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Recent Posts
- The Diversionary Value of Music Playlists for Patients With Dementia in Accident and Emergency Settings (Nurses.co.uk / BBC News)
- More on the Possible Role of Neuroinflammation in Frontotemporal Dementia (Bazian / Brain)
- COVID-19 Infection: Coronavirus in the UK (DHSC / PHE / BBC News / SCIE / NHS England)
- Interventions to Improve Resilience in People Living With Dementia (Frontiers in Medicine)
- Developments in Smart Assistive Technology to Support People With Dementia (Frontiers in Pharmacology)
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Tag Archives: Cultural Leadership
More on Sustaining Quality Improvement (CQC)
Summary The Care Quality Commission (CQC) has published further findings about sustaining improvement, based on the positive examples from four case studies, including: Cambridge University Hospitals NHS Foundation Trust. East Lancashire Hospitals NHS Trust. North Staffordshire Combined Healthcare NHS Trust. … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, CQC: Care Quality Commission, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, National, NHS, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Accountability and Assurance, ACOMHS: Royal College of Psychiatrists Accreditation for Community Mental Health Services, Advancing Quality Improvement Alliance (AQuA)., Assurance, Cambridge University Hospitals NHS Foundation Trust, Cambridge University Hospitals NHS Foundation Trust (CUHFT), Care Quality Commission (CQC), Clinical Leaders, Clinical Leadership, Collaboration, Collaborative Care, Continuous Improvement, Continuous Learning Culture, Cultural Leadership, Culture of Raising Concerns, Driving Improvement: Case Studies From 10 GP Practices, Driving Improvement: Case Studies From Eight Independent Hospitals, Driving Improvement: Case Studies From NHS Trusts (CQC), Driving Improvement: Case Studies From Nine Adult Social Care Services, Driving Improvement: Case Studies From Seven Mental Health NHS Trusts, East Lancashire Hospitals NHS Trust, Governance, Healthier Lancashire and South Cumbria Integrated Care System (ICS), Improving Patient Safety, Inspection, Integrated Care Partnerships (ICPs), Integrated Care Systems (ICSs), Involvement and Participation, Joined-Up Care, Joint Working, Joint Working Between Health and Social Care, Leadership, Leadership Development, Leadership Vision, Learning Culture, Lincolnshire Partnership NHS Foundation Trust, Lincolnshire Partnership NHS Foundation Trust (LPFT), Mental Health Crisis Centre: Harplands Hospital, Moving Away From RAG Ratings, North Staffordshire Combined Healthcare NHS Trust, North Staffordshire Combined Healthcare NHS Trust: Quality Improvement in Mental Health Trusts Case Study, Organisational Culture, Patient Involvement, Patient Involvement in Quality Improvement, Patient Safety, Pennine Lancashire ICP, Professor Ted Baker: Chief Inspector of Hospitals at Care Quality Commission (CQC), Public and Patient Involvement, Quality and Experience, Quality Assurance, Quality Assurance and Accreditation Schemes, Quality Improvement, Quality Improvement in Hospital Trusts: Sharing Learning From Trusts on QI Journey, Raising Concerns, Recruitment and Retention, Responding to CQC Inspection Reports / Ratings, Review of CQC’s Impact on Quality and Improvement in Health and Social Care, Self-Evaluation, Staff Empowerment, Staff Engagement, Staff Engagement in the NHS, Staff Motivation, Statistical Process Control (SPC) Principles, Sustaining Improvement (CQC), System Working, Systems Leadership, Transparent Learning Culture, User Participation, Vertical Integration, Vertical Integration (of Primary and Secondary Care), Ward Accreditation
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Contemplating the “Who” and “Why” in Quality Improvement: the Psychology of Change Framework (IHI / DHSC / FMLM / SCIE)
Summary The latest Institute for Healthcare Improvement (IHI) white paper presents a framework for the psychology of change in health care quality improvement. The aim is to increase the chances of successful change / service transformation, by addressing five domains … Continue reading →
Posted in Department of Health and Social Care (DHSC), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), International, National, NHS, NHS Improvement, Quick Insights, SCIE, UK, Universal Interest
