Latest news – December 2017

Updated: How a training scheme could transform clinical leadership
Raza A, James L and Lee E
Health Service Journal, 12th Oct 2017

In practice report : Inter-professional student simulation to promote teamwork and leadership skills in undergraduate education in the UK
BMJ Open Quality
Solanki P, Foster A and Evans L
Dec 2017
Excerpt from abstract “the medical educational team at Princess Alexandra Hospital NHS Trust, a district general hospital in the UK, organised Inter-professional high-fidelity simulation afternoons involving medical, nursing and physician associate (PA) students. The aims of the sessions were to promote teamwork, communication and leadership skills among the students.”

…….coming in January 2018
10th edition of Issues and ethics in the helping professions
What’s New

  • This edition includes a greater focus on the themes common across all or most codes of ethics, as well as an increased emphasis on positive ethics rather than rule-based ethics.
  • The chapters on values and legal issues are extensively updated, incorporating feedback from leading scholars along with the latest research, to help students and practitioners navigate these rapidly changing and complex topic areas.
  • New content helps train practitioners to work in a digital culture by addressing legal and ethical issues created by technology, along with new and evolving professional competencies and training needs.
  • New, concrete examples enhance discussions of multicultural perspectives, diversity issues, and key social justice concepts.
  • Discussions of core ethical issues around boundaries and multiple relationships are updated, with new sections on appropriate boundaries outside the office and the inclusion of new literature dealing with sexual attraction.
  • The chapter on ethical issues in supervision is enhanced with new discussions of the role of the supervisor contract and of the concept of strict liability for supervisors.

When leaders are in the numerical majority or minority: Differential effects on problem-solving
Journal of Social Issues, forthcoming Jan 2018 – available for download 
Robin Martin (University of Manchester, UK), Geoff Thomas (University of Surrey, UK), Miles Hewstone (University of Oxford, UK), Antonis Gardikiotis (Aristotle University of Thessaloniki, Greece)
Excerpt from author’s abstract: “When the leader was supported by the majority, its solution was rated as more favorable by participants than when supported by either the leader or majority on its own. When the leader was supported by the minority, its solution was rated as either less favorable or equally favorable than when supported by the leader or minority on its own. However, when the leader was supported by the minority participants rated an alternative (better) solution that was not discussed by the leader, as more favorable. These findings indicate that leadership endorsement results in greater compliance to a majority-endorsed position but to more elaboration, and better decision-making, to a minority-endorsed position. The policy implications of this research for the role of leaders in team decision-making are discussed.”

Aspiring Chief Executives : supporting the leaders of tomorrow
November 2017
NHS Improvement, NHS Leadership Academy and NHS Providers.

A process evaluation of Leading Change, Adding Value: a framework for nursing, midwifery and care staff.
Edge Hill University, November 2017
This evaluation reports on the first year of the Leading Change, Adding Value framework for nursing, midwifery and care staff, (LCAV) and its implementation, thus far. Case studies have provided evidence to inform the translation of LCAV into practice by frontline staff. These case studies have illustrated optimal practice for addressing unwarranted variation aligned to the 10 Commitments. Twenty interviews with key stakeholders from across the health and social care sectors were undertaken. With a focus on leading everyday change, perceptions were gathered on how LCAV has been, and may be, used by frontline staff. Recommendations have been made on how to measure and explore LCAV becoming “business as usual” to meet the triple aim outcomes of improving outcomes, experience and better use of resources and support closing the three gaps, health and wellbeing, care and quality and funding and efficiency as outlined in the Five Year Forward View (FYFV), over the next two years.

Some assembly required: implementing new models of care Lessons from the new care models programme
The Health Foundation, November 2017
Key findings http://www.health.org.uk/publication/some-assembly-required 
Link to PDF   http://www.health.org.uk/sites/health/files/SomeAssemblyRequired.pdf
Excerpt from full text : “With the creation of new services across organisations, vanguard sites said investing in the development of staff with the right skills for these changes was crucial. This was necessary at all levels of the local systems and focused on aligning the efforts of staff with the aims of the vanguards. Approaches to leadership development varied – some sites used external courses while others created in-house, cohort-based leadership programmes. Sites considered this essential to the success of the new care models.

