363ot adult nurses group notes 2014

#363OT

Uni professional Adult NursesPhillippa Seaward

week 1

Module start

• Quiz - In your teams, please use the Module Guide to complete the very short quiz.

• What is this module about?

363OT CW1 : 50% of the module mark

Write a 1500 word (+/- 10%) reflection on your involvement in both online and face-to-face interprofessional teams. You must complete the Leadership Framework self-assessment tool, attaching it as an appendix to your writing, and analyse your own leadership styles and behaviours. You are required to demonstrate the following learning outcomes, clearly evidencing understanding of relevant theory through critical evaluation, reflection and analysis.


Prepare a 2000 word management report, summarising your team’s service improvement proposal for senior management. You are required to demonstrate the following learning outcomes, clearly evidencing understanding of relevant theory through critical evaluation, reflection and analysis.

214NS 1500 words

SWOT analysis

• Used for considering internal strengths and weaknesses

• And external opportunities and threats

• Group activity – SWOT for being a Nurse in an inter-professional module

• 10 minutes

PEST analysis• PEST is about the

external factors which influence an entity

• Please do a short PEST analysis of the National Health Service

• What are the four or five key drivers influencing change in each criteria?

• 15 minutes

#363OT


week 2


Write a 1500 word (+/- 10%) reflection on your involvement in both online and face-to-face interprofessional teams. You must complete the Leadership Framework self-assessment tool, attaching it as an appendix to your writing, and analyse your own leadership styles and behaviours. You are required to demonstrate the following learning outcomes, clearly evidencing understanding of relevant theory through critical evaluation, reflection and analysis.

Teamworking – Tuckman 1965



214NS 1500 words

The Francis Report

• final report into the care provided by Mid Staffordshire NHS Foundation Trust

• concluded that patients were routinely neglected• Robert Francis QC made 18 recommendations for

the Trust and Government. Final report based on evidence from over 900 patients and families.

• http://www.youtube.com/watch?v=3fbYw8CRv_Y

Basic elements of care were neglected

• Calls for help to use the bathroom were ignored and patients were left lying in soiled sheeting and sitting on commodes for hours, often feeling ashamed and afraid.

• Patients were left unwashed, at times for up to a month. • Medicine was prescribed but not given• Food and drinks were left out of the reach of patients and many were forced

to rely on family members for help with feeding. • Staff failed to make basic observations and pain relief was provided late or in

some cases not at all. • Patients were discharged before appropriate, only to have to be re-admitted

shortly afterwards. • The standards of hygiene were at times awful, with families forced to remove

used bandages and dressings from public areas and clean toilets themselves for fear of catching infections.

• ‘Failure of the NHS at every level’

Consider your team projects

• In your group, describe the team projects likely to be analysed

• How do they relate to the Francis Report

• What can you do that will be different?

• How will you do this?• Be able to feedback in 15

minutes

In your group, find out more about• The Marmot Report• The Darzi Report• Equity & Excellence

2010 white paper• The Francis Report• Which one/s are

relevant to your own change projects?

• Create a poster in 15 minutes

#363OT


week 3


Write a 1500 word (+/- 10%) reflection on your involvement in both online and face-to-face interprofessional teams.

You must complete the Leadership Framework self-assessment tool, attaching it as an appendix to your writing, and analyse your own leadership styles and behaviours.

Learning Outcomes 2 and 5 in Module Guide

• 2. Discuss leadership and/or management theories and use of best evidence in the subject, to professional practice at department or team level

• 5. Consider the impact of management and leadership on interprofessional team work

• Is there a difference between Leadership and Management?

• What’s the difference?

What’s the difference between Leadership and Management?

• A manager administers, a leader innovates

• A manager maintains, a leader develops

• A manager focuses on systems and structure, a leader focuses on people

• A manager relies on control, a leader inspires trust

• A manager has their eye on the bottom line, a leader has an eye on the horizon

• A manager does things right, a leader does the right things

• (Mullins)

Do you see the difference in leadership and management

behaviour?The manager

RationalConsultingPersistentProblem solvingTough-mindedAnalyticalStructuredDeliberateAuthoritativeStabilising

The leader

VisionaryPassionateCreativeFlexibleInspiringInnovativeCourageousImaginativeExperimentalInitiates change

From the head

From the heart

Clinical leadership competency framework

• NHS Institute for Innovation and Improvement• Health & Social Care Bill 2011• From need to drive leadership capability in service

design and improvement• Embedding leadership awareness and capability for

clinicians• Built in concept of shared leadership• Incorporated into professional regulatory and

educational standards

1. Demonstrating Personal Qualities

2.Working With Others

3. Managing Services

4.Improving Services

5.Setting Direction

Other easy theories about Leadership for CW1 and CW2

Lewin – Autocratic, Democratic, Laissez Faire style

McGregor – Theory X or Theory Y outlook of management

Tannenbaum & Schmidt – continuum of autocratic and democratic styles

Contingency theory.

Goleman (2000) combine leadership styles for different situations.

Transformational Leadership – to be able to inspire and transform others into action, without authority (Kouzes & Posner 2007)

Kotter (1990) functional approach to leadership

Kellerman - followership

McGregors Theory X and Theory Y – management assumptions about how to motivate

Tannenbaum & Schmidt 1958

• Continuum of autocratic – democratic style• Tells – Sells – Consults – Joins• Read up about this in www.businessballs & Mullins p292• 3 ‘forces’ determine the best style to adopt

How to use this CLCF in CW1Reflect on ways in which the model applies to you and your colleagues in your SI team. How did everyone display the competencies?

Do the CLCF self assessment in Moodle. Notice what things you are good at. Try to use them in practice! Notice what things you need to improve on, and decide what you could do.

Which competency/ies did you actually try to improve on while working with your SI team? How did it go? An authentic reflection will be welcomed, as it’s unlikely that everything you tried worked well every time!

Team Tasks for today• Please discuss the

ways in which and the extent to which you can connect what you are doing in your interprofessional group work to the CLCF model

• How will you connect this with the other models of teamworking and leadership?

• What have you got now that you will discuss in your CW1 assignment?

#363OT


week 4



214NS 1500 words

Coursework 2

• Write as a proposal for senior management• Include tables, diagrams in the text or in

appendix.• Write in 3rd person• Submit online only

Coursework 2 structure

• Executive summary• Introduction• Analysis of the change needed• Plan of action and evaluation• Conclusion• References • Appendix if required

Beginning

• Executive summary – should indicate the actual contents of the report 200-250 words

• Introduction – explain the change you are proposing. Explain how this connects to any of the Francis Report, Darzi Report, Marmot Review or Equity and Excellence white paper, and any other key influences in PEST analysis

Main analysis

• Analysis of the change needed• Apply and use the management tools offered

in the module eg SWOT analysis, forcefield analysis, ishikawa diagram and many others depending on your change and choices.

Implementation

• Plan of action and evaluation – use change model/s to explain how you could make the change, Gantt chart or timing plan, may consider leadership style for implementation

• Evaluate – how will you know if it’s working or not?

• Conclusion – What can be seen as a result of all of this? why is this change important?

363ot adult nurses group notes 2014

Healthcare