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.
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.
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.
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/
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.
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.
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.
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.
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.
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/
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.
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.
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.
A one day school for health and care radicals: Minicourse M4 at International...NHS Improving Quality
These are the slides presented by Helen Bevan, Jackie Lynton and Boel Andersson Gäre for the minicourse M4 "A one day school for health and care radicals" at the International Forum on Quality and Safety in Healthcare, 21st April 2015.
Globally, more than 5,000 people have signed up for the School for Health and Care Radicals, either virtually or as a face to face learning experience. Based on connectivist learning principles, it enables change activists in health and care from across the globe to connect with each other and build the skills and confidence to rock the boat and stay it it. For further details of the school see http://www.theedge.nhsiq.nhs.uk/school/
Follow us on Twitter
@HelenBevan
@JackieLynton
@BoelGare
@School4Radicals
#SHCR
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.
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 new era of thinking and practice in change and transformationNHS Improving Quality
The slides from the presentation that Helen Bevan made at the Australian Health Informatics Conference 3rd August 2015. The topic is "The new era of thinking and practice in change and transformation: why system reform really does need to be everyone’s business".
@HelenBevan
#HIC15
The document discusses principles for scaling up and spreading innovations in healthcare. Some key points:
1. Spreading innovations is a complex, iterative process that requires understanding perspectives from both a system-wide "balcony view" and an individual patient "dancefloor view".
2. Successful spread relies on developing innovations through co-production with end users and understanding how changes affect individuals' work.
3. Networks and relationships are more important to spread than any other factor. Creating communities and connections between adopters helps maintain momentum.
4. Leadership must shift from an inward to outward mindset to energize individuals and generate pull for innovations through their value to solving local priorities.
“Where social movements meets co-design”NHS Horizons
This document summarizes key points about how social movements can meet co-design. It discusses how co-design is a participatory process that engages those affected by a problem in mapping, analyzing, and solving the problem. Social movements build agency and power through collective action around a common cause. The most successful activists at creating change are "organizers" who build power by growing distributed leadership networks and mobilizing people into action. Bringing social movement principles into public services through co-design can help disrupt systems and inspire humanity to achieve bigger outcomes.
Leading change: Goran Henriks and Helen Bevan workshopHelen Bevan
The document discusses resistance to change from different perspectives. It explores viewing resistance through an "old power" lens, where change is planned and resistance is overcome, versus a "new power" lens, where resistance is inevitable and should be embraced. The roles of change agents are discussed from both perspectives, with the new power view emphasizing creating conditions for transformational conversations and reflecting together. Various quotes on topics like planned change, resistance indicators, and rejection are also presented.
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
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
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
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.
A one day school for health and care radicals: Minicourse M4 at International...NHS Improving Quality
These are the slides presented by Helen Bevan, Jackie Lynton and Boel Andersson Gäre for the minicourse M4 "A one day school for health and care radicals" at the International Forum on Quality and Safety in Healthcare, 21st April 2015.
Globally, more than 5,000 people have signed up for the School for Health and Care Radicals, either virtually or as a face to face learning experience. Based on connectivist learning principles, it enables change activists in health and care from across the globe to connect with each other and build the skills and confidence to rock the boat and stay it it. For further details of the school see http://www.theedge.nhsiq.nhs.uk/school/
Follow us on Twitter
@HelenBevan
@JackieLynton
@BoelGare
@School4Radicals
#SHCR
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.
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 new era of thinking and practice in change and transformationNHS Improving Quality
The slides from the presentation that Helen Bevan made at the Australian Health Informatics Conference 3rd August 2015. The topic is "The new era of thinking and practice in change and transformation: why system reform really does need to be everyone’s business".
@HelenBevan
#HIC15
The document discusses principles for scaling up and spreading innovations in healthcare. Some key points:
1. Spreading innovations is a complex, iterative process that requires understanding perspectives from both a system-wide "balcony view" and an individual patient "dancefloor view".
2. Successful spread relies on developing innovations through co-production with end users and understanding how changes affect individuals' work.
3. Networks and relationships are more important to spread than any other factor. Creating communities and connections between adopters helps maintain momentum.
4. Leadership must shift from an inward to outward mindset to energize individuals and generate pull for innovations through their value to solving local priorities.
“Where social movements meets co-design”NHS Horizons
This document summarizes key points about how social movements can meet co-design. It discusses how co-design is a participatory process that engages those affected by a problem in mapping, analyzing, and solving the problem. Social movements build agency and power through collective action around a common cause. The most successful activists at creating change are "organizers" who build power by growing distributed leadership networks and mobilizing people into action. Bringing social movement principles into public services through co-design can help disrupt systems and inspire humanity to achieve bigger outcomes.