‘[This gave] everyone a shared sense of what our aims and objectives are, and autonomy and licence to achieve that. Within some limits, but [with] a huge amount of autonomy… I’m absolutely convinced it’s down to the leadership development and the cascading of that across the entire team.’ Medical consultant, MCP

New multidisciplinary teams were brought together in facilitated sessions to agree on their values, ways of working and to discuss what would help them operate more effectively as a team. Co-location of office space for multidisciplinary teams was a common request.

‘Having a little bit of power for themselves to change some things internally and think through how they were working maybe gave people a bit of confidence to think that they could work slightly differently.’ Medical lead, PACS

Many local leaders found creating clinical roles to enable new ways of working and new career opportunities was difficult to tackle at their level in the system, despite describing it as a key part of their work streams.

‘Workforce was a real tough area. I felt like I was wading through treacle… who holds the key to it all?’ Programme lead, EHCH

Are business schools fit for the future?
Professor Simon Collinson, Deputy Pro-Vice-Chancellor, University of Birmingham and Chair of the Chartered Association of Business Schools,
5th December 2017

Meeting the quality challenge Sharing examples of best practice from clinical leaders in Emergency Departments
Care Quality Commission, November 2017
….”we teamed up with senior staff including consultants, clinical leads, senior nursing staff and managers from leading emergency departments in 17 NHS acute trusts across England where we have identified good practice. The senior leaders attended a workshop in September 2017 to discuss the strategies and positive action that their trusts are using to meet the challenges of managing capacity and demand”

Review of determinants of national medical leadership development
Published online 18 November 2017.
Keijser W et al
Excerpt from abstract: “Full-text versions of 43 papers were studied, and a snowballing method was deployed. Data extraction included grounded theory coding, and synthesis of data was done iteratively during data clinics. Analysis of the seven included papers resulted in five discrete categories of determinants of and 10 distinct interventions relevant to national development of ML approaches.”

NHS England should work with local leaders and clinicians to explain accountable care
Blog post by Chris Ham, Chief Executive of The King’s Fund
Dec 15th 2017
Excerpt from blog “Claims that the growing interest in accountable care organisations and systems is undermining the NHS are ill founded at best and misleading at worst. These claims are at the heart of two legal challenges to NHS England’s draft contract for accountable care organisations. The contract has been presented by the government’s critics – who include Stephen Hawking, the theoretical physicist and author – as opening the door to greater private sector involvement in the NHS. For the reasons set out below, this seems highly unlikely.”

NHS workforce Race Equality Standard 2017 Data Analysis Report for NHS Trusts
And 
News : NHS welcomes “important improvements” for race equality in health service workforce
Excerpt from news release on 13th Dec 2017: “The audit provides a comprehensive assessment of the experience of NHS employees from black and minority ethnic (BME) backgrounds, including whether or not they have equal access to career opportunities and receive fair treatment at work. The 2017 Workforce Race Equality Standard (WRES) shows that an increasing proportion of senior nursing and midwifery posts is being filled by people from BME backgrounds, and that there has been a rise in senior BME leaders. The report confirms that an increasing number of trusts has more than one board member from a BME background, with 25 trusts being represented at board level by three or more people from BME communities. However, the WRES demonstrates areas where the NHS needs to make further progress. Despite significant improvements in board and senior management representation, the overall number of BME background leadership positions is still not proportionate to the number of BME workers at other levels in the organisation.”

Diversity and inclusion partners programme 2018/19
The programme supports participating trusts to progress and develop their equality performance over a period of 12 months, and is closely aligned to the Equality Delivery System (EDS2).  Applications opened on Monday 4 December 2017 and will close on Friday 9 February 2018. Due to the high demand for places on the programme, the number of applications accepted for selection to the programme will be capped at 50, and we will accept applications on a first come first served basis. Application forms and related guidance, together with more information on the partners programme can be found on the diversity and inclusion partners web pages.

Clinical leadership in paramedic services: a narrative synthesis 
International Journal of Health Governance, 2017, Vol. 22 Issue: 4, pp.251-268
O’Meara, P et al 
Hospital cultural competency as a systematic organizational intervention: Key findings from the national center for healthcare leadership diversity demonstration project
Health Care Management Review: January/March 2018 – Volume 43 – Issue 1 – p 30–41
Weech-Maldonado, R et al

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