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Tagged Adapt in Action (Motivational Experience), Authentic Relationships, Autonomy for Staff Innovation, Cambridge University’s Judge Business School, Clinical Executive Fast Track Scheme, Clinical Quality Improvement, Clinicians Moving Into Senior Leadership: Barriers and Enablers, Co-Design, Co-Design: People-Driven Change, Co-Production, Co-Production in Commissioning, Co-production in Quality Improvement, Co-Production: Authentic Relationships, Collaboration, Collaboration for Coordinated Care, Collaboration: Working Across Boundaries, Collaborative Leadership, Continuous Learning Culture, Cultural Leadership, Culture of Empowerment and Support, Deborah Davis: Managing Director of NHS North West Leadership Academy, Deborah Davis: National System Leadership Lead at NHS Leadership Academy, Delegated Decision Making, Distributed Leadership Structure, Distribution of Power, Diversity in Leadership, Diversity of Thought (Idris Elba), Embracing Emergence, Faculty of Medical Leadership and Management (FMLM), Failing Forward, Failure, Future of Care Report: Number 9 (SCIE), Growth Mindset, Healthcare Quality Improvement, Healthcare Value Improvement, IHI Psychology of Change Framework, IHI White Paper: Psychology of Change Framework (2018), IHI: Institute for Healthcare Improvement, Innovative Leadership, Inspiring Communicating Delegating Empowering Empathetic Leadership, Institute for Healthcare Improvement (IHI), Integrated Care Systems (ICSs), Intrinsic Motivation, Leaders Comfortable With More Autonomy at All Levels, Leaders in Healthcare Conference (November 2018), Leadership and Culture, Leadership in Integrated Care Systems, Leadership Style, Learning Culture, Matt Hancock: Secretary of State for Health and Social Care, Motivational Enhancement, NHS Change Model: Shared Purpose, NHS Graduate Management Training Scheme, NHS Leadership Academy, NHS Leadership Academy Contacts, NHS Leadership Academy Contacts: East of England Leadership Academy, NHS Leadership Academy Contacts: West Midlands Leadership Academy, NHS Leadership Academy: Moving to NHS Improvement, NHS North West Leadership Academy (NHS NWLA), Open Culture, People-Driven Approaches to Change, Psychology of Change, Psychology of Change Framework for Advancing and Sustaining Improvement, QI: Quality Improvement, Quality Improvement, Quality Improvement Culture, Redesigning Care Pathways, Redesigning Services, Respect for Autonomy, Rt Hon Matt Hancock MP, Service Redesign, Shared Purpose, Skillsets for Technological Revolution and Speed of Change, Skillsets Suitable for Meeting NHS Long-Term Plan, Social Care Institute for Excellence (SCIE), Staff College, Staff Empowerment, Staff Empowerment in the NHS, Staff Engagement, Staff Engagement in the NHS, Staff Motivation, Theory X Versus Theory Y (Basic Motivational Models), Transformative Culture, Transparent Learning Culture, Very Senior Manager (VSM) Level Diversity
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Emerging Strategy for the Application of Behavioural and Social Sciences to Improving Public Health (PHE / BBC News)
Summary Public Health England (PHE) has investigated the extent to which the behavioural and social sciences might be applied to reduce health inequalities and improve population health and wellbeing. “The strategy was developed in partnership with the Association of Directors … Continue reading →
Posted in Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, Mental Health, National, Non-Pharmacological Treatments, Nutrition, Person-Centred Care, Public Health England, Quick Insights, UK, Universal Interest
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Tagged All Our Health, All Our Health (Public Health England), Anthropology, Application of Behavioural and Social Sciences: System Map for Public Health in England, Association of Directors of Public Health (ADPH), Barriers to Involvement, BBC Health News, BBC Politics News, Behaviour Change Opportunities, Behaviour Change Technique (BCT) Taxonomy, Behaviour Change Theory, Behaviour Change Wheel, Behavioural and Social Sciences, Behavioural and Social Sciences Teaching in Medicine, Behavioural Economics, Behavioural Experiments in Health Network, Behavioural Experiments in Health Network (BEH-Net), Behavioural Insights, Behavioural Insights Approach, Behavioural Insights Team, Behavioural Modification, Behavioural Operational Research, Behavioural Science and Public Health Network, Behavioural Science and Public Health Network (BSPHN), Behavioural Science for Health, Beyond Institutional Boundaries, Broad