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
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
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
The slide deck presented by Helen Bevan at the Nurses in Management and Leadership Forum and RCN Executive Nurse Network at the RCN Congress on 15th May
"Signed, Sealed Delivered": leading improvement in a new eraHelen Bevan
The slides from the workshop that Helen Bevan and Goran Henriks presented at the Clinical Microsystems Festival, Jonkoping, Sweden on 2nd March 2016. References and resources have been added at the end
if "Action on Accident & Emergency" was a social movemtHelen Bevan
Slides from the talk that Helen Bevan gave at the launch of the "Action on A&E" programme on 31st March 2017. The focus is on applying social movement principles to improving urgent and emergency care
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
The slide deck presented by Helen Bevan at the Nurses in Management and Leadership Forum and RCN Executive Nurse Network at the RCN Congress on 15th May
"Signed, Sealed Delivered": leading improvement in a new eraHelen Bevan
The slides from the workshop that Helen Bevan and Goran Henriks presented at the Clinical Microsystems Festival, Jonkoping, Sweden on 2nd March 2016. References and resources have been added at the end
if "Action on Accident & Emergency" was a social movemtHelen Bevan
Slides from the talk that Helen Bevan gave at the launch of the "Action on A&E" programme on 31st March 2017. The focus is on applying social movement principles to improving urgent and emergency care
Change and Innovation: it's time to rewrite the rulesHorizons NHS
The presentation that Helen Bevan made to the London Learning and Organisation Development Network meeting, 6th September 2016
Follow Helen Bevan on Twitter @HelenBevan
Lessons from large scale change:research and practice. This presentation was delivered by Helen Bevan on 18 July for Academic Health Science Networks (AHSN) at a Kick Start event.
Helen Bevan, Delivery team, NHS Improving Quality
@helenbevan
@NHSIQ
The Importance of Organisational Values Webinar SlidesValuesCentre
"Everything I Have Learned About Values" is now available for purchase! The book summarizes Richard Barrett's 30-year journey to understand how values shape our decision-making. In celebration of its release, we created a three-part webinar series to explore the importance of values.
To watch a recording of this webinar, please use this link:
https://youtu.be/1GXsNm249S4
This webinar focuses on the role values play in organisational culture. Richard will share insights on:
-How do you build a high performing values-driven organization?
-Why is it important to measure your culture?
-What role do leaders play in managing culture?
For more information please visit our website:
https://valuescentre.com
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
Leading change with big ambition
Presentation by Dr Helen Bevan, NHS Improving Quality Delivery Team
National clinical leadership fellowship programme
Module 5
National event: Yarnfield 21 to 24 May 2013
These are the slides for the one day School for Health and Care Radicals that Helen Bevan ran in Vancouver on 18th February as part of the British Columbia Quality Forum, organised by the BC Patient Safety and Quality Council
Module 1: Being a health and care radical - change starts with meNHS Improving Quality
These are the slides for module one 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.
Starting on 31 January, there will be 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: Being a health and care radical: change starts with me
• Friday 7 February: Forming communities: building alliances for change
• Friday 14 February: Rolling with resistance
• Friday 21 February: Making change happen
• Friday 28 February: 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:
• 5 February
• 12 February
• 19 February
• 26 February
• 5 March
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. There will be additional learning materials and opportunities in addition to the web seminars but there is no set syllabus for learners to work through - you can join for as much or as little as you want.
More information: http://changeday.nhs.uk/healthcareradicals
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 and/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 ad/or challenge you as they have me. Helen Bevan
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
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.
CHAPTER 1 SEMESTER V PREVENTIVE-PEDIATRICS.pdfSachin Sharma
This content provides an overview of preventive pediatrics. It defines preventive pediatrics as preventing disease and promoting children's physical, mental, and social well-being to achieve positive health. It discusses antenatal, postnatal, and social preventive pediatrics. It also covers various child health programs like immunization, breastfeeding, ICDS, and the roles of organizations like WHO, UNICEF, and nurses in preventive pediatrics.
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
The global radiation oncology market size reached US$ 8.1 Billion in 2023. Looking forward, IMARC Group expects the market to reach US$ 14.5 Billion by 2032, exhibiting a growth rate (CAGR) of 6.5% during 2024-2032.
More Info:- https://www.imarcgroup.com/radiation-oncology-market
Empowering ACOs: Leveraging Quality Management Tools for MIPS and BeyondHealth Catalyst
Join us as we delve into the crucial realm of quality reporting for MSSP (Medicare Shared Savings Program) Accountable Care Organizations (ACOs).
In this session, we will explore how a robust quality management solution can empower your organization to meet regulatory requirements and improve processes for MIPS reporting and internal quality programs. Learn how our MeasureAble application enables compliance and fosters continuous improvement.
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
KEY Points of Leicester travel clinic In London doc.docxNX Healthcare
In order to protect visitors' safety and wellbeing, Travel Clinic Leicester offers a wide range of travel-related health treatments, including individualized counseling and vaccines. Our team of medical experts specializes in getting people ready for international travel, with a particular emphasis on vaccines and health consultations to prevent travel-related illnesses. We provide a range of travel-related services, such as health concerns unique to a trip, prevention of malaria, and travel-related medical supplies. Our clinic is dedicated to providing top-notch care, keeping abreast of the most recent recommendations for vaccinations and travel health precautions. The goal of Travel Clinic Leicester is to keep you safe and well-rested no matter what kind of travel you choose—business, pleasure, or adventure.
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.
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.
