental health issues among the incarcerated population, the effectiveness of existing mental health policies and legislation, and potential reforms to enhance the mental health support system within prisons.
Cold Sores: Causes, Treatments, and Prevention Strategies | The Lifesciences ...The Lifesciences Magazine
Cold Sores, medically known as herpes labialis, are caused by the herpes simplex virus (HSV). HSV-1 is primarily responsible for cold sores, although HSV-2 can also contribute in some cases.
Cold Sores: Causes, Treatments, and Prevention Strategies | The Lifesciences ...
Rest and recovery post covid: a necessary step for quality
1. Twitter: @ck4q @HelenBevanTweet #IHIForum
Rest & Recovery Post-Covid:
A Necessary Step for Quality
Christina Krause
BC Patient Safety & Quality Council
Canada
Helen Bevan
NHS Horizons team
England
2. Twitter: @ck4q @HelenBevanTweet #IHIForum
Learning objectives for this session
1. Articulate the need for post-pandemic rest and recovery to
ensure the sustainability of our people and the healthcare system
2. Identify the multiple aspects of organizational energy and
implement strategies for addressing in the context of post-
pandemic recovery.
3. Explore how quality improvement can play a pivotal role in
people recovery and service recovery
3. Twitter: @ck4q @HelenBevanTweet #IHIForum
Our agenda
• Breakout one: Getting to know our breakout groups
• Setting the context for rest and recovery
• People recovery AND service recovery
• Breakout two
• Building energy for rest, recovery and change
• Breakout three
• Highly adoptable improvement
• Case study: the NHS Horizons team
• Breakout four: pulling it all together
• Reflections and close
4. Twitter: @ck4q @HelenBevanTweet #IHIForum
Breakout 1
• You will return to/remain in the same breakout group throughout the
session
• Introduce yourselves, answering the question:
When have I felt most energized at work in the last 12 months?
What was going on for me?
• You will return to the main room after 10 minutes
• Be ready to add a personal insight from the discussion to the chat box in
the main room when we return
5. Twitter: @ck4q @HelenBevanTweet #IHIForum
Setting the Context
• Health Care Workers (HCWs) have endured three waves of COVID-19, each
increasingly more severe
• We face unique professional stressors on top of the uncertainty and fear
experienced by the general public
• This has taken a toll on health human resources, with early retirements, job
transitions and vacancies all at record highs
6. Twitter: @ck4q @HelenBevanTweet #IHIForum
Setting the Context
At the same time, we have also been faced with the greatest global health
threat of the 21st century – climate change
Extreme weather events around the world have not only been personally
distressing, but have also placed additional burdens on our health care
systems
7. Twitter: @ck4q @HelenBevanTweet #IHIForum
Approximately 5.07 million people
944,735 km2
(larger than France & Germany combined)
5.9% of the population is Indigenous
Approximately 60% live off-reserve and
40% live on-reserve
~62% of the population lives in large urban
centres, while ~14% live in rural areas
British Columbia,
Canada
14. Twitter: @ck4q @HelenBevanTweet #IHIForum
Moral Injury
First used to describe soldiers’ responses to their actions in war
Experienced when people “perpetrate, fail to prevent, bear witness to, or
learn about acts that transgress deeply held moral beliefs and
expectations”
Can result in long-lasting emotional and psychological damage
15. Twitter: @ck4q @HelenBevanTweet #IHIForum
The Time to Act is Now
The period following a traumatic incident has been shown to have the
strongest influence on recovery
Main post-incident risk factors that influence recovery are:
Access to social support
The pressure that people experience as they try to recover
16. Twitter: @ck4q @HelenBevanTweet #IHIForum
Learning From the Military
Evidence largely comes from military programs:
Rest & Recuperation (R&R) Leave
Post-Operational Stress Management (POSM)
Provide military personnel with time to reconnect with family and friends
and “reset” following high-intensity operational duties
Found to reduce mental health struggles and promote well-being and
recovery from the strains of deployment
17. Twitter: @ck4q @HelenBevanTweet #IHIForum
“Without a physically and psychologically
safe and healthy workforce, excellent
health care is not possible.”
