Tag Archives: Unconscious bias

Latest news – Summer 2016

Sustainability and Transformation Plans (STPs) explainedtick
The King’s Fund, 24th August 2016
Content: What are STPs, What do they mean for the NHS?, Will they deliver benefits for local populations? Where next?
In addition (excerpt)
“The King’s Fund is also carrying out research to track the development of STPs in four parts of the country. Its purpose is to understand how STPs are being developed and what lessons can be learnt for local areas and national policy-makers”. The “research will focus primarily on how STPs are being developed – in other words, the process of developing them – rather than on the detail and content of the plans themselves.”

Building Future Leaderstick
Institute for Healthcare Management
July 2016
Results of a snapshot survey of students on healthcare management and leadership courses in the UK.
Key findings (excerpt):
“The key findings were: a) Aspiration to top-level positions remains high among heath and care management and leadership trainees. Aspiration is highest among those on formal NHS leadership pathways, and female and BAME managers are just as or more likely to aspire to senior positions than their white male counterparts. b) A desire to implement change is the biggest motivation for the overwhelming majority of aspiring health and care leaders. However, a significant minority do not feel they will actually be empowered to do so. c) The biggest deterrent factor for those who do not aspire to top-level positions, and the greatest barrier perceived by those who do, is the unrealistic demands placed on health and care service delivery with currently available resources. d) High turnover and vacancy rates for senior positions are not in themselves significant deterrent factors for future health and care leaders. e) Few trainee managers see a clear career pathway to the top level. This is a particular area of concern for experienced managers who have a great deal to offer, but did not get onto formal NHS leadership pathways on the ground floor. f) Half of trainee managers say health and care leadership does not reflect the diversity of the workforce, and only 15% believe it is as easy for BAME managers to reach senior positions as it is for their white counterparts. g) Aspiring health and care leaders believe they need to develop greater political skills in order to provide effective leadership in the current climate, but are lacking in confidence that they will receive the necessary training in this area”.

Talking leadership: Sarah Massie on developing compassionate leadership through mindfulnesstick
The King’s Fund blog post, 26th July 2016

First and foremost, physicians: the clinical versus leadership identities of physician leaderspound-sign
Journal of health organization and management, Jun 2016, vol. 30, no. 4, p. 711-728,
Quinn, J F; Perelli, Sheri
Excerpt from PubMed abstract  “Phenomenological interviews were performed with 25 physicians at three organizational levels with physicians affiliated or employed by four hospitals within one health care organization in the USA between August and September 2010”

Women physicians as healthcare leaders: a qualitative study.pound-sign
Journal of health organization and management, Jun 2016, vol. 30, no. 4, p. 648-665
Roth, V et al
A cost/benefit analysis of women taking leadership roles in healthcare

Leadership – how can we prepare for the unexpected?tick
Vyas, N
The Huffington Post, 23rd August 2016
A look at how mindfulness can be used by leaders to remain resilient in times of volatility, uncertainty, complexity and ambiguity.

Book: Mindful Leadership: A Guide for the Health Care Professions (Table of contents and sample chapter) tick
Johns, C (Christopher Johns is Professor of Nursing, University of Bedfordshire and Visiting Professor, Christ Church, Canterbury University, UK.)
Palgrave Macmillan
Book review in RCNi by Helen Barlow 

Mindful Leadership

Catch talented leaders early, says chief nurse119710687050730804piotr_halas_padlock.svg.hi
Nursing standard (Royal College of Nursing ), Jun 2016, vol. 30,
no. 43, p. 13
Commentary on gender imbalance at senior nurse level by Chief Nurse as found by report by job agency Ranstad Care(June 2016)
Assessing the lack of senior opportunities for women in nursing tick

A scoping review to understand “leadership” in interprofessional education and practicepound-sign
Journal of Interprofessional Care, 2016, vol./is. 30/4(408-415),
Brewer, M et al
Excerpt from PubMed abstract “This review indicates the need for a more critical examination of interprofessional leadership and the capabilities required to lead the changes required in both education and practice settings”

The effects on team emotions and team effectiveness of coaching in interprofessional health and social care teamspound-sign
Journal of Interprofessional Care, 2016, vol./is. 30/4(416-422),
Dimas, I et al
A study undertaken in Portugal which found “leader coaching and peer coaching have a positive effect on the level of team members’ satisfaction with the team”

Leveraging a faculty fellowship programme to develop leaders in interprofessional educationpound-sign
Journal of Interprofessional Care, 2016, vol./is. 30/4(520-522),
Robins, L et al
At an academic institution in the USA, a faculty fellowship scheme was set up and participants found that they “valued participating in a longitudinal programme where they could learn about and practice teaching and leadership skills”.

