Tag Archives: Collective Leadership

Transformational Change in Health and Care: Learning From Case Studies (King’s Fund)

Posted on June 12, 2018 by Dementia and Elderly Care News

Summary A recent King’s Fund report explores diverse examples of successful transformational change, i.e. those which tend to focus on improving the lives of patients, to see if there are lessons for leadership style and organisational culture. Four case studies … Continue reading →

Posted in Acute Hospitals, Charitable Bodies, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, International, King's Fund, Local Interest, Management of Condition, Mental Health, National, NHS, Person-Centred Care, Quick Insights, UK, Universal Interest | Tagged Acute Care Services, Acute Hospital A&E and Liaison Mental Health Teams, Acute Hospital A&E and Liaison Mental Health Teams: Transforming Mental Health Crisis Care (NHS England), Acute Hospital Care, Acute Medical Care for Frail Older People, Acute Medical Care of Elderly People, Ageing Population, Birmingham (UK), Birmingham and Solihull Mental Health NHS Foundation Trust, Birmingham and Solihull NHS Mental Health Trust, Bromley by Bow Centre, Bromley by Bow Health Partnership, Bromley-by-Bow Healthy Living Centre in East London, Buurtzorg Model: Netherlands, Buurtzorg Nederland, Buurtzorg: Netherlands, Capability and Culture, Challenges of Urgent and Emergency Care, Change Bystanders, Change Leaders, Change Participants, Change Recipients, Change Sparks, Change Sponsors, Collaborative Leadership, Collaborative Working, Collective Leadership, Continuous Learning and Improvement, Continuous Learning Culture, Culture and Leadership, Culture Change, Culture Change in Health and Care, Culture Change in the NHS, Defining Ethos and Brand, Don Berwick: International Visiting Fellow at the King’s Fund, Dual Focus: Change and Stability, East London, Emergency and Urgent Care Services, Emergency Attendances, Emergency Care, Emergency Care Networks, Emergency Centres, High-Quality Home Care (Buurtzorg: Netherlands), Hospital Liaison Psychiatry Services, Information Technology, Innovative Technology, Involvement and Participation, Leadership and Culture, Leadership Style, Learning Culture, Learning-Based Approaches, Liaison Psychiatry, Liaison Psychiatry in the Hospital Setting, Liaison Psychiatry Services, Long Term Care in the Netherlands, Netherlands, New Care Models, Northumbria Healthcare NHS Foundation Trust, Northumbria Specialist Emergency Care Hospital, Over-Optimism (NHS Reform Versus Institutional Inertia), Overcoming Inertia, Potential of Technology, Power Dynamics: Old Power Versus New Power, Professor Don Berwick, Quality Improvement, Quality Improvement and Transformational Change, Rapid Access Ambulatory Care Clinics, Rapid Assessment Interface and Discharge (RAID), Reconfiguration of Emergency Care System, Reducing Complexity, Reducing Inappropriate Accident and Emergency Department Attendances, Reducing Unnecessary Admissions, Reducing Unscheduled Admissions, Storytelling Approaches (to Research), Systems Complexity, Team-Based Approaches, Theory X Versus Theory Y (Basic Motivational Models), Transformational Change in Health and Care, Transformational Leadership, Transforming Urgent and Emergency Care Services, Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Urgent and Emergency Care Pathways, Urgent and Emergency Care Services, Widening Participation, Work Complexity | Leave a comment

Compassionate Leadership and Innovation in Health Care (King’s Fund / Health Foundation / NHS Leadership Academy / Novartis)

Posted on May 9, 2017 by Dementia and Elderly Care News

Summary Four aspects of organisational culture which might better promote innovative and high-quality care in the NHS are said to comprise: An inspiring vision and strategy. A culture of inclusion and participation. More open team and cross-boundary working. Greater support … Continue reading →

Staff Empowerment and Engagement in the NHS (King’s Fund)

Posted on July 20, 2014 by Dementia and Elderly Care News

Summary A recent King’s Fund report summarises case studies at four NHS trusts with high medical engagement. The aim is to assist organisations create a culture and framework in which doctors are encouraged and enabled to engage in the leadership … Continue reading →

