Resources

1120 resources

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  1. 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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  2. 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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  3. 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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  4. Guidance on engaging senior clinical leaders to enable successful and lasting improvement.

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  5. This guide helps you understand the demand and capacity of a system and what you can do if there is a mismatch between them that has resulted in a backlog.

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  6. The communication matrix is a tool to help you proactively plan communications on a project.

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  7. If you know what level of support you need from each of your stakeholders, you know where to direct your energy. This tool helps you identify which things will really make a difference to your project as well as identifying allies who may be able to offer valuable support

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  8. A simple form to systematically gather and analyse data to show how frequently something occurs; in effect a simple tally sheet

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  9. Cause and effect analysis helps you to think through the causes of a problem (including possible root causes), then structure and group them appropriately to help you move forward.

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  10. A straightforward brainstorming technique which can help you to identify and plan for obstacles

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  11. Stick to the key rules of brainstorming, incorporating some of the other creativity tools to generate lots of new ideas

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  12. This tool helps you to understand processes around paperwork and information flows, identifying hidden bottlenecks in processes that run parallel to the main patient journey processes.

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  13. An approach to identify the most important limiting factor (i.e. constraint) that prevents any system or process from meeting its goal and then systematically improving that constraint until it is no longer the limiting factor.

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  14. By focusing on benefits realisation planning, you can track whether intended benefits have been realised and sustained after the end of the change or improvement project.

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  15. You can use the balanced scorecard to clarify your team's vision and strategy for improvement, turning them into clear objectives and measures

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