Co-creating Cultures of Care: The Leadership Role of the SAS Doctor

Transcription

1 Co-creating Cultures of Care: The Leadership Role of the SAS Doctor Mrs Jenny Cowpe, Co-Director, Keele Clinical Leadership Academy Dr Katherine Birch, Senior Academic Quality Advisor, Liverpool Hope University & Associate, Keele Clinical Leadership Academy

2 Why this title? The NHS today: focus on clinical quality and safety post Mid Staffordshire (Francis Inquiry), the Keogh Review & the Berwick Report Emphasis on cultures, values, behaviours, learning and improvement Significant challenges facing health & social care Major role for clinical staff

3 Doctors as Leaders. GMC Royal Colleges / Faculty of Medical Leadership & Management Concept of Shared Leadership

4 GMC on Leadership Being a good doctor means more than simply being a good clinician. Every day, doctors provide leadership to their colleagues, and vision for the organisations in which they work and to the profession as a whole. some doctors are formal leaders who are accountable for the performance of their team, department or organisation. But we think that the responsibility for identifying problems, solving them and implementing the appropriate action is shared by the team as a whole. This is what we mean by shared leadership.

5 Faculty of Medical Leadership & Management responsibility for leadership is not restricted to those with designated leadership roles but can come from anyone, at any level within the organisation, at any time. Leadership then becomes a shared responsibility and is focused on the achievements of the team, not just the individual.

6 No More Heroes : The Concept of Shared Leadership The NHS needs people to think of themselves as leaders, not because they are personally exceptional, senior or inspirational to others, but because they can see what needs doing and can work with others to do it Kings Fund (2011) The Future of Management and Leadership in the NHS: No More Heroes.

7 Builds on Lord Darzi s Concept of Doctors as: Practitioners Partners Leaders

8 A Note on Culture. Culture is the values, beliefs and assumptions which underpin our behaviours and actions Culture is not genetically inherited but is learned and shared by members of a group or society Don Berwick in the end, culture will trump rules, standards and control strategies every single time and achieving a vastly safer NHS will depend far more on major cultural change than on a new regulatory regime (2013)

9 4 principles. Place quality of patient care, especially patient safety, above all other ends Engage, empower and hear patients and carers at all times Foster wholeheartedly the growth and development of all staff, including their ability and support to improve the processes in which they work Embrace transparency unequivocally and everywhere in the service of accountability, trust and the growth of knowledge

10 Mindsets & Emotions Behaviours Co-creating Cultures of Care.. Personal Values Focus on Achievement and Success Work Together, Better Really Understand Quality & Improve It

11 Personal Values Values (care, compassion, courage, genuine concern, commitment) Behaviours (Role Modelling) Mindsets & Emotions Mindsets & Emotions (active intervention to shape and improve care quality / positivity) Behaviours (Personal and Role Modelling)

12 Focus on Achievement and Success Creating a positive energy to engage others & focusing on achievement Positivity builds engagement (West 2013) Really Understand Service Quality & Improve It Proactively seek out intelligence about patient s experiences of care, service delivery and outcomes (curiosity, challenge, improve). Be skilled in quality improvement Work Together, Better Promote a team ethos and show genuine concern for colleagues

13 Mindsets & Emotions Behaviours Co-creating Cultures of Care.. Personal Values Focus on Achievement and Success Work Together, Better Really Understand Quality & Improve It

14 Co-creation: Where Do We Fit In? Simple Values (care, compassion, courage, genuine concern, commitment) Mindsets & Emotions (active intervention to shape and improve care quality / positivity) Behaviours (Understanding of self, personal behaviours, role modelling) Proactively seeking out intelligence about patient s experiences of care and outcomes (curiosity, challenge, improve)

15 Co-creation: Where Do We Fit In? 2 Promote a team ethos and show genuine concern for colleagues (collaborate don t undermine) Create a positive energy to engage others. Focus on achievement & success (lead not blame, look for answers and not to give excuses)

16 What Now? You are in a position to influence values & lead Create positive energy Show care and compassion, not only for patients but also to colleagues (behaviours) Open dialogue, question and challenge Seek opportunities to engage others to improve services DO SOMETHING! (Graeme Catto 2013)

17 The only conceivably worthy honour due to those harmed is to make changes that will save other people and other places from similar harm (A Promise to Learn; A Commitment to Act Berwick 2013)