Posted in Acute Hospitals, Charitable Bodies, Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), King's Fund, National, NHS, NHS Improvement, Practical Advice, Quick Insights, Standards, UK | Tagged Active Engagement, Barriers to Engagement, Barriers to Involvement, Berwick Review of Patient Safety, Center for Creative Leadership, Chris Ham: The King’s Fund, Clinical Engagement, Clinical Involvement in Policy Decisions, Clinical Leaders, Clinical Leadership, Clinical Policy Group (CPG), Collective Leadership, Collective Leadership for Health Care, Continuous Improvement, Continuous Learning, Continuous Learning Culture, Cross-Organisation Learning, Devolution (NHS Reform), Devolved Decision-Making, Doctors as Clinical Leaders, Education and Training, Employee Engagement, Empowerment, Engagement on Quality, Front Line Engagement, GE, Geisinger, Governance, Healthy Leadership Strategic Framework, IHI: Institute for Healthcare Improvement, Innovation and Improvement, Institute for Health Leadership: Department of Health in Western Australia, Institute for Healthcare Improvement, Institute for Healthcare Improvement (IHI), Institute of Clinical Leadership: University of Warwick Medical School, Inter Mountain, Jonkoping, Leadership Development, Learning From Mistakes, Learning From Others (Nationally and Internationally), Learning Organisations, Medical Engagement and Leadership, Medical Engagement: Checklist, Multi-Agency Senior Leadership Programme, Multi-Professional Clinical Leadership, New York Presbyterian, Northumbria Healthcare NHS Foundation Trust, Promise to Learn: Berwick Report, Quality Improvement, Quality Improvement Approaches, Reforming the NHS From Within: Beyond Hierarchy, Salford Royal NHS Foundation Trust, SDA Bocconi School of Management (Milan), Sharing Learning, Southern Health NHS Foundation Trust, Staff and Associate Specialist (SAS) Doctors Leadership Development Programme, Staff Empowerment, Staff Empowerment in the NHS, Staff Engagement, Staff Engagement in the NHS, Types of Clinical Leadership, University College London Hospitals (UCLH), University College London Hospitals NHS Foundation Trust, University of Warwick Medical School, Virgin Atlantic, Virginia Mason Institute, Windsor Leadership Trust | Leave a comment

Leadership, Leadership, Leadership: Two Models and an Analogy (King’s Fund / Center for Creative Leadership / Monitor / CQC / NHS TDA / NHS Networks)

Posted on June 9, 2014 by Dementia and Elderly Care News

Summary The King’s Fund recently released a paper on “Developing collective leadership for health care” with the Center for Creative Leadership. This discusses the role of leadership in developing “caring cultures”, and argues for collective leadership (as opposed to top-down … Continue reading →

Posted in Charitable Bodies, Commissioning, CQC: Care Quality Commission, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, King's Fund, National, NHS, Quick Insights, Standards, UK | Tagged Board Leadership, Capability and Culture, Care Pathways, Care Quality Commission (CQC), Care Quality Commission’s Inspection Regime, CCL: Center for Creative Leadership (US), Center for Creative Leadership, Collaborative Leadership, Collective Leadership, Collective Leadership for Health Care, Collective Leadership Strategy, Commissioner Requested Services (CRS), Compassionate Care, Continuity of Service, Effective Governance, Good Governance, Governance, Governance and Accountability, Governance Reviews, Health Care Leadership, Healthcare Leaders, Joy of Governance (Comedic Insight), Joy of Leadership (Comedic Insight), Leadership, Leadership and Culture, Leadership Concept, Leadership Development, Leadership for Compassionate Care, Leadership for Quality, Leadership in Health Care, Leadership in the NHS, Leavdership Development, Local Leadership, Location Specific Services, LSS: Location Specific Services, Monitor, Monitor and NHS Foundation Trust Engagement for Mergers and Acquisitions, Monitor's Risk Assessment Framework (RAF), Monitor’s Code of Governance and Compliance Framework, Monitor’s Enforcement Guidance, Monitor’s Quality Governance Framework, Multi-Agency Collaboration, Multidisciplinary Teams, National Advisory Group on the Safety of Patients in England, NHS Culture, NHS Foundation Trusts, NHS Governance and Accountability, NHS Leaders, NHS Leadership, NHS Managers, NHS Networks, NHS TDA: NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), Oversight of Governance Systems, Pioneer Teams Programme, Process and Structures, Quality Governance, Repercussions From the Francis Inquiry Report, Risk Assessment Framework (RAF), Salford Royal NHS Foundation Trust, Team-Focused Practice, Trust Leadership, Well-Led Framework for Governance Reviews | Leave a comment

Developing Integrated Out-of-Hospital Care (NHS Confederation)

Posted on January 1, 2013 by Dementia and Elderly Care News

Summary The “Making integrated out-of-hospital care a reality” report, from the NHS Confederation in collaboration with the RCGP, discusses the principles for integrated care, thinking in particular about the implementation of out-of-hospital care, with the emphasis on connecting primary, community … Continue reading →

Posted in Acute Hospitals, Commissioning, Community Care, For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, National, NHS, NHS Confederation, Patient Care Pathway, Quick Insights, Standards, UK, Universal Interest | Tagged Adult Social Care, Association of Directors of Adult Social Services (ADASS), Barriers to Integration, Care Integration, Collaborative Care, Collective Leadership, Community Empowerment, Empowerment, Engagement, Health and Social Care, Health and Social Care Integration, ICP: Integrated Care Pilots, Incentive Payments, Incentivising Integrated Care, Integrated Care Pilots (ICP), Integrated Commissioning, Integrated Discharge Process, Integrated Out-of-Hospital Care. RCGP, Integration, Joint Leadership, Multi-Agency Integration, Openness, Partnership and Collaboration, Preventative Care, Prevention, Principles of Integration, RCGP Centre for Commissioning, Royal College of General Practitioners, Self-Care, Service Integration, Social Care, Targeting Services, Transparency, Transparency and Accountability, Wellbeing | Leave a comment

Tag Archives: Collective Leadership

Leadership, Leadership, Leadership: Two Models and an Analogy (King’s Fund / Center for Creative Leadership / Monitor / CQC / NHS TDA / NHS Networks)

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