The Horizons team features many influential Twitter users. This curates a wealth of insights, knowledge, and information about transformation in health and care from other thought leaders across the world. (Tip: to read an article or watch a video mentioned in a tweet, click on the blue text. To view the original tweet, click on the image).
This month's #Caring4NHSPeople virtual wellbeing session focused on bringing your whole self to work, and resilience. You can find out how it went by following the thread below or watching this session or any of the previous ones here.
Horizons have been collecting people’s experiences of supporting NHS staff wellbeing via a survey and have noticed some interesting trends emerging over the pandemic. Will you contribute to September's data set? It will take around 10 minutes.
NHS People Plan
It's brilliant that there's an emphasis on belonging in the NHS People Plan. New research identifies belonging as the most powerful diversity & inclusion measure of all: people who feel they belong are 6 times more likely to be highly engaged.
Quality Improvement (QI) resources to support learning from COVID-19. The Health Service Executive in Ireland has complied this list of useful links from leaders of QI in health and care systems around the world.
COVID-19 can bring overwhelming sets of priorities. To work out ways forward collectively as a team, use simple but powerful tools like Start/Stop/Continue. Do it virtually using free tools like Jamboard.
Leading in a COVID19 world means the ability to straddle many paradoxes/tensions/contradictions. These "6 paradoxes of leadership" are very relevant:
Regarding the shift to virtual working that's occurred because of COVID-19: it's not just about moving from face to face to virtual; it's also about moving from synchronous to asynchronous. We're just scratching the surface of the potential.
We're all tired after months of #Covid19 lockdown, working remotely, responding to crises etc. We just need to avoid being the kind of leader who regards fatigue as a badge of honour. High-performing leadership is built on rest.
When we're stressed or overwhelmed it can limit our ability to problem solve. Zoe shared this sketchnote from Julie Woodward.
Rosanna shared an inspiring article by Corporate Rebels, "it is only when we have the ability to say "no" to something that "yes" has any meaning". Read more here.
Speaking up during virtual meetings presents many challenges - and opportunities! Find out about tools and techniques you can use to make sure you're heard. With thanks to Otegha Uwagba and Scriberia.
Solidarity as a form of organisational culture: It's not given to you in a top-down way like "empowerment" or "ownership" or "accountability". It's created collectively, across teams & levels, & has more glue power than anything else.
In response to COVID-19 Crisis: Creating Adaptive Spaces and Enabling the Spread and Adoption of Innovation, Freddie shared that he was really struck by a system looking back in. How do we learn to shift states at different scales to potentiate change?
Improvement and Change
A new guide to patient safety improvement from the Canadian Patient Safety Institute. Some great links.
We've accepted the 60:30:10: model of healthcare delivery for 30 years (60% of care is evidence/consensus-based; 30% is waste/low value; 10% is harm). We need radical solutions based on deep learning systems says Jeffery Braithwaite & colleagues.
Every large scale change initiative should have a Theory of Change (ToC) linking aims to specific actions & specifying assumed/hypothesised causal linkages. This can help.
Helen shared that she was listening to Hugh McCaughey at the NHS Improvement Directors (virtual) Network talk about his aspiration for the network to develop. In terms of network maturity, the network is currently at stage two.
Interested in making big change happen? Our colleague @BevMatthewsRN shares how we can use 30 day challenges to do just that! Read the blog, and to watch the short video click the picture below.Four factors to build into any change/transformation initiative in organisations & systems: openness, informality, experimentation & knowledge sharing. Informality is vital: change will be made or broken by informal influencers & networks.
New! Ten principles for designing, implementing & evaluating change interventions in organisations. They were jointly created by practitioners & researchers. Helen believes if we always did these 10 things we'd get better change outcomes.
A reflection as the end of the working week looms again: how do your Covid19 weeks (working from home, hours every day in front of a screen with Teams/Zoom etc) feel? Cartoon by @OfficeGuyToons