learning event 2 20 th september 2013

Learning Event 2 20th September 2013

Redcar and Cleveland Public Health Team and Tees Valley Public Health

Shared Services

Leading Health and Wellbeing Programme

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Improving mental health and healthcare systems for communities and service users

Improving local Health and Well-being

SYSTEMS

IMPROVEMENTSkills & Knowledge

LEADERSHIPPersonal &

Organisational Development

TRANSFORMATIONAL H&W IMPROVEMENT

LEADERS

Develop exceptional leadership skills to drive improvement

Build whole system relationships

Understand & use improvement methodsAdapted from the ‘Leadership for Health Improvement

Programme’ in ‘Managing for Health’ 2007 Chapter 7. Hannaway, Hunter & Plsek

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– How do you prefer to learn? (what methods would you best

use?)

– What strengths/weaknesses do you bring to a learning situation?

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The Learning Cycleand Learning Styles

ActualExperience(Activist)

Testing Reflection

Out Observation(Pragmatist) (Reflector)

Conclusion(Theorist)

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– Action Learning– Game Simulations– Discussions– Job Rotation– Outdoor Activities– Role-Playing– Training Others

Activists - Methods

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– Action Learning– Discussions About Work Problems– Discussions in Small Groups– Group work with tasks where

learning is applied– Problem Solving workshops– Project Work

Pragmatists - Methods

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– Reading– E-Learning– Lectures / Presentations– Observing Role Plays– Self-Study

Reflectors - Methods

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– Analytical Reviewing– Exercises with a right answer– Listening to Lectures– Solo Exercises– Watching Videos– Self-Directed Learning

Theorists - Methods

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UK population type table

ISTJ

13.7%

ISFJ

12.7%

INFJ

1.7%

INTJ

1.4%

ISTP

6.4%

ISFP

6.1%

INFP

3.2%

INTP

2.4%

ESTP

5.8%

ESFP

8.7%

ENFP

6.3%

ENTP

2.8%

ESTJ

10.4%

ESFJ

12.6%

ENFJ

2.8%

ENTJ

2.9%

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http://www.nhsleadership.org.uk/workstreams-clinical-theleadershipframework.asp

Below the waterline lie the underlying beliefs, attitudes,

values, philosophies and taken-for-granted aspects

of workplace life: ‘why we do the things we do around here’.

Above the waterline lie the observable workplace behaviours, practices and discourse: this is ‘the way we do things round

here’.

THE ICEBERG MODEL

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Change is situational: new site, new boss, new team roles, new policy.

Transition is the psychological process people go through to come to terms with new situations

Change is Different from Transition

Change is external, transition is internal.

Bridges, W. (2003) Managing transitions: Making the most of change, 2nd ed London, Nicholas Brearley.

Unless transition occurs, change will not work

NEUTRAL ZONE

BEGINNING

ENDING

transition starts with an ending the neutral zone is the no-man’s-land between old reality and new transitions end with a new beginning

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Peter Fuda – From a Burning Platform to Burning Ambition

http://www.youtube.com/watch?v=Tfn6vD4yyC4

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Buddying or Learning Trios

Develop a habit for valuing diversity and different perspectives. We want you to become accustomed or strengthening your working across boundaries of geography, organisation, experience, and styles and also giving others the opportunity for doing so.

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Improvement Initiatives

Find colleagues you will be working with

Define a problem aligned to the Health and Wellbeing Strategy or your services business plan

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Lucy and Ethel Wrap Chocolates

Redcar and Cleveland Public Health Team and Tees Valley Public Health

Shared Services

Leading Health and Wellbeing Programme