Determinants of Health, Capacity Building, Changing Behaviours in Public Health, Collaboration: Working Across Boundaries, Communities of Practice, Community Involvement, Cultural Assets, Cultural Change, Cultural Determinants, Cultural Leadership, Culture and Behaviour Change, Determinants of Health and Disability, DHSC Collaborate, Directors of Public Health, Downstream Interventions, Faculty of Public Health (FPH), Five Waves of Public Health, Health and Wellbeing, Health Inequalities, Health Inequalities in England, Health of the Public 2040, Health Psychology, Healthcare Professionals Improving Health Outcomes and Reducing Health Inequalities (Public Health England's All Our Health), Improving People’s Health: Applying Behavioural and Social Sciences, Inclusive Language, Intervention Mapping, Involvement Enablers, ISM Model (Individual Social and Material Factors), LGA: Local Government Association, Life Course Approaches to Prevention and Care, Local Government Association, Local Health and Wellbeing, Marmot Review, Mental Health and Wellbeing, Mental Health Capacity Building, Mental Health Inequalities, MINDSPACE, Multidisciplinary Approaches to Public Health, Multiphase Optimization Strategy (MOST), Nanny State Index (NSI), Nanny State-ism (Encouragement of Healthy Behaviours), National Academy of Soci al Sciences ’s Campaign for Social Science, Normalisation Process Theory, Nudge, Nudge or Compel, Obesity Interventions, Operational Research, Organisational Boundaries, Oxford Food and Activity Behaviors (OxFAB) Taxonomy, Paternalistic Approaches in the NHS, Paternalistic Views, Patient and Public Involvement, Patient Involvement, PHE: Public Health England, Prevention, Prevention Agenda, Problem-Based Services, Psychology, Psychosocial Pathways to Health Inequalities, Public and Health Economics, Public Health Capacity Building, Public Health England (PHE), Public Health England's All Our Health Framework, Public Health England’s Health and Wellbeing Framework, Reducing Downstream Spending (Prevention Public Health and Self-Care), Reducing Health Inequalities, Royal College of Physicians: Faculty of Public Health (FPH), Shared System Leadership, Sharing Knowledge Through Communities of Practice, Social Determinants of Health, Social Determinants of Health Inequalities, Social Groups and Psychological Identification, Social Model of Health, Social Practice Theory, Societal Determinants of Health, Sociology, Sociology in UK U ndergraduate Medical Education, Structural Level Determinants: Social Economic and Environmental Determinants (SEEDs) of Health, Subsidies Taxes and Prices, Sugar Tax, System Leadership, Test Learn and Adapt, Tobacco Interventions, Transdisciplinary Approaches, Typology of Interventions in Proximal Physical Micro-Environments (TIPPME), Upstream Interventions, Wider Determinants of Health, Wider Determinants of Mental Health, Working Across Boundaries
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Dementia Care Mapping: Not Necessarily a Magic Bullet (Clinical Interventions in Aging)
Summary A systematic review looking at the effectiveness of Dementia Care Mapping (DCM) as a tool for use in dementia care settings discovered mixed results. Barriers and facilitators in the implementation of DCM in practice are discussed. DCM is appears … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Management of Condition, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Quick Insights, Standards, Systematic Reviews, UK, Universal Interest
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Tagged Behavioural and Psychological Symptoms of Dementia (BPSD), BMC Geriatrics, BPSD, BPSD: Behavioral and Psychological Symptoms of Dementia, Bradford Dementia Group, Care Homes, Centre for Dementia Research: Leeds Beckett University, Challenging Behaviour, Challenging Behaviour in Dementia, Clinical Interventions in Aging, Cultural Leadership, DCM, Dementia Care in Care Homes, Dementia Care Mappers, Dementia Care Mappers: Selection, Dementia Care Mappers: Support, Dementia Care Mappers: Training, Dementia Care Mapping, Dementia Care Mapping (Bradford Dementia Group), Dementia Care Mapping (DCM), Effectiveness and Cost-Effectiveness of Dementia Care Mapping, Efficacy of Dementia Care Mapping, Good Practice in Care Homes, Leadership, Leadership and Culture, Leeds Beckett University, Monitoring and Improvement in Use of Dementia Care Mapping, Nursing Homes, PAS 800 - Use of Dementia Care Mapping, PAS 800: Dementia Care Mapping, Personalised Psychosocial Interventions, Psychosocial Interventions, Reducing Waste in Dementia Care, Residential Care Homes, School of Health and Community Studies: Leeds Beckett University, Systematic Reviews and Meta-Analyses, University of Bradford, University of Bradford Dementia Group
