Listening is often considered the softest of the soft skills. So the idea of being a powerful listener can seem like an oxymoron. And yet, my work with executives has taught me that when they really listen to discover what is essential, the impact can be astonishing. It’s one of the most important ways to engage employees.
https://hbr.org/2014/11/an-exercise-to-become-a-more-powerful-listener/
Here are just five examples of the dozens of great innovations in health care management:
https://hbr.org/2014/11/5-examples-of-great-health-care-management/
At the inaugural meeting of a change transformation effort under way at a hospital in San Jose, California, nurse Michelle delaCalle faced a room full of people who were discouraged by the organization’s earlier attempts at change. She stood and shared a story of her own about how making people wait for hours in the emergency department seemed like a violation of her caregiving role. Her story seemed to move people. “I could feel my own intensity,” she said, and when she was done speaking, she could tell that people finally understood the need to change.
http://blogs.hbr.org/2014/10/the-key-to-change-is-middle-management/
All companies want engaged employees. After all, people who are engaged put in effort that goes above and beyond the minimum that’s required to complete a task. They are less likely to look for another job. And they project positive energy, which improves the mood of other employees and customers. One way to increase engagement is to foster a “neighbor” relationship.
http://blogs.hbr.org/2014/10/coworkers-should-be-like-neighbors-not-like-family/
This paper assesses the impact of Payment by Results (PbR) on hospital quality, using in-hospital mortality and 28-day emergency readmission targets. It examines the impact of PbR particularly across hip replacements, hernia repair and stroke care.
Large organizations of all types suffer from an assortment of congenital disabilities that no amount of incremental therapy can cure. First, they are inertial. They are frequently caught out by the future and seldom change in the absence of a crisis. Deep change, when it happens, is belated and convulsive, and typically requires an overhaul of the leadership team. Absent the bloodshed, the dynamics of change in the world’s largest companies aren’t much different from what one sees in a poorly-governed, authoritarian regime – and for the same reason: there are few, if any, mechanisms that facilitate proactive bottom-up renewal.
http://hbr.org/1990/05/the-core-competence-of-the-corporation/ar/1
The leadership difference – Jan Sobieraj, Managing Director, NHS Leadership Academy Presentation from the Patient Safety Collaborative launch event held in London on 14 October 2014.
http://www.slideshare.net/NHSIQ/jan-sobieraj-collaborative-launch
Slideshare presentation on Learning from working regionally with collaboratives – Corinne Thomas, Programme director, South West Quality and patient safety improvement programme South of England improving safety in mental health collaborative Presentation from the Patient Safety Collaborative launch event held in London on 14 October 2014
http://www.slideshare.net/NHSIQ/corinne-thomas-collaborative-launch
Slideshare presentation on Sign up to Safety campaign – national considerations – Dr Suzette Woodward, campaign director for the Sign up to Safety campaign Presentation from the Patient Safety Collaborative launch event held in London on 14 October 2014.
http://www.slideshare.net/NHSIQ/suzette-woodward-breakout-collaborative-launch
Prezi presentation on The safety thermometer and measuring for improvement – Abigail Harrison, senior programme manager, measurement and innovation at Haelo.
http://prezi.com/6u6npa-nkmon/nhs-iq-nhs-safety-thermometer/