The Peter Sowerby Commission Report finds effective implementation and use of electronic health records (EHRs) can reduce errors, identify better ways of providing care, ensure coordination across care teams and give
patients better care, better information and provide a better experience with regard to their health and treatment. If EHRs are safely and effectively introduced nationwide, and paper health records are replaced, the NHS in England could lead the world in the delivery of safe and effective patient-centred care. This document presents a strategy to accomplish this goal. It identifies 5 areas for action:

1. Ensure patients rights and expectations are met
2. Ensure clinicians have immediate access to up-to-date information
3. Design fit-for-purpose research databasese and use them responsibly to improve care
4. Implement open and interoprable electronic systems
5. Ensure the implementation programme is fit-for-purpose

A look at how organisational culture of safety can be affected by people not taking responsibility for failures and how learning opportunities can be lost if responsibility is uncertain.

Short questionnaire which helps you analysis your motivational strengths and weaknesses and suggests techniques for improvement.

Monitor’s latest guidance on integrated care looks at how healthcare providers and commissioners can enable better integration of care so services are less fragmented and easier for patients to access.

Monitor as the health sector regulator has a legal duty to consider how it can enable integrated care where this improves the quality, outcomes or efficiency of services or reduces inequalities of access or outcomes. The regulator has various powers that help it to:

• remove barriers
• consider how to enable integrated care provision including stopping things that block it
• actively support the sector

But what about competition and integration – Monitor’s view is that “competition and integration are not mutually exclusive and that competition does not and should not have to come at the expense of beneficial co-ordination.”

This policy summary reviews the existing evidence on the economic impact of integrated care approaches. Whereas it is generally accepted that integrated care models have a positive effect on the quality of care, health outcomes and patient satisfaction, it is less clear how cost effective they are. The authors found that the evidence base in this field was not strong enough to thoroughly assess the cost-effectiveness of integrated care and that a readjustment of expectations in terms of its assessment was therefore required.

This review found that young people with complex health needs do not always receive the necessary care and support when they move on to adult care services. The transition process can be a vulnerable time for young people and their families. During this period, they stop receiving health services that they may have had since a young age and move on to equivalent adult services which can be structured and funded differently. The review found that there are many committed professionals providing high-quality care but that system-wide change is needed in order to make the transition between services smoother for patients and families.

Considers the implications of Carol Dweck’s Mindset: The New Psychology of Success for innovation:

• A fixed mindset is an important source of risk aversion. Risk aversion is one of the biggest innovation obstacles that we face.  You can see how a fixed mindset leads to avoiding taking a chance on new ideas.  If we work on building our growth mindsets, we can start to work our way around this problem.  Which leads to:
• We can change our mindset. Dweck and her team have done a huge amount of carefully constructed research on this topic, and they have consistently shown that you can change your mindset.
• We can grow our talent. The outcome from all of this is the idea that talent is something that can be developed.  This means that it is not the case that you are either creative and innovative or you are not.  You can build these skills

Looks at the knowledge and understanding you need to begin negotiations and how to build up a sense of trust. Basic principles include:

• Putting yourself in their shoes.
• Remember your own values.
• Make sure you ask questions.
• Make sure you don’t wing in – put the preparation in.
• Don’t copy aggressive behaviour, but make sure you stick to your goals.
• Don’t depend on a single strategy.

Case studies on a preparation and knowing your own values are provided.

Research indicates that effective coaching raises employee commitment and engagement, productivity, retention rates and perception of the strength of upper-level leadership. Not all managers are natural coaches though. This article provides tips on how managers can improve their coaching techniques.

The aim of this report is to provide an independent and theory-based evaluation of CLAHRCs (Collaborations for Leadership in Applied Health Research and Care) as a new form of networked innovation in the health sector.