Shining the light on the dark side of medical leadership – a qualitative study in Australia119710687050730804piotr_halas_padlock.svg.hi
Leadership in health services , Jul 2016, vol. 29, no. 3, p. 313-330
Loh E et al
Excercpt from PubMed abstract : “Findings: Medical leaders had four key beliefs about the “dark side” as perceived through the eyes of their own past clinical experience and/or their clinical colleagues. These four beliefs or dimensions of the negative perception colloquially known as “the dark side” are the belief that they lack both managerial and clinical credibility, they have confused identities, they may be in conflict with clinicians, their clinical colleagues lack insight into the complexities of medical leadership and, as a result, doctors are actively discouraged from making the transition from clinical practice to medical leadership roles in the first place.”

The Nye Bevan Programme Evaluation Summarytick
The NHS Leadership Academy has  recently received an evaluation paper for the Nye Bevan programme, carried out by the Institute of Employment Studies in August 2016. As part of this it looked at the impact of the programme and featured a number of rich and informative case studies. As the paper is 177 pages in length, our communications team have pulled out key aspects into a manageable summary paper. An early version of this has been shared with LDP comms colleagues, with a final version to be sent out shortly.

Evaluation of the Mary Seacole leadership development programmetick
Report by OPM for the NHS Leadership Academy, September 2015 looking at what types of individuals took part in the programme and why?;  to what extent did the programme impact on the personal development of the participants?; to what extent did the programme enable the participants to implement improvement in their workplace? ; to what extent did the programme have a lasting impact on both the participants and their organisations?  and conclusion and recommendations.  NB Additional report of 6 personal stories of doing the development programme on request from Samia Fazil at the NHS Thames Valley and Wessex Leadership Academy : email Samia.Fazil@tvwleadershipacademy.nhs.uk 

Lessons in Leadership for Improvement: Kaiser Permanente’s Improvement Journey Over 10 Years.tick
Cambridge, Massachusetts
Available as free download from Institute for Healthcare Improvement; April 2016. (ihi.org registration required)

Accenture 2016 Consumer Survey on Patient Engagementtick
Excerpt from Infographic “Accenture commissioned a seven-country survey of 7,840 consumers ages 18+ to assess their attitudes toward health, the healthcare system, electronic health records, healthcare technology and their healthcare providers’ electronic capabilities. The online survey included consumers across seven countries: Australia (1013), Brazil (1006), England (1009), Norway (800), Saudi Arabia (852), Singapore (935) and the United States (2225)”

Interested in reading articles on unconscious bias ?  Click here ” Resources on unconscious bias ”  for a list of articles on this topic
The list is inclusive of links to PubMed abstracts which will further tell you if the full text is “open access”, or whether you need to contact your local health library for their assistance in obtaining the full text for you.

The Influence of Nurse Manager Leadership Style on Staff Nurse Work Engagement
J Nurs Adm. 2016 Aug 3pound-sign
Manning J
Survey of 441 staff nurses working in 3 acute care hospitals.
Excerpt from PubMed abstract:  RESULTS:Transactional and transformational leadership styles in nurse managers positively influenced staff nurse workengagement. Passive-avoidant leadership style in nurse managers negatively influenced staff nurse work engagement.CONCLUSIONS:Nurse managers who provide support and communication through transformational and transactional leadership styles can have a positive impact on staff nurse work engagement and ultimately improve organizationaloutcomes.

Current awareness update on mentoring (July 2016) tick
Taunton and Somerset NHS Foundation Trust  and Somerset Partnership, Library Services (Musgrove Park)

Report on the Buurtzorg Model of Health and Social Caretick
Health and Social Care Academy, 2016
A Dutch model of delivering care in the community which relies on administrative staff and nurse-coaches rather than managers.

Assessing potentialtick
A report published by Corporate Research Forum, March 2016 but recently made available.
Authors Chamorro-Premuzic T (Professor of Business Psychology, University College London and CEO of Hogan Assessments) and Pillans G (Research Director of Corporate Research Forum)
See also Executive Summary
and report from a meeting where the report was presented by the authors and discussed:
Assessing potential – from academic theories to practical realities, Meeting held at Plaisterers’ Hall, London, 09/03/2016