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Dementia Assessment and Improvement Framework (NHS Improvement)
The Dementia Assessment and Improvement Framework supports ongoing quality improvement towards the provision of “outstanding care” for people living with dementia during their stay in acute, community or mental health settings. There are eight constituent framework standards: Diagnosis. Person-centred care. … Continue reading →
Posted in Acute Hospitals, Community Care, Diagnosis, Enhancing the Healing Environment, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Local Interest, Management of Condition, Mental Health, Models of Dementia Care, National, NHS, NHS Improvement, Non-Pharmacological Treatments, Nutrition, Pain, Person-Centred Care, Personalisation, Practical Advice, Quick Insights, Standards, UK, Universal Interest
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Tagged Alistair Burns: NHS England’s National Clinical Director for Dementia, Alistair Burns: NHS England’s National Clinical Director for Older People’s Mental Health, Best Practice Guidance Relating to Dementia Care, Best Practice in Dementia Care (Triangle of Care), Butterfly Scheme, Care Quality Commission Inspection Ratings, Care Quality Commission New Inspection Ratings System, Carer Involvement in Healthcare, Caroline Lecko: Clinical Improvement Manager at NHS Improvement, Clinical Leadership, Co-Design and Co-Delivery, Community Involvement, Compassionate Leadership, Continuous Quality Improvement, CQC Inspection Regime, Creating Dementia-Friendly Hospitals (Dementia Action Alliance), Cultural Leadership, Dehydration, Dementia 2020 Citizens' Engagement Programme, Dementia Assessment and Improvement Framework, Dementia Assessment and Improvement Framework: Diagnosis, Dementia Assessment and Improvement Framework: Environment, Dementia Assessment and Improvement Framework: Information and Support for Patients and Carers, Dementia Assessment and Improvement Framework: Involvement and Co-design, Dementia Assessment and Improvement Framework: Leadership, Dementia Assessment and Improvement Framework: NHS Improvement, Dementia Assessment and Improvement Framework: Nutrition and Hydration, Dementia Assessment and Improvement Framework: Person-Centred Care, Dementia Assessment and Improvement Framework: Workforce Education and Training, Dementia Diagnosis, Dementia-Friendly Hospitals, Early Diagnosis, End of Life Dementia Care, Forget Me Not, Healthwatch, Healthwatch England, Hydration and Nutrition, Information and Support, Information and Support for Carers, Information and Support for Patients and Carers, Innovation and Co-Design, Involvement and Participation, Jacqueline McKenna: Director of Nursing and Professional Leadership at NHS Improvement, John’s Campaign: Allowing Carers Accompany People With Dementia When Admitted to Hospital, Judith Morris: Strategic Nurse Advisor at NHS Improvement, Making a Difference in Dementia: Nursing Vision and Strategy, National Audit of Dementia Care, National Policy Relating to Dementia Care, NHS Improvement's Dementia Assessment and Improvement Framework, Nutrition and Hydration, Outstanding Care, Participatory and Citizen Involvement, Patient and Public Involvement, Patient Involvement, Patient Voice, PLACE Audit, QI: Quality Improvement, Quality Improvement, Quality Improvement Culture, Review of CQC Reports Pre-December 2016 Relating to Dementia Care, This is Me, This is Me: Person-Centred Care, Timely Diagnosis, Triangle of Care, Triangle of Care for Dementia, Workforce Development, Workforce Education, Workforce Training
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Embedding a Culture for Quality Improvement (King’s Fund)
Summary Establishing quality improvement approaches which actually work has much to do with suitable leadership and organisational culture, according to a new King’s Fund report. Full Text Link Reference Embedding a culture of quality improvement. [Online]: King’s Fund, November 9th … 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, King's Fund, National, NHS, NHS Improvement, Quick Insights, Standards, UK, Universal Interest
