Despite the popularity of Maslow’s Hierarchy, there is not much recent data to support it. Contemporary science — specifically Dr. Edward Deci, hundreds of Self-Determination Theory researchers, and thousands of studies — instead points to three universal psychological needs. If you really want to advantage of this new science – rather than focusing on a pyramid of needs – you should focus on: autonomy, relatedness, and competence.
Giving feedback effectively is a skill. And like all skills, it takes practice to build your confidence and improve. The following is a collection of “feedback giving” tips that you can start putting into practice today.
In this article, we’ll look at three team-building exercises that you can use to improve problem solving and decision making in a new or established team.
Do you want the good news or the bad news? First, the bad. People dislike uncertainty, so, in these times of accelerated change, it can be hard to know how to keep them informed. But one thing seems certain – “no news” is definitely not “good news.”
Five-Year Forward View, the new vision for the NHS in England, is a breath of fresh air compared to many of the strategy documents we have seen over the years. It is clear, to the point and sets out an unarguable case for change.
It presents powerful reasons why, in order to square the circle, change can no longer be simply a matter of incremental improvements within organisations – it will also need to involve transformational change across organisations and even sectors.
Team conflict and ineffectiveness often have the same root causes: unclear goals, misunderstood roles, undefined processes, and poor relationships. By taking time to clarify and address each of these areas, you can help a new team get off to a strong start, and you can quickly address problems that crop up along the way. In this article, we look at the GRPI Model, a simple framework that helps you do this.
We often think of leadership in big, active ways: ambitious visions, well-articulated strategies, convincing speeches, compelling conversations.
Those things can be useful tools for a powerful leader. But they are not the essence of leadership. The essence of leadership is having the courage to show up differently than the people around you.
Aims to help those planning and implementing major clinical service reconfigurations ensure that change is as evidence-based as possible. It investigates the five key drivers – quality, workforce, cost, access and technology – across 13 clinical service areas, and summarises the research evidence and professional guidance available in each. It builds on a major forthcoming analysis of reviews of service reconfigurations commissioned by the National Institute of Health Research and conducted by the National Clinical Advisory Team (NCAT).