Resources

1121 resources

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  1. 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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  2. Creativity tools are tried and tested ways of coming up with new solutions and perspectives to an issue, problem or improvement activity. This overview will help you consider when and how to use them.

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  3. This tool helps people move away from focusing purely on the current reality and can help stretch people's thinking to come up with potential solutions, especially when you sense people are reluctant to set ambitious improvement goals.

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  4. This approach describes some simple techniques to reignite interest and maintain commitment in your project.

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  5. We recommend you read this before selecting approaches designed to help you understand some of the aspects of change and help you to manage successful transition and service improvement efforts.

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  6. These tools help you to identify everyone who needs to be involved and assess how much time and resource to give to maintaining their involvement and commitment.

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  7. The spaghetti diagram is a tool to help establish the optimum layout for a department or ward. Its use exposes inefficient layouts and identifies unnecessary distances between key steps.

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  8. Reducing and managing variation enables systems to become more predictable and easier to manage so allowing improvements. This guide identifies how to do this with a series of tools.

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  9. Six Thinking Hats® is a simple yet powerful tool created by Edward De Bono based on a principle of parallel thinking: everyone thinking in the same direction, from the same perspective, at the same time.

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  10. An extension of the simple rules tool. Provocations can help you unlock thinking and identify new ideas for any situation where you perceive a need for some fresh thinking.

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  11. An approach to help you identify and articulate clear, focused goals with clinical leadership and to help you think about how you can communicate the potential outcomes of your project to others.

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  12. This tool helps you identify, and then break some of the thinking that maintains the status quo - preventing you from moving forward and improving

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  13. This model provides a structure and method to develop effective measures in practice and was designed to complement the Model for Improvement and PDSA cycle.

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  14. A way to help you identify the true strength of the relationship between the cause and effect of two variables and factors before making changes in practice

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  15. An easy to use, structured form of communication that enables information to be transferred accurately between individuals.

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