– Don Berwick
18. Twitter: @ck4q @HelenBevanTweet #IHIForum
18 |
People recovery AND service recovery
Service
Recovery
(delivery
capacity)
People
Recovery
(wellbeing)
19. Twitter: @ck4q @HelenBevanTweet #IHIForum
Eleven things we have learnt about recovery
1. People recovery and service recovery aren’t just connected. They’re the same
thing
2. Recovery is inherently relational
3. If teams are the primary unit for recovery, we must support team leaders and
line managers as the prime enablers of recovery
4. Invest in the time and (psychologically safe) space to connect, collaborate and
innovate
5. Focus on the areas that are most important for patients
6. Undertake improvement for people and service recovery in ways that
energise, motivate and give people autonomy and control
7. Support and amplify the “positive deviants”
8. Progress is a massive energiser
9. Take the opportunity to work in new, aligned ways
10. Improvement as the default
11. Share, share, share
20. Twitter: @ck4q @HelenBevanTweet #IHIForum
Source: The Progress Principle: Using Small Wins to
Ignite Joy, Engagement, and Creativity at Work
Emphasise progress
• Teresa Amabile, Harvard Business
School; studied the "inner work
life" diaries of 238 professionals
• Their best days were when they made
progress; were able to move forward in
their work
• 700 managers were asked to rank five
factors that motivate their team members,
including recognition and incentives;
They ranked “sense of progress” LAST
21. Twitter: @ck4q @HelenBevanTweet #IHIForum
Eleven things we have learnt about recovery
1. People recovery and service recovery aren’t just connected. They’re the same
thing
2. Recovery is inherently relational
3. If teams are the primary unit for recovery, we must support team leaders and
line managers as the prime enablers of recovery
4. Invest in the time and (psychologically safe) space to connect, collaborate and
innovate
5. Focus on the areas that are most important for patients
6. Undertake improvement for people and service recovery in ways that
energise, motivate and give people autonomy and control
7. Support and amplify the “positive deviants”
8. Progress is a massive energiser
9. Take the opportunity to work in new, aligned ways
10. Improvement as the default
11. Share, share, share
23. Twitter: @ck4q @HelenBevanTweet #IHIForum
Breakout 2
• Your discussion questions:
What is happening for rest and recovery in my context?
What are the opportunities in aligning people recovery and service
recovery?
• You will return to the main room after 10 minutes
• Be ready to add a personal insight from the discussion to the chat box in
the main room when we return
25. Another view:
Quality of …
Level One:
doing
(processes)
Level Two:
thinking/
decision making
Level Three:
information that
influences thinking
Level Four:
information that influences
behavior
Level Five:
relationships (information flow)
Level Six:
perceptions and feelings (culture)
Level Seven:
individuals mind-sets (personal beliefs and values)
“Engine” of quality
D. Balestracci. Data Sanity. 2009
“Fuel” of
quality
30. Three Energy Traps
1. Acceleration
– High productive energy, pushed too long
2. Complacency
– Low energy zone (resigned inertia & comfortable
energy)
3. Corrosion
– High negative energy (corrosive energy)
Bruch & Vogel, 2011
Twitter: @ck4q @HelenBevanTweet #IHIForum
31. Acceleration Trap
High productive energy … leading to:
– Increased number and speed of activities
– Raised performance goals
– Shorten innovation cycles
– Introduction of new management or organizational
systems
Making this pace the “new normal” … becomes
chronic overloading
Bruch & Vogel, 2011
Twitter: @ck4q @HelenBevanTweet #IHIForum
32. Psychological
Physical
Spiritual
Social Intellectual
Teams perform best when five energies are high
Source:
https://nhshorizons.passle.net/post/102f
6wr/coaching-nhs-leaders-to-build-
energy-for-change
The NHS energy for
change model
Twitter: @ck4q @HelenBevanTweet #IHIForum
33.
