Blog post from Peter Fuda suggesting the simplest and most effective way to bring values to life in an organization is to turn them into standards. It identifies that the gap between espoused values and how people actually behave in organisations is largely a function of five factors:
We judge ourselves by our noble intentions, but we judge everyone else by their actions
Values are a ‘how to’ not a ‘where to’.
Our values are sometimes in conflict with our aspirations.
Living by stated values requires courage.
We all have different rules that determine how we experience a particular value.
If we do that, the easier stuff will take care of itself later. The issue is that if we start with the easy stuff first, we may never crack the hard problems. And when that happens, the whole effort is wasted.
Blog post on the five roles for an innovation team:
Information Facilitation: process of finding information about innovation, and distributing this to people that are generating ideas. This will help them figure out how to best execute the new ideas. In this role you can also work on developing processes and infrastructure that support all parts of the innovation process. This type of group is most active in supporting idea generation.
Opportunity Consultant: a group doing this will do everything that an Information Facilitation team does, but they will take a more active role in selecting ideas. They work to ensure that the ideas that are pursued connect with the organisation’s overall strategy. In this role you work on developing the best possible set of criteria for evaluating ideas, particularly for fit with objectives.
Opportunity Enabler: this type of group goes one step further – they work to connect ideas with those that have the resources to execute them. Enabling collaboration is a big part of this role – you need a group in this role if you are pursuing an open innovation strategy. This type of team will also work on developing implementation plans, and trying to quantify outcomes and learnings from new initiatives. Opportunity enablers are active in supporting all steps in the innovation process – idea generation, selection, testing and diffusion.
Idea Execution: this is the most active role you can have – this is a group that doesn’t just support the innovation process, they actually undertake all the steps. Most R&D groups fall into this category. Usually, with this type of group, there is no problem with getting innovative results – the bigger challenge is integrating their ideas back into the core business.
Business Model Development: genuinely new innovations usually need new business models to help them realise their full market potential. Unlike the other four roles, this one can be mixed with the other four.
South Devon Healthcare NHS Foundation Trust has over 13 years of experience in developing seven day services across their care system. To address the challenges of managing increasing demand and the need to improve the flow though hospital back into the community, the team piloted an additional multi-disciplinary ward round at the weekend. As a result of the test of change the discharge of patients increased two fold, patients and staff reported improvement in care delivery and Monday mornings were ’calmer’ with more bed availability, something never seen consistently before.
The case study suggests:
Build the evidence for change by small test cycles
Using qualitative and quantitative metrics to evaluate the impact enabled staff to change working practices
Share and celebrate learning to enable more tests of change
This review takes a look at some of NHS England’s highlights over the last year and includes real life case studies which show how patients have been put first.
The general election will come at a pivotal time for health and social care. An unprecedented funding squeeze has left the NHS on the brink of financial crisis, while reductions in local government funding have led to significant cuts in social care services. The next government must ensure that the focus on improving quality of care established in the wake of the Francis report is sustained. It will also need to set in train a transformation of services to meet the needs of patients more effectively. Looking further ahead, the big question is how to provide adequate funding to meet future demand for health and social care.
Staying calm under pressure is a major factor when it comes to our performance at work. Managing stress is vital for success in that it keeps us alert, and is also a major factor to determine psychological wellbeing.
Finds that followers experience those leaders as trustworthy who they perceived primarily as human, personal and relational. These findings present challenges for both aspiring and current senior leaders as well as those charged within the HR profession for selecting and developing such people in the future. In order to build trust relations with their followers, leaders need to operate in a space of trust, essentially the environment where trust between leaders and followers can flourish.
Underpinning this space is:
reciprocity of vulnerability which describes that both the leader and the people working with them
and for them need to feel trusted, as well as trust others. Thus, the space of trust also needs followers who want to trust their leaders
Key Lessons:
The need to enable holistic leadership development
The challenge of proximity in a mobile world
HR’s role in the space of trust
The importance of trust for organisations, their leaders and followers.
Guidance from Monitor that provides examples of the types of conduct that can breach the competition condition of the NHS provider licence and competition law. Each example looks at the effect of an agreement or conduct on patients and what Monitor’s analysis would be under the provider licence and competition law.
This manifesto sets out the key changes that the BMA identifies as priorities for implementation following next May’s general election. It calls for greater partnership working between politicians and the health service to ensure the sustainability of the NHS, while promoting key BMA public health policies such as minimum unit pricing on alcohol and restrictions on tobacco sales.