Tag Archives: Learning Organisations

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

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

Practical and Measurable Patient Safety Improvement Plans (BBC News)

Posted on March 26, 2014 by Dementia and Elderly Care News

Summary Health Secretary Jeremy Hunt wants NHS trusts to develop plans for halving, by 2016-17, “avoidable harm” to patients arising from preventable problems such as medication errors, blood clots and bedsores. It is estimated that this could eliminate a third of … Continue reading →

Posted in Acute Hospitals, BBC News, Department of Health, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Social Workers (mostly), In the News, National, NHS, NHS Digital (Previously NHS Choices), Patient Care Pathway, Quick Insights, Standards, UK, Universal Interest | Tagged Action Against Medical Accidents, Action against Medical Accidents (AvMA), Active Engagement, Acute Care, Acute Hospital Care, Acute Hospitals, Aligning Forces for Quality, American Hospital Association – Health Research & Educational Trust (AHA-HRET) Survey of Hospitals on Patient Engagement Strategies, Armstrong Institute for Patient Safety and Quality at Johns Hopkins, Avoidable Harm, Avoidable Mortality, Avoidance of Litigation, Barriers to Engagement, Bed Sores, Candour, Candour: Safety and Improvement, Care of Older Adults in Acute NHS Trusts, Consumer Engagement in Patient Safety, Contractual Duty of Candour, Covering-Up Mistakes, Declaration on Engagement for Global Health, Engagement on Quality, Former Health Secretary Jeremy Hunt, General Hospital Care, General Hospitals, Gordon and Betty Moore Foundation, Hospital Aquired VTE, How Safe Is My Hospital (NHS Choices), Hydration, Improving Patient Safety, Incentivising Candour, Incident Reporting, Learning From Mistakes, Learning Organisations, Litigation Claims, Local Change Agents, Lower-Than-Expected Incident Reporting (Problematic), Measures of Harm, Measuring Harm Free Care, Medication Errors, Misdiagnosis, MITSS (Medically Induced Trauma Support Services), National Committee for Quality Assurance (NCQA), National Patient Safety Foundation’s Lucian Leape Institute, National Report and Learning System, NHS Litigation Authority, NHS Litigation Authority (NHS LA), NHS Patient Safety Culture, NHS: Safest Healthcare System in the World (Ambition), NPSF: National Patient Safety Foundation, Open and Honest Incident Reporting, Openness and Transparency, Participation in Diagnosis, Partnering with Patients and Families, Patient and Family Engagement, Patient Engagement, Patient Engagement Strategies, Patient Experience, Patient Safety, Patient Safety Champions, Patient Safety Improvement, Patient Safety Indicators, Patient Safety Strategies, Potentially Preventable Complications in Hospitalis, PPE: Patient and Public Engagement, Pressure Ulcers, Pressure Ulcers: Prevention, Pressure Ulcers: Risk Assessment, Preventable Deaths in English Acute Hospitals, Preventable Hospital Deaths, Preventable Hospital Mortality, Preventable Mortality, Putting Patients First, Reducing Litigation Costs, Reporting Culture, Reporting of Incidents, Roundtable on Consumer Engagement, Rt Hon Jeremy Hunt MP: Former Secretary of State for Health, SAFE: Safety Action for England, Safety Action for England (Safe) Team, Safety Is Personal, Safety Metrics, SDM: Shared Decision Making, Serious Mistakes, Severe Harm, Sign up to Safety, Statutory Duty of Candour, Surveillance and Reporting, Threshold for Duty of Candour, Transparency, Transparency and Accountability, Unconscious Incompetence, Unsafe Care, User Experience, Venous Thromboembolisms (VTEs), Virginia Mason Hospital: Seattle, VTE (Venous Thromboembolism), VTE Risk Assessment, World Innovation Summit for Health (WISH), Zero Harm | Leave a comment

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