34. Social energy
Energy of personal
engagement, relationships and
connections between people
It’s where people feel a sense of
“us and us”
rather than
“us and them”
Twitter: @ck4q @HelenBevanTweet #IHIForum
35. Workers who feel
connected to their
colleagues are
three times as
likely to report
that they
maintained
pre-pandemic
levels of
productivity
https://sloanreview.mit.edu/article/what-youre-getting-wrong-about-
burnout/?social_token=4df7d91cfd5e8fca190db7c686480995&utm_source=twitter&utm_medium=social&utm_campaign=sm-direct
36. Spiritual energy
Energy of commitment to a common
vision for the future, driven by shared
values and a higher purpose
Gives people the confidence to move towards a
different future that is more compelling than
the status quo
Twitter: @ck4q @HelenBevanTweet #IHIForum
38. Psychological energy
Energy of courage, resilience and feeling
safe to do things differently
Involves feeling supported to make a change and
trust in leadership and direction
@HelenBevan #improveUEC
Psychological energy is high when social and
spiritual energy is high
39. Physical energy
Energy of action, getting
things done and making
progress
The flexible, responsive drive
to make things happen
Twitter: @ck4q @HelenBevanTweet #IHIForum
40. Intellectual energy
Energy of analysis, planning and thinking
Involves gaining insight as well as planning and
supporting processes, evaluation, and arguing a
case on the basis of logic/ evidence
Twitter: @ck4q @HelenBevanTweet #IHIForum
41. The challenge of over-focus on intellectual energy
• Intellectual energy on
its own isn’t
transformational
• It keeps leaders in
their comfort zone
(intellect to intellect)
• Common values drive
behaviour change
more than data
http://www.newyorker.com/magazine/2017/02/27/why-facts-dont-change-our-minds
You can’t change fundamental behaviours without changing fundamental beliefs
42. High and low ends of each energy domain
Social isolated solidarity
Spiritual uncommitted higher purpose
Psychological risky safe
Physical fatigue vitality
Intellectual Illogical reason
LOW
HIGH
Twitter: @ck4q @HelenBevanTweet #IHIForum
43. Twitter: @ck4q @HelenBevanTweet #IHIForum
Breakout 3
We will move back to our breakout groups
• Your discussion questions:
How do we build social and spiritual energy for change
to support rest and recovery?
• You will return to the main room after 10 minutes
• Be ready to add a personal insight from the discussion to the chat box in
the main room when we return
45. Impact of Change on Workload/ Capacity
Workload
Time
Baseline
Zone of
change
Post implementation
of change
Unchanged
More workload/
less capacity
Less workload/
more capacity
Source: Hayes & Goldman, 2018
46. Cumulative Impact of Change
Time
Workload
Unsustainable
Acceptable
Ideal
Source: Hayes & Goldman, 2018
47. Impact of Change on Perceived Value
› People are not passive recipients of change; they evaluate, seek meaning and
develop feeling towards change
› Perceived Value
the willingness/ readiness of individuals to adopt change when they believe the
outcome will be of value to them (or things of importance to them.)
› Emotional = That will save lives!
› Practical = I can see myself doing that new practice
› Logical = That new process makes sense
Source: Hayes & Goldman, 2018
48. Hypothesis
› Initiatives that do not
add additional
workload and have
high perceived value
are more likely to be
adopted, cause less
workplace burden
and, achieve the
intended outcomes
More
adoptable
Less adoptable
Perceived
value
Workload
Same
Reduced Increased
Design
For
Here!
Source: Hayes & Goldman, 2018
49. Highly Adoptable
Improvement
Intervention
Design
Burnout, change
fatigue, cynicism,
error, workarounds
Implementation
Strategy
Sustainably adopt
improvement
intervention
-
+
WORKLOAD
VALUE
CAPACITY
Intended
outcomes
NOT
achieved
Intended
outcomes
achieved
* The person icon represents the collective recipients
of the change; those individuals required to carry out
the tasks associated with the intervention
How we are asking
people to do it
What we are asking
people to do
Source: Hayes & Goldman, 2018
50. Highly Adoptable Improvement
Selected Factors Associated Questions
End-user participation Are end-user staff/ physicians involved in the change?
Alignment and planning Does the change initiative align with the organization’s and/or team’s
goals and has the rollout been planned effectively?
Resource availability Are the required resources (training, equipment, time, personnel) for the
implementation of the change initiative known and will they be made
available?
Workload How much workload (cognitive, physical, time) is associated with the
intervention?
Complexity How complex is the change intervention?
Efficacy What degree of evidence and belief is there that this intervention will
lead to the intended outcome? Source: Hayes & Goldman, 2018
51. Rest and recovery for our team: NHS Horizons
The Horizons team is a small, specialist team within the English National Health Service.
