Archive
Every System Delivers Exactly the Results it is Designed to Give
A One Day Workshop for Clinical Directors; Senior and Middle Managers; Front Line Clinicians; Commissioners and improvement Consultants Facilitators to support delivery of world class NHS services enabled by world class commissioning.
Tuesday March 23rd 2010; Walton’s Hotel, Nottingham.
Negotiated Relationships at Work
This workshop offers a unique opportunity for busy professional people to review the key steps to rapidly building (or repairing!) workplace relationships. This is such a practical, common-sense workshop you will be able to study the techniques one day and watch them achieve results for you at work the VERY next day.
Workshop will take place on 5th October 2009 in Nottingham
Transforming Services needs Transformation of Leadership
To understand the organisational development blueprint necessary to enable successful service transformation. The balanced scorecard of approaches required to successfully manage services and lead successful change.
This interactive workshop is for leaders, service managers at all levels in the NHS and Local Government (commissioners or providers) who want to understand how to deliver successful service transformation.
Monday July 13th 2009 – Nottingham
Healthcare Cultures
This interactive workshop is for service managers, clinical leaders at all levels who want to understand how to develop their local cultures to enable delivery of the Next Stage Review and excellent patient care.
One-day workshop: Wednesday 25th September.
Interactive Workshops on Health Economics
Want to do an economic appraisal of your service but don’t know how to begin? Want to commission improved services for patients and increase value for NHS? Tripped up by economic jargon?
One-day workshop: Tuesday 16th September 2008 or Thursday 24th September 2008. (Book early to secure a place on your preferred date.)
To err is human
That is a fact. This is mainly due the way we process information in our minds. We can only cope with a certain level of information and so to help with this our minds do 1 of three things – Generalise, Distort and Delete. For example:
We grow to know that a chair is a chair despite there being lots of shapes sizes, colours etc. – this is how we generalise, we don’t have to labour in thinking about it.
We sometimes get a bad reaction from something we say to someone and don’t understand why they are offended – this is because they distort the message by reading things into it based on the beliefs and past experiences.
How often have you taken a regular car journey and arrive not having remembered some of it! when we become familiar with a situation or just expect it to be a certain way we delete information and ‘see what we expect to see’ – even if this is not how the situation is.
Imagine all this deleting, generalising and distorting happening in the field of our work? If our work processes are designed for vigilance and accepting to err is human then we can minimise the risk for potential error that may arise then we should not create too many errors. However, if it isn’t then this is a recipe for disaster and is ‘an accident waiting to happen’.
To cope with this human error factor, then we must design our work processes for Reliability.
Getting to Grips with Negotiating
An opportunity to enhance technical knowledge with practical skills
To meet the challenges of the new commissioning agenda, learn and practice the 10 Key Steps of Negotiation used by successful negotiators in all kinds of organisations and in all kinds of situations.
Day 1 – Tuesday September 9th 2008
Day 2 – Wednesday November 12th 2008
What is Reliability?
‘Reliability depends on the lack of unwanted, unanticipated and unexplainable variance in performance’
- Eric Hollnagel, 1993 p51
‘The major determinant of reliability in an organisation is not how greatly it values reliability or safety per se over other organisational values, but rather how greatly it disvalues the mis-specification, misestimation and misunderstanding of things; All else being equal, the more things that more members of an organisation care about mis-specifying, misestimating or misunderstanding, the higher the level of reliability that organisation can hope to attain’
- Paul Schulman 1997, Diablo Canyon Power Plant
Examples of High Reliability Organisations
Nuclear power generation plants
Naval Aircraft Carriers
Chemical production plants
Air traffic control systems
Incident control teams
Wildland firefighting crews
Hospital intensive care units
Investment banks
Off-shore drilling rigs
The Basic Message
‘Mindful updating is facilitated by processes that focus on failures and simplifications, operations, resilience and expertise’ – the 5 key principles of Reliability
Karl Weick/ Kathleen Sutcliffe, Managing the Unexpected 2006
In March 2006, Angie Nisbet and Sarbjit Purewal, then members of the new Modernisation Agency produced a self assessment tool to help organisations undertake an indicative assessment through a number of questions for discussion based on Karl Weick’s five key organisational operating principles required to create an organisational infrastructure for reliability. These are in more detail:
- Preoccupation with failure –all potential problems or errors identified/analysed
- Reluctance to Simplify Interpretations-nothing taken for granted. Checks happen in multiple ways.
- Sensitivity to operations – all observe ops, have continuous communication
- Commitment to resilience- the ability/agility to respond to the unexpected.
- Deference to expertise – decisions are made away from formal authority toward expertise and experience
A ‘balanced scorecard’ for Reliability based on these key operating principles was developed along with a series of self assessment questions to enable organisations to give themselves an indicative reliability score and identify areas for improvement. This self assessment will be available shortly through Care By Design. To find out more contact us.