Tag Archives: Cultural Leadership

Contemplating the “Who” and “Why” in Quality Improvement: the Psychology of Change Framework (IHI / DHSC / FMLM / SCIE)

Posted on November 16, 2018 by Dementia and Elderly Care News

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 | 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 | Leave a comment

Emerging Strategy for the Application of Behavioural and Social Sciences to Improving Public Health (PHE / BBC News)

Posted on October 8, 2018 by Dementia and Elderly Care 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 | 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 | Leave a comment

Dementia Care Mapping: Not Necessarily a Magic Bullet (Clinical Interventions in Aging)

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

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 →

Dementia Assessment and Improvement Framework (NHS Improvement)

Posted on December 10, 2017 by Dementia and Elderly Care News

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 →

Embedding a Culture for Quality Improvement (King’s Fund)

Posted on November 10, 2017 by Dementia and Elderly Care News

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 →

NHS Reform: Reform From Within (King’s Fund)

Posted on June 15, 2014 by Dementia and Elderly Care News

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 | 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 | Leave a comment

Leadership Role in Improving Care and Reducing Costs (NIHR / IHI)

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

Summary The National Institute for Health Research (NIHR) has collated evidence on management and leadership. Findings from sixteen recent studies on leadership and management practice are reviewed. The aim is to improve services for patients, whilst keeping control of costs. … Continue reading →

Posted in Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), International, Management of Condition, National, NIHR, NIHRSDO, Patient Care Pathway, Quick Insights, Standards, Systematic Reviews, UK, Universal Interest | Tagged Allied Health Professionals (AHPs), Bellin Health in Wisconsin, Boundarilessness, British Association of Medical Management, Budget Management, Care Management, Clinical Commissioning, Clinical Engagement, Clinical Leadership, Clinical Leadership for Cross Boundary Service Redesign, Collaboration, Create Vision and Build Will, Cultural Leadership, Developing Capability, Domains of the IHI High-Impact Leadership Framework, Evidence-Based Management, Faculty of Medical Leadership and Management (FMLM), Financial Management, Front Line Engagement, General Management, Health Services and Delivery Research Programme (NIHR), High-Impact Leadership, IHI High-Impact Leadership Framework, IHI Innovation Series, Implications of the Francis Inquiry Report, Institute for Healthcare Improvement (IHI), Knowledge to Action, Leadership, Leadership and Culture, Leadership Development, Leadership for Innovation, Leadership for Quality, Leadership in Health Care, Learning Programmes, Management and Leadership, Management Research, Management vs Leadership, Masters / Master of Business Administration (MBA), Mayo Clinic in Jacksonville, Medical Directors, Medical Engagement and Leadership, Medical Leadership, Memorial Hermann Health System, Mental Models for Health Care Leadership, Middle Management in Healthcare, Monitor, Multi-Professional Clinical Leadership, National Institute for Health Research (NIHR), National Institute for Health Research (NIHR) Service Delivery and Organisation (SDO), NHS Leadership, NHS Leadership Academy Top Leaders, NHS TDA: NHS Trust Development Authority, NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), NIHR Health Services and Delivery Research Programme, Nursing Management, Organisation-Level Improvement in Health Care, Patient-Centred Leadership, Performance Management, Person-Centeredness, Professional Leadership, Provider Management, Quality Improvement, Quality Improvement Approaches, Regional Leadership Academy, Relentless Focus, Repercussions From the Francis Inquiry Report, Service Improvement in Healthcare, Service Redesign, Seven Leadership Leverage Points, Shaping Culture, Southampton University, STate Action on Avoidable Rehospitalizations (STAAR) Initiative, STEEEP Global Institute, Talent Management, Transparency, University of Southampton, Virginia Mason Health System | Leave a comment

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