I'm engaging in outstanding discussions with leaders of change in health & care from across the globe at #Quality2024. A big theme is how relationships & relatedness are increasingly becoming the primary focus of change methodologies. Read this blog from @NENC_NHS on how a theory of change was co-created with its learning & improvement community, based on building relationships for change across a big system: boost.org.uk/building-a-theo…. Thank you @annielaverty & @SHamiltonCPFT for your leadership. PS: follow the International Forum on Quality & Safety in Healthcare at #Quality2024.

I'm at #Quality2024 live, listening to @AmyCEdmondson talking about principles from her book “The Right Kind of Wrong – The Science of Failing Well”. Amy differentiates three kinds of failures in organisations: 1) Basic failures: caused by carelessness or ignorance 2) Complex failures: caused by a combination of multiple systemic factors, none of which would have caused failure on its own 3) Intelligent failures (the most productive kind): where organisations/teams test new ideas, at small scale to learn & develop. Graphic from @tnvora: lnkd.in/eJkXxNTS Here's another article on Amy's book that focuses on psychological safety & risk taking: lnkd.in/eqS3P2bM Via @HBSWK

#Quality2024 Simple rules: a set of simple rules leads to intelligent behaviour in complex systems (Michael Dubakov) 🙌 @TheIHI @BMJ_Qual_Saf @HelenBevan @goranhenriks

Impostor phenomenon (IP) can fuel stress & burnout, plaguing individuals with self-doubt & fear of being exposed as 'frauds.' Find out about IP amongst the healthcare simulation community. ijohs.com/article/doi/10.545… #ImpostorPhenomenon #impostorsyndrome

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Today @WarwickBSchool & @HorizonsNHS are hosting the first of two roundtables with NHS leaders on "how we can define and demonstrate (financial) value from improvement activity in the NHS". In many NHS organisations, there's a gap between the indicators used to gauge value in operational delivery & the metrics of quality improvement. We hope this thinking can help fill that gap #LeadingQI

📣 Join us on MS Teams @LothianLeader event for Sept. @JonAntrobus will be sharing his experiences from @NASA 🚀 as part of his Fellowship @SQSFellowship. All @NHS_Lothian staff welcome. Your hosts will be Sara & @SusanSloan08 Bring 🥙

Our next Leadership Network is one not to be missed! Come join us please on Aug22 at 1230! @hannahcairns7 @Simongasman @SusanSloan08 @janisbutlerHRD @dawnlehmann @amanda_langsley @ArthurCalum @mctavishaitken

One thing I've learnt over the years is that it's usually a good idea to have a plan for change. The plan gathers people and shows the way. But lasting change is inherently emergent so don’t expect the change to exactly match the plan. The plan needs to be just “good enough” at the start, allowing room for tensions, uncertainties, and learning. Graphic by @lizandmollie

Too often when we think about "organisational design", we rush into drawing new operating models & org charts. Yet there are multiple aspects we should think about first: the ideological, strategic and emotional components of redesign, not just the structural. Here's a brilliant resource list to help us think differently about org design from @EmRoseBaz: emrosebaz.medium.com/a-regen…. Graphic: @voinonen

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A philosophy that's served me well over the years is "always assume that other people are acting with a positive intent". That's why Hanlon's Razor is such a useful mental model. It states "never attribute to malice that which can be adequately explained by neglect." Other versions replace "neglect" with "stupidity". It helps us see the world in a more positive light, stops negative assumptions and improves relationships: fs.blog/mental-model-hanlons… By @farnamstreet' Graphic: Matthew Cook.

Brilliant blog on the importance of measurement & interpreting data to create an ongoing culture of improvement. Four key lessons: 1) Deciding where to make the first intervention in system-wide improvement is a key decision that involves many potential trade-offs 2) Similarly deciding on the "right" initial measures/metrics for improvement requires a high degree of thought and reflection, 3) It's fine to change the metrics as we progress and learn 4) Focus improvement effort on our key strategic priorities Based on lessons from the NHS-VMI improvement partnership: bit.ly/3PI3xmY By @DrNicolaBurgess @WarwickBSchool Graphic: @TNVora #LeadingQI

Like Edinburgh and the Lothians? Come be my boss! An exciting time in infection medicine - joint ID and micro job apply.jobs.scot.nhs.uk/Job/J…

NHS Lothian Peer Mentoring Programme has training webinars coming up ! Sign up to start your mentoring journey.

So pleased we have 100 people signed up to our Basic Needs At Work demo in July & can confirm @DrJoDaniels will be present. Together, with Jo's Research & my blend of QI we hope to inspire people to focus on basic needs at work @NeedsAtWork Event details: buff.ly/3NhGVqP

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The official opening of the new and improved Junior Doctors mess at WGH today in Pentland Lodge. Thank you to all who made it happen especially our Chief Registrars and @NHSLothianMedEd team

“The psychological safety pizza” has been shared lots. How many slices do you have in the workplace? Are you able to be honest, raise concerns & open up? Based on the work by the wonderful @AmyCEdmondson