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Section 5 DFPH - Coggle Diagram

- - - - barriers to creatitivty
        
        group think
        
        jaded thinking - burnout or no change seen
        
        good example of change made - NHS Ayrshire and Arran XH hospital
        
        failing A + E
        
        only way was up
        
        recruited young consultants who wanted to make change - were allowed to.
        
        1 more item...
        
        uncertainty
        
        auditing is mandated
        
        forces your hand to think about what needs to be changed
        
        motivation to do this - learning experience
        
        if it something that is unpopular or political - someone might swerve away
        
        protected time needed -
        
        what staff groups are allowed to attend innovative teaching, learning and
        
        group output is more defensible and less individual
        
        consultants can go beyond guideline
        
        more local medical schools
        
        local people attend
        
        apply to stay in trust
        
        motivated to make change as affects their own local community
- - - - EISENHOWER BOX
- - - - 1234
        
        1 seperate people from the problem
        
        2 focus on interests, not positions
        
        what is the portfolio of interest for politician X
        
        3 invent options for mutual gain
        
        4 insist on objective criteria
        
        having a measurable outcome
        
        Key performance indicators
        
        SMART objective
- - - - 1 Boss man (legitimate)
      - 2 Good man - reward
      - 3 ban man: coercive
      - 4 wise man. expert
      - 5 best man: referent
  - - - customs based
    - - personal qualities
        
        don't nec
    - - eg CMO - who can sign off a decision
- - - - reading recommendation - WHO MOVED MY CHEESE?
        
        compassionate leadership
        
        moving away from fear based leadership
        
        approachability, modelling vulnerability, supported by king's fund.
    - - 3 styles of management
        
        1 manage by objectives, not the process
        
        not micromanaging how you get there. Outcome is the goal.
        
        delegate the power to the individual about how they do it
        
        manage by SMART
        
        manager sets smart objective
        
        this is a feedback model. non confrontational
        
        specific, measured, actionable, reasonable, time bound
        
        the person has to set their own SMART objective
        
        can criticise specifics within the SMART system.
        
        cycle of reflection as well as objective
        
        MBWA Manage by wandering arround. Listening style. more of a leadership style.
        
        being visible
        
        spending time on shop floor
        
        talking to people
        
        opportunistic
        
        visible and intentional
        
        office hours / doing visits
        
        more democratic
        
        gets many perspectives
        
        not reactively appearing on shop floor - always or regularly there so people know who you are. this is a leadership style rather than management style
        
        less of a shock when someone comes only for a problem
        
        challenging in remote working