Leadership and The NHs Flashcards
What is Johari’s window
Sinple and useful tool for illustrating and improving self awareness and mutual understanding between individuals within a grouo
Particularly useful in team development
What is 360 project stages
- Self assessment
- Invite other to appraise performance
- Monitor progress
- Generate feedback
- Targeted development
Why is the 360 project good ?
Gives a full viewed approach to defining the scope for solutions thats are not only succesful but which also deliver expected results
NHS leadership model explain
All people involved in the patient care episode = the team
For positive outcomes leadership will be required
Good leadership = creates good culture= good outcomes=good patient care
Core of the nhs model how to achieve
Compassion Pay attention- listen to people Understand the situation they face Empathise with the person Take intelligent action to help
9 parts to nhs change model
Inspired shared purpose Leading with care Evaluating information Connecting our service Sharing the vision Engaging the team Holding to account Develop capability Influencing for results
Nhs change model -
Inspire shared purpose explain
Leaders create a shared purpose for diverse individuals doing different work, inspiring them to believe in shared values so that they divert benefits for patients, their families and the community
NHS change model - leading with care
Leaders understand the underlying emotions that affect their team and care for team members as indivdiuals, helping them to manage unsettling feelings so they can focus their energy on delivering a great service that results in care for patients and other service users
NHS change model - evaluating information
Leaders are open and alert to information, investigating what is happening now so that they can think in an informed way about how to develop proposals for improvement
NHS change model - connecting our service
Leaders understand how things are done in different teams ans organisations; they recognise the implications of different structures, goals, values and cultures so that they can make links, share risks and collaborate effectivly
NHS change model - sharing the vision
Leaders convey a vivid and attractive picture of what everyone is working towards in a clear, consistent and honest way, so that they inspire hope and help others to see how their work fits in
Nhs change model - engaging the team
Leaders promote teamwork and a feeling of pride by valuing individuals contributions and ideas, this creates an atomsphere of staff engagement where desirable behaviour, such as mutual respect, compassionate care and attention to detail, are reinforced by all team members
NHS change model - holding to account
Leaders create clarity about their expectations and what success looks like in order to focus peoples energy, give them the freedom to self-manage within the demands of thier job, and deliver improving standards of care and service delivery
NHS Change model - develop capability
Leaders champion learning and capability development so that they and others gain the skills, knowledge and experience they need to meet the future needs of service, develop their own potential and learn from both sucess and failure
NHS change model - influencing for results
Leaders are sensitive to the concerns and needs of different indivduals, groups, organisations and use this to build networks of influence and plan how to reach agreement about priorities, allocation of resources or approaches to service delivery
