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NHS Improvement appoints first exec nursing director


There is perhaps a way at floor level of overcoming interfering politics and Jeremy Hunt, and false improvement - where proven, but if right it is not in a traditional sense of resistance, it is at its best disruptive in a progressive way. Below are some ideas for thought only: 1. Understand the forums used to sell potentially false government products are potentially in part a form of government/CEO propaganda and ego creation all mixed in one - it is the first premise to determine whether true empowerment (understand your CEOs are not superman). 2. Can such empowerment be used to regularly overload QI Depts and limiting fixed variables with other relevant variables, for example with understanding of human freewill to inappropriate measurements & keep doing it. Also query expense of QI Depts where expanding at cost of staffing numbers, there maybe evidence that lean for example is notorious for ever increasing QI Depts and expense, where appropriate monitor NHS improvements as an example of this. In fact an NHS Improvement dept is not arguably cost saving thus one big criticism to start with. 3. Question where appropriate report incidents in team agreement with an understanding where appropriate of your environment/ setting and not simply human behaviour - risks and incidence are not necessarily defined by process performing. 4. Understand the sources of the method to perhaps debate the contradictions. but also for example keep putting forward how waste could be opposite and concepts to be provided to everyone such as Gemba, standing in circles and Kaizen. An analogy would be giving management tools to everyone - watch to see if it makes them uneasy. 5. Don't get lulled in to arguments of widgets and car factories, even though you might be right, they potentially love this one. Remember though even car corporations get cars sent back due to faults in the first place, but yes you and everyone aren't cars even though the comparisons maybe good. 6. If good put forward repeatedly only where appropriate the need to ascertain connection between task overload and measurements with retention and high turnover rates. Is there a connection? 7. Put forward where appropriate well-being concerns such would this be introducing OCD like presentations, stress and such where there is over reliance on measurements - how would this effect family well-being? 8. Look to other countries like America and Canada to see what has occurred. - Union movements against similar government initiatives. 9. Where stop watched understand the importance of right pace and not attempting faster and faster - don't eradicate or inappropriately be detrimental to your team members where time and not quality is put forward. 10. Measure your tasks against your ability to take quality breaks, we can see this weakness in recent reports of staff being pushed to work longer hours and more days where lean has been put forward. Also if management are terming quality patient time strictly in time of other tasks, question if this is thus by proxy direct measurement of time spent with patients. Love the intellectual right and thoughts only of a rusty old hedge wizard.

Posted date

13 February, 2016

Posted time

12:06 pm