Overcoming Selective Blindness Improving Services from the Bedside to the Boardroom and Beyond
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Chicago
Austin Macauley Publishers
2023
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| Online-Zugang: | DE-2070s |
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Inhaltsangabe:
- Intro
- Title Page
- About the Author
- Dedication
- Copyright Information ©
- Acknowledgement
- Chapter 1 Why Is This Book Needed?
- The Need to Support Inexperience:
- The Need to Transfer Specialist Knowledge:
- The Need to Increase one's Sphere of Influence:
- The Need to Translate Organisational Learning:
- The Need to 'Feel the Fear and Do It Anyway':
- The Need to Identify the Correct Solution to a Problem:
- The Need to Recognise the Widespread Existence of Blind Spots:
- The Need to Recognise How Assurance Drives Improvement:
- The Need for Practical Help Now:
- Chapter 2 Characteristics of 'High Performing' Organisations
- Subliminal Messages
- Responding to the Unexpected
- Leadership Culture
- Clear Governance Arrangements
- Chapter 3 Characteristics of 'Struggling' Organisations
- Challenge and Denial
- Isolation
- No Clear Strategic Narrative
- Ineffective Performance Management
- Chapter 4 Assessing an Organisation's Potential for Improvement
- Is there evidence of an absolute focus on both urgent and important priorities?
- Is there evidence of effective engagement and understanding of improvement priorities?
- Is there an explicit recognition and a commitment to addressing the systemic causes of variation?
- Is there a compelling strategic narrative that describes a path to success?
- Chapter 5 An Effective Framework for Assuring Improvement
- Can these key elements only be applied strategically?
- Chapter 6 SMART 'Plus' Action/Improvement Plans
- Painting By Numbers or Producing an Original?
- Aspiring to Producing a Copy of a Masterpiece?
- Aiming to Create Something Original and Authentic?
- The Limitations of Historical Plans:
- The Potential of a SMART 'Plus' plan:
- Challenges Posed by Administration:
- What Is Required for the Development of a Robust Plan?
- The Case for Less Haste More Speed:
- The Necessity for Distinguishing Between Observations, Experiences and Root Causes:
- How to Strengthen Reporting of Progress?
- Chapter 7 Root-Cause-Analysis (RCA)
- How Is Root-cause Analysis Used Effectively Across the NHS?
- Why are Root-causes of Variation Not Routinely Captured in Improvement Plans?
- What Exactly Is a Root-cause?
- The Risks and Limitations of Undertaking a RCA Singlehandedly:
- The Benefits of Undertaking a RCA Collectively:
- The Importance of Realising That the Same Problem Can Be a Result of Differing Causes:
- The Potential Root-cause Have in Addressing Selective Blindness:
- Chapter 8 Developing Internal Independence
- The Challenges of Helping and Supporting an Executive Lead:
- Accepting the Need to Develop Independence:
- Opportunities for Viewing Constructive Conflict Positively:
- Opportunities for Ensuring Robust Evidence Underpins Judgements:
- Opportunities for Strengthening Organisational Assurance Processes:
- Do We Realistically Have the Luxury of Time Available to Do These Things?
- Will It Be Worth It?
- Chapter 9 Seven Steps to Operational Assurance
- What are the Limitations of a Traditional RAG Rating?
- What Do Each of the Seven Levels Specifically Represent?
- How Does Using This Seven-step Framework Help to Drive Improvement?
- Chapter 10 Defining Strategic Assurance Levels
- What Is Assurance Industry Best Practice?
- What Is Regulatory Assurance Best Practice?
- What Can We Learn from the Language Used By External Auditors?
- What are the Levels of Strategic Assurance?
- What Do Detailed Definitions of Assurance Need to Include?
- What Is the Significance of the Definition of 'No Assurance?'
- What Is the Significance of the Definition of 'Partial Assurance - with Improvements Required'?
- What Is the Significance of the Definition of 'Significant Assurance - with Minor Improvement Opportunities'?
- What Is the Significance of the Definition of 'Full Assurance'?
- Supporting the Work of Assurance Sub-Committees:
- Chapter 11 Effective Committee Working
- What Is a Board Sub-committee There to Do and How Does It Do This?
- What Prevents Sub-committees from Being Effective and How Can These Issues Be Addressed?
- Chapter 12 Eradicating Selective Blindness Across the NHS.