NSFT_QI

Have a good idea for change/improvement? If you take a business case to senior leaders (requesting funding & an organisation-wide approach) you're more likely to activate resistance than to win over a majority. More effective is to identify people already enthusiastic about the idea and work with them to create/test changes: hbr.org/2023/05/to-implement… By @Digitaltonto

If we want continuous improvement, we have to build an "improvement infrastructure": improvement routines & practices embedded into the everyday practice of our leaders & teams. More learning from the NHS-VMI partnership from @DrNicolaBurgess: bit.ly/3Zb2a1V #LeadingQI

The Gamestorming website from @davegray & co is a fantastic source of (free) resources for facilitators & leaders of change. It offers "games" to help you break down barriers, communicate better & generate new ideas, insights & strategies: gamestorming.com/ TY @Visual_Coach

"Change is an emotion not a list". To motivate & mobilise people for change, we must connect with emotions, through values. We have to elevate the socio-behavioural aspects of change/improvement to sit alongside the process-technical if we want sustainable results. TY @gapingvoid

If we want to transform systems, we must become pattern learners. Changing processes & structures is insufficient. We should pay attention to the everyday patterns, behaviours, relationships & interactions underlying all parts of systems: griffith.edu.au/__data/asset… By @YunusGriffith

We can't move forward with real, profound change unless we create "space". We need "space" for reflection, re-design, & new forms of emergence. The press of "urgent" sometimes seems to prevent the insight necessary for leading real change. Wisdom: Paul Batalden; Art: @newhappyco

A mental model is a thought process about how things work in the real world. So much of successful change is about learning/relearning which makes it very helpful to think through how we can best support ourselves & others to learn & grow: medium.com/better-humans/10-… TY @scotthyoung

Mid-level leaders ("middle managers") are likely to be the people playing a critical role in keeping our organisations going right now. Let's celebrate the outstanding contribution they are making: ft.com/content/a1740fb3-bd69… Via @FT Graphic @AbhijitBhaduri

In the field of implementation science, there's lots of research on technical strategies & rational choices but little on the critical role of trusting relationships in enabling change to happen. So it's great to see this article by @allisonjmetz et al: frontiersin.org/articles/10.…

When organisations start change/improvement initiatives, they often over-focus on the relationship of change approach & performance, & under-focus on the connection with the emotional experience of participants. Time to redress the balance: qualitysafety.bmj.com/conten… Via @TheQI_guy

The World Health Organisation @WHO has created a Quality Toolkit. It’s organised its existing resources into categories for those working for quality improvement at national, district, facility &/or community level: buff.ly/3I0JxX3 Thanks @drmarionlynch ⁦@THETlinks⁩

New paper: "From spreading to embedding innovation in health care: Implications for theory & practice". Says prevailing top down/bottom up approaches lead to shallow spread & pilotitis. Need to focus on learning, adapting & institutionalising: journals.lww.com/hcmrjournal… TY @karas01