280x Filetype PPTX File size 1.67 MB Source: www.weahsn.net
Learning outcomes
At the end of the session participants will be able to:
• Recognise the principles behind using transformational
leadership to help organisations achieve change
• Reflect on their leadership style and ability to enact
continuously quality improvement
• Discuss how to empower staff to make quality improvement a
part of their day job
• Identify potential quality improvement tools that can be used:
“EVERYONE IN
HEALTHCARE
SHOULD HAVE TWO
JOBS: TO DO THE Maureen Bisognano
Chief Executive Officer
WORK AND TO Institute for Healthcare
Improvement
IMPROVE HOW THE 2012
WORK IS DONE.”
…the Chief Executive of NHS England
has called for ‘the unleashing of
creative energy and the mobilising of
collective action’ for change… …the Chief Executive
of Monitor advocates ‘turbo-
…commentators warn that the charging’ change in the NHS…
NHS must ‘change or die’…
…the NHS Leadership
…the King’s Fund concludes Academy advocates ‘collective’
that the greatest transformational leadership styles, shifting power
force for change will come from to front line staff and patients…
within the NHS…
Continuous improvement Team
Can it work? Sky
‘Performance by the aggregation of marginal gains’
– It means taking the 1% from everything you
do; finding a 1% margin for improvement in
everything you do
– If a mechanic sticks a tyre on, and someone
comes along and says it could be done
better, it's not an insult - it's because we are
always striving for improvement
http://www.teamsky.com/article/0,27290,17547_5792058,00.html#FYXpi3JIGadPVtaX.99
http://blog.bufferapp.com/what-would-happen-if-you-improved-everything-by-1-the-
science-of-marginal-gains
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