Leading change: Goran Henriks and Helen Bevan workshopHelen Bevan
The document discusses resistance to change from different perspectives. It explores viewing resistance through an "old power" lens, where change is planned and resistance is overcome, versus a "new power" lens, where resistance is inevitable and should be embraced. The roles of change agents are discussed from both perspectives, with the new power view emphasizing creating conditions for transformational conversations and reflecting together. Various quotes on topics like planned change, resistance indicators, and rejection are also presented.
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
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
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
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.
This is the presentation on “health and care radicals for large scale improvement” that Helen Bevan made at the University of Jönköping on 17th January 2014. The occasion was a mini-symposium on improvement science to celebrate Jönköping Academy’s first 5 years.
Helen Bevan is Chief of Service Transformation, working in the Horizons Group at NHS Improving Quality, the national improvement body that supports the NHS in England. Follow her on Twitter @HelenBevan
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.
Workshop to inspire, motivate and connect future leadersHorizons NHS
The document discusses strategies for handling rejection as a change agent seeking to disrupt the status quo. It notes that most sales are not made on the first contact, and successful salespeople see rejection as a necessary part of the process rather than a personal failure. It recommends reframing rejection as a learning opportunity and a chance to improve one's approach, and setting personal targets to obtain a certain number of rejections to prove one's resilience. Overall, the message is that radicals and reformers should not take rejection personally but see it as an expected part of challenging established views.
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.
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.
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.
Helen Bevan's presentation to the Surgical Quality Action Network NHS Improving Quality
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"
This document contains a series of tweets by Helen Bevan about how to be an organizational radical and drive transformational change. Some of the key points discussed include: starting change on the fringe with activists, moving from a dominant hierarchical change approach to an emerging networked one, the importance of "seeing" and "being" as a change agent through developing self-efficacy, framing change in a compelling way through storytelling to motivate action, and handling rejection by reframing failures as learning opportunities. The tweets advocate for change agents to connect on an emotional level and build movements through collaboration.
Presentation from IHI National Forum on Quality and Safety
Minicourse M10 How to Be a Great Change Agent
It’s tough being a change agent, particularly when other people don’t want to change. Yet big change happens in health care organizations only because of heretics: passionate people who are willing to take responsibility for change. Such individuals support organizational goals, but also want to change existing thinking and practice and improve care for patients. This session provides a toolkit for surviving and thriving as a change agent.
After this session, participants will be able to:
Identify and practice tactics for being an effective change agent
Build a toolkit of powerful approaches to enable change
Connect with and learn from other change agents
Monday 9th December Crystal Ballroom, Salon D8.30am to 4.00pm
Helen Bevan @HelenBevan
Robert Varnam @RobertVarnam
Andrew Hasler @AndrewHasler
#IHI25Forum #ChangeAgents
Leading large scale change: a practical guideHelen Bevan
The document discusses leading large-scale change in healthcare systems. It notes that the Horizons team within the English National Health Service acts as change agents, learning best practices from around the world and applying them to drive change. It also discusses how change is increasingly happening more rapidly through shorter project timelines and greater collaboration. The document advocates for building agency and empowering networks of people to drive transformational change from the ground up rather than only through top-down management structures. It suggests aligning both formal leadership and informal social networks to spread new ideas and make large-scale change happen successfully.
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.
Helen Bevan spent 20th May with leaders of the Central Manchester health community, helping them with their ambitious strategies to transform local services.
Her role was to challenge these leaders in their approach to large scale change and to help with “thinking differently for different results”. They are aware of the mantra that “70% of large scale change efforts fail” and want to make sure they are in the other 30%. I talked to them about “the three paradoxes in large scale change” (transactional v relational; transitional v transformational; diagnostic v dialogic approaches to change). They are using these frameworks to assure their emerging implementation approach.
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.
Chandrima Spa Ajman is one of the leading Massage Center in Ajman, which is open 24 hours exclusively for men. Being one of the most affordable Spa in Ajman, we offer Body to Body massage, Kerala Massage, Malayali Massage, Indian Massage, Pakistani Massage Russian massage, Thai massage, Swedish massage, Hot Stone Massage, Deep Tissue Massage, and many more. Indulge in the ultimate massage experience and book your appointment today. We are confident that you will leave our Massage spa feeling refreshed, rejuvenated, and ready to take on the world.
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Michigan HealthTech Market Map 2024. Includes 7 categories: Policy Makers, Academic Innovation Centers, Digital Health Providers, Healthcare Providers, Payers / Insurance, Device Companies, Life Science Companies, Innovation Accelerators. Developed by the Michigan-Israel Business Accelerator
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.