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Tagged Behaviour Change Opportunities, Clinical Quality Improvement, Co-production in Quality Improvement, Collaborative Quality Improvement, Continuous Learning Culture, Continuous Quality Improvement, Cultural Leadership, Culture and Behaviour Change, Culture and Leadership, Culture of Raising Concerns, Culture of Reflective Practice, Culture of Safety, Culture of Valuing Staff, Culture: Lack of Leadership Support for Innovation (Barriers to Innovation), Culture: Risk Aversion (Barriers to Flexibility or Innovation), Culture: Silo Thinking in System (Barriers to Innovation), Efficiency Opportunities, Embedding a Culture of Quality Improvement, Healthcare Quality Improvement, Innovative Leadership, Leadership for Culture Change, Literature Reviews in Quality Improvement, NHS Culture Change, Open Culture, Opportunities to Improve the Quality of Care and Increase Productivity, Organisational and Cultural Barriers, Organisational Culture, Organisational Culture and Climate, Patient Engagement, QI: Quality Improvement, Quality and Efficiency Opportunities, Quality Improvement, Quality Improvement Culture, Shaping Culture, Staff Engagement, Staff Engagement in the NHS, Transparent Learning Culture, Virginia Mason Institute, Virginia Mason Institute Partnership, Workplace Culture
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NHS Reform: Reform From Within (King’s Fund)
Summary The “Reforming the NHS from within: beyond hierarchy, inspection and markets” report from the King’s Fund reviews different approaches to reforming the NHS in England. The focus is said to be on the implementation of new models of care … 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, National, NHS, Person-Centred Care, Quick Insights, Standards, UK
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Tagged Active Engagement, Approaches to Improving Public Services, Barker Commission, Bottom-Up NHS Reform, Canterbury District Health Board: DHB (New Zealand), Characteristics of Continuously Learning Health Care Systems, Choice, Choice and Competition, Chris Ham: The King’s Fund, Collaboration, Collaborative Care, Collaborative Leadership, Collaborative Working, Command-and-Control Versus Systems Thinking, Commission on the Future of Health and Social Care in England, Commitment (Rather Than Compliance), Competition and Choice, Complementary Approaches to Reform, Continuous Improvement, Continuous Learning Culture, Cultural Leadership, Decentralisation of Public Services, Devolution (NHS Reform), Edwards Deming, Enabling Devolution, Engagement, Extrinsic Motivation, Front Line Engagement, Government Policy, Health and Social Care Integration, Health Care Reform, Health Policy, Health Reform, High-Performing Organisations, Improvement From Within, Incentives, Inspection and Regulation, Institute for Government (IfG), Institute for Healthcare Improvement (IHI), Institute of Medicine (IOM), Integration of Health and Social Care, Integration of Primary Secondary and Community Care, Intermountain Healthcare (US), International Comparisons, Intrinsic Motivation, Jönköping County Council: Sweden, Kaizen, Kate Barker: Chair of Commission on the Future of Health and Social Care in England, King's Fund’s Time to Think Differently Programme, Lack of Consistency, Leadership, Leadership Development, Learning Organisations, Local Leadership, Local Strategic Commissioning, NHS Leadership, NHS Management, NHS Modernisation Agency, NHS Payment Reform, NHS Reform, Openness and Transparency, Patient and Public Engagement (PPE), Patient Choice, Patient Engagement, Patient-Centred Culture, Patient-Centred Leadership, Patient-Centred Vision, Patient–Clinician Partnerships, Performance Targets, Policy, Provider Engagement, Quality Improvement, Quality Improvement Approaches, Realistism in Inspection and Regulation, Reforming Social Care, Salford Royal NHS Foundation Trust, Salford Royal NHS Foundation Trust’s Improvement Strategy, Science and Informatics, Self-Directed Care, Shared Culture, Social Care Reform, Staff Motivation, Systems Thinking in the Public Sector, Targets, Targets and Performance Management, Tendency Towards Hyperactivity (Interventionism), Time to Think Differently Programme, Top-Down Policy, Toyota Production System (TPS), Transparency, Transparency and Accountability, Unwarranted Variations, Veterans Health Administration (VA), Virginia Mason Medical Center (US), Virginia Mason Production System (VMPS), Westminster and Whitehall
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