Resources

779 resources

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  1. Organisational change can substantially impact on employees' sense of freedom and ability to contribute. It is important therefore to be aware of the approaches promoting empowerment of individuals in your team and how these can be integrated into the change process.

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  2. These diagrams are a simple way to show how an overall improvement goal can be broken down into its underpinning drivers and projects. As a logic tool they allow you to communicate your improvement strategy and support the development of a measurement framework to monitor progress.

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  3. An approach to help you to understand and respond to people's feelings when confronted by organisational change. In this zone people are most likely to change and learn how to do things differently

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  4. This guide to better discharge planning can help reduce length of stay and ensure patients are ready to leave hospital, thereby reducing unnecessary readmissions

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  5. This is a comprehensive collection of proven quality, service improvement and redesign tools, theories and techniques that can be applied to a wide variety of situations. You can search the collection alphabetically for a specific tool or browse groups of tools using one of four categories.

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  6. This overview introduces the key concepts of demand and capacity

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  7. We recommend you first read this overview of stakeholder tools as it will help you understand which ones to use when in order to best involve key groups and understand and act on their perspectives.

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  8. An introduction to what leadership is and its importance in increasing quality and patient/ service user experience at lower cost.

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  9. A nine-dimensioned framework of the key characteristics, attitudes and behaviours expected of leaders in the NHS now and in the future.

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  10. A model derived from research from the NHS which examined the knowledge, skills and capabilities that leaders need to achieve relevant and sustainable improvements.

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  11. A vision will tell people why they should invest time and effort into your project. This covers the key characteristics of visions and when and how to use it.

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  12. A tool to help individual departments, services or organisations to ensure that their own priorities are supporting wider aims.

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  13. Otherwise known as a u-model this is for transforming mindsets to create sustainable change by modifying practice to improve outcomes.

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  14. This tool sets out four dimensions for supporting leaders to influence others: role modelling, understanding and conviction, skills required for change and reinforcement mechanisms.

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  15. This is a diagnostic tool that has been developed to support health and care leaders to identify strengths and weaknesses in their implementation plans and so predict the likelihood of sustainability for their improvement initiatives.

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