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Empowering staff to deliver continuous quality improvement as a routine Empowering staff to deliver continuous quality improvement as a routine

Empowering staff to deliver continuous quality improvement as a routine - PowerPoint Presentation

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Uploaded On 2019-12-09

Empowering staff to deliver continuous quality improvement as a routine - PPT Presentation

Empowering staff to deliver continuous quality improvement as a routine Kevin Gibbs Clinical Pharmacy Manager At the end of the session participants will be able to Recognise the principles behind using transformational leadership to help organisations achieve change ID: 769846

http change www leadership change http leadership www improvement quality nhs work transformational staff tools day building challenge employees

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Empowering staff to deliver continuous quality improvement as a routine Kevin GibbsClinical Pharmacy Manager

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 improvementDiscuss how to empower staff to make quality improvement a part of their day jobIdentify potential quality improvement tools that can be used: Learning outcomes

Maureen BisognanoChief Executive Officer Institute for HealthcareImprovement2012 “Everyone in healthcare should have two jobs: To do the work and to improve how the 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-charging’ change in the NHS… …commentators warn that the NHS must ‘change or die’… …the King’s Fund concludes that the greatest transformational force for change will come from within the NHS… …the NHS LeadershipAcademy advocates ‘collective’ leadership styles, shifting power to front line staff and patients… <http :// www.nhsiq.nhs.uk/resource-search/publications/white-paper.aspx >

It means taking the 1% from everything you do; finding a 1% margin for improvement in everything you doIf 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 Continuous improvement  Can it work? http :// www.teamsky.com/article/0,27290,17547_5792058,00.html#FYXpi3JIGadPVtaX.99 Team Sky ‘Performance by the aggregation of marginal gains’

http://blog.bufferapp.com/what-would-happen-if-you-improved-everything-by-1-the-science-of-marginal-gains

Top 10 barriers to change 1Confusing strategies Unclear organisational strategies, too many priorities 2 Over-controlling leadership Perception we do not have the trust / freedom to create change from the bottom-up 3 One-way communication Leaders do not communicate with staffNot enough (in)formal ways of connecting creative people4Poor workforce planning Perception of “not enough time”. Is this inappropriate skill mix or a skills deficit from not nurturing our staff5Shifting innovationNo shortage of idea; a shortage of processes to capture ideas

Top 10 barriers to change 6Playing it safe Too difficult to access support for ideas Fear of doing something new 7 Poor project management Tendency to value inputs and action rather than value and outcomes We underestimate the complexity in which we are working8Undervaluing staffOften do not feel we have a real stake in the organisation’s future – a cog on the engine rather than a value-adding individual9 Inhibiting environmentPhysical environment can stop us meeting peopleIT systems that do not help us access knowledge and share information10Perverse incentives If better outcomes for patients but lose income then = a disincentive<http://www.hsj.co.uk/leadership/change-challenge/the-crowd-speaks-top-10-barriers-to-change/5081962.article#.VSQ4l_nF-So>

Building blocks for change 1Inspiring and supportive leadership Taking forward ideas based on quality “Distributed leadership” where people are trusted and talent is nurtured 2 Collaborative working Peer collaboration nurtures a positive mind-set and desire to drive bottom-up change 3 Flexibility and adaptabilityNeed flexibility in our formal organisations and I day-to-day processes4Smart use of resourcesDeliver change within our current means5 Autonomy and trustIncreasing a sense of trust gives people the confidence and permission to deliver changeRemove the fear associated with failure, foster culture of reflection and learning on what works/does not work

Building blocks for change 6Challenging the status quo Nurture and embrace the creativity of all of your staff to challenge the status quo and deliver real change 7 A call to action Clear articulation of organisation’s purpose & meaning Inspire bottom-up contributions to the mission 8Fostering an open cultureTransparency & openness = A more positive environmentThe most open organisations are the most innovative9Nurturing our peoplePrioritise training and development 10Seeing the bigger pictureGive staff space and freedom to develop long term improvement plans11Thought diversityValuing dissenting opinions gives more effective change <http://www.hsj.co.uk/leadership/change-challenge/change-challenge-pinpointing-the-building-blocks-for-change/5081960.article#.VSQ40vnF-So>

Leadership styles Transformational leadership .. is ‘the ability to motivate and to encourage intellectual stimulation through inspiration .’ Transformational leaders aim to lead by example, encouraging employees to follow a set of values rather than a rulebook. Transactional leadership… is ‘an exchange-based relationship where self-interest is dominant.’Transactional leaders adhere to set rules and regulations, motivating employees with specific task-based rewards From: <http://switchandshift.com/transactional-or-transformational-which-leadership-style-is-best>

‘spend time teaching and coaching’ emphasis on employee training and developmentTransformational leadership focuses instead on building a values-led work cultureEmployees work hard not because they seek reward, but because they believe it’s the right thing to do. Show your employees you trust them giving them the authority to make decisions equip them with the ability to make good decisions, by providing thorough and ongoing training. Don’t micro-manage your employees Avoid performance-based rewards adopt a holistic approach to discipline Your workers are intelligent adults – treat them as such Give your employees the bigger pictureRather than presenting them with a series of small targets, show them where the Trust is heading as a wholeDemonstrate how their work is contributing to the business’ successTransformational leadership

Transforming Care

Transforming Pharmacy Care

Lean Process mappingIdentification & elimination of waste working5S workplace organisationVisualisation / Visual managementStandardisation of procedures U seful quality improvement approaches and tools http://www.pharmacyqs.com/

Model for improvement Plan - Do - Study - ActMeasurement for ImprovementUseful quality improvementapproaches and tools http://www.pharmacyqs.com/

Failure Modes and Effects Analysis (FMEA )an effective way of bringing together a multidisciplinary team together to analyse a process to see where there are areas of concern Useful quality improvement approaches and tools http://www.pharmacyqs.com/

How do we transform to ensure CQI is part of the day job ?10 minute discussion: Two things you can do on Monday to help facilitate improvement10 minutes discussionWorkshop

Building blocks for change 1Inspiring and supportive leadership 7 A call to action 2 Collaborative working 8 Fostering an open culture 3 Flexibility and adaptability9Nurturing our people4Smart use of resources10 Seeing the bigger picture5Autonomy and trust11Thought diversity6Challenging the status quo

We haveRecognised the principles behind using transformational leadership to help organisations achieve change Reflected on our leadership style and ability to enact continuously quality improvementDiscussed how to empower staff to make quality improvement a part of their day jobIdentified potential quality improvement tools that can be used Learning outcomes

 Kevin.Gibbs@UHBristol.nhs.uk 0117 923 0000 bleep 2268THANK YOU FOR YOUR TIME

< http ://www.nhsiq.nhs.uk / > Further information <http :// www.pharmacyqs.com/ > <http ://www.changemodel.nhs.uk/pg/dashboard> <http://www.ihi.org/Pages/default.aspx>

<http ://www.hsj.co.uk/leadership/change-challenge / > <http :// www.nhsiq.nhs.uk/9022.aspx > <http ://www.hsj.co.uk/resource-centre/>