9. What we are working on now
• Action on responding to people who fall
• Action on responding to people in mental health crisis
and emotional distress
• Action on staff wellbeing
• A directory of good ideas
• Virtual collaboration
@helenbevan #YASLeadership
10. Do NHS staff feel they can contribute to improvement?
72 70 71 72
47 47 45
49
0
10
20
30
40
50
60
70
80
2015 2016 2017 2018
Source NHS Staff Survey 2015 to 2018
Question KF7 - Staff feel they can contribute to improvement
Average of all NHS staff
@helenbevan #YASLeadership
11. Do ambulance staff feel they can contribute to
improvement?
72 70 71 72
47 47 45
49
0
10
20
30
40
50
60
70
80
2015 2016 2017 2018
Source NHS Staff Survey 2015 to 2018
Question KF7 - Staff feel they can contribute to improvement
Mean score: all NHS staff
Mean score: all
ambulance staff
12. Source NHS Staff Survey 2015 to 2018
72 70 71 72
47 47 45 49
41 44 42
48
0
10
20
30
40
50
60
70
80
2015 2016 2017 2018
Do Yorkshire Ambulance staff feel they can
contribute to improvement?
Question KF7 - Staff feel they can contribute to improvement
Mean score: all
NHS staff
Mean score: all
ambulance staff
Mean score: all
Yorkshire Ambulance
Service staff
13. Being able to make a difference is
all about power
Power is the
ability to produce
intended effects
Bertrand Russell
@helenbevan #YASLeadership
14. Jeremy Heimens, Henry Timms New Power: How it’s changing the 21st Century and why you need to know (2018)
new power
Current
Made by many
Pulled in
Shared
Open
Relationship
old power
Currency
Held by a few
Pushed down
Commanded
Closed
Transaction
15. Two kinds of people at work
• Feel disconnected from purpose
• Controlled & coordinated through
performance management and
standardised procedures
• Hold back
• Resist change
• Work to a role specification
Adapted from The Emotional Economy
http://emotionaleconomy.com.au/papers-articles/why-the-winners-in-
business-are-taking-the-time-to-build-a-positive-kind-social-culture/
The Compliant
16. Two kinds of people at work
• Feel connected to a higher
purpose
• Direction set through shared goals
& values (“magnetic north”)
• Collaborate
• Embrace change
• Work to who they are
The Contributor
• Feel disconnected from purpose
• Controlled & coordinated through
performance management and
standardised procedures
• Hold back
• Resist change
• Work to a role specification
Adapted from The Emotional Economy
http://emotionaleconomy.com.au/papers-articles/why-the-winners-in-
business-are-taking-the-time-to-build-a-positive-kind-social-culture/
The Compliant
17. Two kinds of people at work
• Feel connected to a higher
purpose
• Direction set through shared goals
& values (“magnetic north”)
• Collaborate
• Embrace change
• Work to who they are
The Contributor
• Feel disconnected from purpose
• Controlled & coordinated through
performance management and
standardised procedures
• Hold back
• Resist change
• Work to a role specification
Adapted from The Emotional Economy
http://emotionaleconomy.com.au/papers-articles/why-the-winners-in-
business-are-taking-the-time-to-build-a-positive-kind-social-culture/
The Compliant
Gallup global research:
• Only 17% of the workforce are
engaged (Contributors)
• Contributors create six times
the value to an organisation
compared to the compliant
18. The factor that makes the biggest
difference: leadership
@helenbevan #YASLeadership
19. What do we know? Studies show:
Sources: The Hidden Potential of Frontline Leaders in the Public Sector
Middle Managers Deserve More Respect
• Frontline leaders and middle managers are often the
key to delivering improvement and performance goals
• They lay the foundations for the truly productive
workplace.
• They directly supervise as much as 90% of the overall
workforce
• Whilst they have an outsize influence on improvement
and performance, only 20% to 30% of a typical
organisation’s leadership development budget targets
them
• Most management training is not designed to prepare
leaders for the daily challenges they will face on the
job.
20. “We wear too many caps”: role conflict
among ambulance service managers
Joshua Miller, WMAS
21. If your managers aren’t engaged, your
employees won’t be either
You can’t change a culture without great managers who themselves are
having an exceptional employee experience. This means they need to have
challenging experiences where they, themselves, are engaged and
developing through their strengths. They need to be coached, as they
progressively become more effective coaches themselves.
James Harter
Improvement!
@helenbevan #YASLeadership
22. Tomorrow’s management
systems will need to value
diversity, dissent and
divergence as highly as
conformance, consensus
and cohesion.”
Gary Hamel
@helenbevan #YASLeadership
23. Change AGENCY definition:
The power, individually and collectively, to make a
positive difference. It is about pushing the boundaries
of what is possible, mobilising others and making
change happen more quickly
Change AGENT definition:
Someone who is actively developing the skills,
confidence, power, relationships and courage to make
a positive difference
24.
25. After years of intensive analysis,
Google discovered that the key to high performing teams that
deliver change is being nice
Project Aristotle: https://www.youtube.com/watch?v=UfGiCnhdU78&feature=youtu.be&list=PLHEw3ja-
xoaZybvz9f0b1_6bJyG7zZO6L
26. Systems awareness and systems design are
important for health professionals, but they are not
enough. They are enabling mechanisms only.
…..Ultimately, the secret of quality
is love.
……If you have love, you can
then work backward to monitor
and improve the system.
Aveda's Donabedian
@helenbevan #YASLeadership
28. Confronting people with
their freedom may be the
ultimate act of love
Peter Block
Source of quote: Celine Schillinger
@helenbevan #YASLeadership
29. Source NHS Staff Survey 2015 to 2018
72 70 71 72
47 47 45 49
41 44 42
48
0
10
20
30
40
50
60
70
80
2015 2016 2017 2018
What would it take for YAS to have the highest
“contribute to improvement” scores in the NHS?
Question KF7 - Staff feel they can contribute to improvement
Mean score: all
NHS staff
Mean score: all
ambulance staff
Mean score: all
Yorkshire Ambulance
Service staff