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.
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'
Let's Talk About It: Breast Cancer (What is Mindset and Does it Really Matter?)bkling
Your mindset is the way you make sense of the world around you. This lens influences the way you think, the way you feel, and how you might behave in certain situations. Let's talk about mindset myths that can get us into trouble and ways to cultivate a mindset to support your cancer survivorship in authentic ways. Let’s Talk About It!
We are one of the top Massage Spa Ajman Our highly skilled, experienced, and certified massage therapists from different corners of the world are committed to serving you with a soothing and relaxing experience. Luxuriate yourself at our spas in Sharjah and Ajman, which are indeed enriched with an ambiance of relaxation and tranquility. We could confidently claim that we are one of the most affordable Spa Ajman and Sharjah as well, where you can book the massage session of your choice for just 99 AED at any time as we are open 24 hours a day, 7 days a week.
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Call : 052 987 1315
This particular slides consist of- what is Pneumothorax,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is a summary of Pneumothorax:
Pneumothorax, also known as a collapsed lung, is a condition that occurs when air leaks into the space between the lung and chest wall. This air buildup puts pressure on the lung, preventing it from expanding fully when you breathe. A pneumothorax can cause a complete or partial collapse of the lung.
At Apollo Hospital, Lucknow, U.P., we provide specialized care for children experiencing dehydration and other symptoms. We also offer NICU & PICU Ambulance Facility Services. Consult our expert today for the best pediatric emergency care.
For More Details:
Map: https://cutt.ly/BwCeflYo
Name: Apollo Hospital
Address: Singar Nagar, LDA Colony, Lucknow, Uttar Pradesh 226012
Phone: 08429021957
Opening Hours: 24X7
Pediatric Emergency Care for Children | Apollo Hospital
Rewrite rules of change in healthcare
1. It’s time to rewrite the rules
of change in healthcare
Source of image: www.ohiolibertycoalition.org
Based on the talk that
Helen Bevan
gave at
Yale New Haven Hospital
Grand Rounds
10th
June 2014
@HelenBevan
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
4. Our new White Paper
• Examines leading trends in
change and transformation
globally
• How to make change happen at
a faster rate and be more
disruptive
• Join the new breed of healthcare
leaders across the world,
rewriting the rules of change and
leading change from the future
for different results
Release date: 4th
July 2014
www.nhsiq.nhs.uk/whitepaper
8. @HelenBevan
Facebook didn’t exist,
Twitter was still a sound,
the cloud was still in the sky,
4G was a parking place,
LinkedIn was a prison,
applications were what you sent to college,
Skype was a typo Thomas Friedman,
World Economic Forum,
Quoted by http://ayeletbaron.com
9. @HelenBevan
….creates additional challenges
Source of quote: Harold Jarche
Source of image: http://gotcll.com/about-2/
Getting
information off the
internet is like taking
a drink from a fire
hydrant
Mitchell Kapor
13. @HelenBevan
Whilst back in the world of health and care...
Many of the ways we go
about improving health
and care were designed
in a different mindset
for a different set of
circumstances
We are operating with
20th
century change
practice in a 21st
century
world Source of image:
Bain top ten management
tools
http://www.bain.com/management_tools/BainTop
17. @HelenBevan
“A cynic, after all,
is a passionate
person who does
not want to be
disappointed
again.”
Zander R and Zander B (2000) The art of
possibility. Harvard Business School Press. As
quoted by Steve Onyett
18. @HelenBevan
John Kotter, the most influential thought leader
globally, recognises new approaches are needed
FROM
19. @HelenBevan
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
20. @HelenBevan
From “have to” to “want to”
Source of image s:www.slideshare.net/mexicanwave/champions-trolls-10-years-
of-the-cipd-online-community
21. @HelenBevan
Unleashing the spirit of the volunteer
You may be able to ‘buy’ a person’s back
with a paycheck, position, power or fear but a
human being’s genius, loyalty and tenacious
creativity are volunteered only.
The world’s greatest problems will be solved
by passionate, unleashed ‘volunteers’
Stephen Covey, Turn the ship around, via @MarkGraban
Source of image: www.volunteerweekly.org
‘‘
’’
22. @HelenBevan
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
23. @HelenBevan
5 ways to lead from the edge - and thrive
1. Embrace disruption
2. Curate knowledge
3. Build bridges to
connect the
disconnected
4. Roll with resistance
5. It starts with me
24. @HelenBevan
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
28. @HelenBevan
The 90/30 conundrum
of senior leaders say
that to create more
innovation, they need to
activate the radicals/
disruptive innovators in
their organisations or
systems
of senior leaders are
very satisfied that
radicals/innovators
can provide this value
in their organisations
or systems
Source: rebelsatwork.com
29. @HelenBevan
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
30. @HelenBevan
Source : Lois Kelly www.rebelsatwork.com
There’s a big difference between a rebel
and a troublemaker
Rebel
31. @HelenBevan
Reflection
• What are your insights around “rebels” and
“troublemakers”?