Horizons supports leaders of change, teams, organisations and systems to think differently about
large-scale change, improve collaboration, and accelerate change
53. Survey tool: Short Warwick-Edinburgh Mental Wellbeing Scale:
https://www.corc.uk.net/outcome-experience-measures/short-warwick-edinburgh-mental-wellbeing-scale-swemws/
Our team wellbeing scores 2020
Team starts
virtual working
0
10
20
30
40
50
60
70
80
90
100
none of the time rarely some of the time often all of the time % average score
Initiated an improvement
sprint on “managing work-
home boundaries”
%
responses
54. Our team wellbeing scores 2021
0
10
20
30
40
50
60
70
80
90
100
1/7/2021
1/14/2021
1/21/2021
1/28/2021
2/4/2021
2/12/2021
2/19/2021
2/25/2021
3/4/2021
3/11/2021
3/18/2021
3/25/2021
3/31/2021
4/8/2021
4/15/2021
4/22/2021
4/29/2021
5/6/2021
5/13/2021
5/20/2021
5/27/2021
6/3/2021
6/10/2021
6/17/2021
6/25/2021
7/1/2021
7/8/2021
7/19/2021
7/26/2021
8/2/2021
8/5/2021
8/12/2021
8/19/2021
8/26/2021
9/2/2021
9/9/2021
9/16/2021
9/23/2021
9/30/2021
10/7/2021
10/14/2021
10/21/2021
10/28/2021
11/4/2021
11/11/2021
11/18/2021
11/24/2021
none of the time rarely some of the time often all of the time % average score
Following a consistent decline in our wellbeing scores, we
initiated a sprint on “improving our meetings by being
clearer on the purpose of meetings and our individual roles
in meetings”
“It's heartening to
have honest and
realistic conversations
about wellbeing,
capacity etc. These
conversations are very
much valued and have
contributed to a
renewed sense of
optimism.”
Comment on the
wellbeing survey -
July 2021
This week, we had a team discussion about this
dip in our wellbeing results
We then co-designed “5 top tips” for managing work-
home boundaries and “5 top tips for reducing anxiety
and increasing relaxation”
A 30-day sprint
on building
team
relationships in
March 2021
included a
“coffee roulette”
55. We take action through 30, 60 and 90 day wellbeing
improvement sprints
Examples:
• Improve our meetings by being clearer on the purpose of meetings and our individual
roles in meetings (30 days) September 2021
• Building team relationships (30 days) March 2021
• Photo challenge (30 days) January 2021
• Testing asynchronous working methods (60 days) October 2020
• Managing work-home boundaries (30 days) August 2020
• Random acts of kindness (1 week) February 2020
• Focus on soft deadlines (30 days) April 2019
• Reducing multi-tasking and finding focus (30 days) June 2018
• Building resilience (60 days) October 2018
• Reflection and appreciation (90 days) March 2018
• Team communication (90 days) January 2018
• Kindness advent calendar (30 days) December 2017
• Personal well being (60 days) August 2017
• Being a generous partner in the office (60 days) June 2017
56. We encourage everyone in
the team to use the national
wellbeing offers
1. Focus on individual wellbeing
We aren’t all feeling the
same but there are things
we can all do, eg, create a
routine, take a proper lunch
break
Graphic by Andi Roberts
57. 2. Resilience is a team sport: create wellbeing through
virtual meetings
The Horizons team huddle
• Always check in and check
out
• Give everyone a voice
• Agenda item no.1: team
wellbeing
• Keep your camera on unless
you’re having Wifi issues
• Focus on purpose and
meaning (Facebook:
Career/Cause/Community)
58. 3. Use this as a time to learn and grow together
“Horizons hangout”
Sessions at least twice a week
for the team to watch recorded
webinars together and/or try
out new systems
The Know More Club
Every Monday to explore a new
area of knowledge, journal club,
mentoring conversation.
Everyone takes something away
60. Breakout 4
We will move back to our breakout groups for a final time
• Your discussion questions:
Based on this session, what actions are you going to take:
At a personal level (for your own rest and recovery)?
At a team or system level?
• You will return to the main room after 15 minutes
• Be ready to add one of the actions you are going to take as a result of
this session into the chat box in the main room when we return
61. “Whether we march with banners or
without - the important thing is
that we march together. All of us.
That’s what this thing has been
about from the beginning. And that
is absolutely how it is going to end.
Together. Us. United”
(Joe in Pride by Stephen Beresford)
What next?
61
62. Useful free resources
Follow @LizandMollie
• Supporting our NHS people – resources for
wellbeing: https://people.nhs.uk/
• ATTIC: Activities for Transforming Teams
& Igniting Change, The BC Patient Quality
and Safety Council:
https://bcpsqc.ca/resources/attic/
• The SessionLab library of facilitation techniques
https://www.sessionlab.com/library
• Remote work survival kit, Chris Weston and a cast
of thousands:
https://docs.google.com/document/d/1wCeKcivSEseEnrsnDrhnFM
QBPpdKGLdOmZmZ4miLpoM/edit#heading=h.2y39piqqv7gb
• Online meeting resources toolkit for facilitators
during the coronavirus pandemic, Facilitators for
pandemic response group:
https://docs.google.com/document/d/1NyrEU7n6IUl5rgGiflx_dK8C