• What moves people from being “rebel” to
“troublemaker”?
• How do we protect against this?
32. @HelenBevan
Probably the largest simultaneous improvement initiative in the history of healthcare
A disruptive case study
@HelenBevan #Quality2014 #f1
33. @HelenBevan
NHS Change Day
Aim:
to create a mass movement of grass roots NHS staff and
people who work with and use the NHS to pledge a
simple act that can contribute to better patient care
34. @HelenBevan
NHS Change Day 2014
More than 700,000 pledges to take action
• 81 separate Campaigns
• 86 million twitter
impressions
• 35,400 video views
• 95,000 daily reach on
Facebook
• More than 98% of the
activity through volunteers
35. @HelenBevan
It started with a tweet in June 2012!
Young clinical leaders
and improvement
leaders decided to start
a social movement to
improve care
Damian Roland
Stuart Sutton
Helen Bevan
@HelenBevan #Quality2014 #f1
36. @HelenBevan
Probably the only
winner of a global
challenge to develop
leaders in the
corporate world that
names Saul Alinsky
and Marshall Ganz as
major influencers
@HelenBevan #Quality2014 #f1
38. @HelenBevan
Evaluating NHS Change Day
• We’re evaluating intention
(pledging), initiation
(doing) and outcomes
(delivering)
• We’re having a celebration
day on 4th
July
• We’re developing and
testing new methods to
show impact
• We want to build new
theory of large scale
change
39. @HelenBevan
Change Day is spreading…….
Australia
Sweden
N Ireland
Denmark
Canada
Netherlands
Saudi Arabia
USA
Finland…….and many more
@HelenBevan #Quality2014 #f1
40. @HelenBevan
Peter Fuda’s Transformational Change Agent
framework
Skills and methods for creating
change
Ability to make sense of, and reshape
perceptions of ‘reality’
Personal characteristics and
qualities
41. @HelenBevan
Peter Fuda’s Transformational Change Agent
framework: my perspective
“Doing”
•Where most change agents
in health and care put most
of their effort and emphasis
•What others typically judge
us on
•What we often perceive we
need to do to add value
•What most change and
improvement courses focus
on
42. @HelenBevan
Peter Fuda’s Transformational Change Agent
framework: my perspective
“Seeing ” and
“Being”
•We can only do effective
“doing” if we build on strong
foundations of “seeing and
being”
•Change begins with me
•Hopeful futures, creative
opportunities and potential
•Multiple lenses for change
•See myself in the context of
my higher purpose
44. @HelenBevan
• A virtual school
• Anyone can join
• All the resources are
completely open
• Five weeks of virtual
lectures, study guides,
materials, tweetchats
• Demonstrate learning to
earn a virtual badge
The School for Health and Care
Radicals
45. @HelenBevan
The School for Health and Care Radicals
More than 1,600 enrollees from 40 countries
90 volunteer mentors
Average weekly twitter reach 2.6 million
Over 25,000 shares of the slides on SlideShare
More than 10,000 shares of the study guides
More than 10,000 tweets using #SCHRchat
Storify has been viewed 2,000 times
150 people have completed full certification
so far
48. @HelenBevan
We learnt...
1. The core audience is different to that
which we anticipated
2. The most important need is for
connection and community
3. How to build the relationship between
tacit and explicit knowledge
4. There is a massive untapped reservoir
of energy and talent out there and the
potential is outstanding
www.changeday.nhs.uk/healthcareradicals
49. @HelenBevan
Leading change
from the edges
Go out to your edges.
Explore the possibilities.
Because you will find more opportunity
in the edges, where you will be able to
imagine, invent and thrive
Ayelet Baron
50. @HelenBevan
• Identify your own opportunities to move to
the edge
• Think about the mindset, skills and
relationships you need for the future
• Consider how you are going to enable change
at a faster rate than the outside world
51. @HelenBevan
References
Baron A (2014) Preparing for a changing world: the power of relationships
Bate P, Robert G, Bevan H.
The next phase of healthcare improvement: what can we learn from social mov
Quality and Safety in Health Care. 2004 Feb;13(1):62-6.
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
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
Hamel G (2014)Why bureaucracy must die
Jarche, H (2013) Rebels on the edges
Jarche H (2014) Moving to the edges
52. @HelenBevan
References
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
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