Gaining front-line and clinical engagement for change

Submitted by Hugo_Minney on Mon, 01/19/2009 - 21:40

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Many grand plans for service improvement have been brought to a stuttering halt because the right staff, the staff who have to implement the proposed change, weren't involved at the right time.
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Front-line staff, the ones doing the work everyday, are the ones who know what will work and what won't. Perhaps more importantly in public service, front-line staff are the ones who will (or won't) make it work - they will exercise their professional autonomy and if they can't see a good reason, the change won't happen. It's vital to listen and understand what will/ won't work and what can/ can't be implemented. Many a service improvement initiative has foundered on this important principle.
The difficulty is, there are many theories around how to engage clinicians (in the Health Service),and front-line practitioners, together with their managers, but far too many of these theories work for the author and not for anyone else. Some haven't even been tried; they are just theories.
This section draws together our own experience of projects that have positively worked to engage staff, be they clinicians, management or other professionals, and across organisations as well as within organisations

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Judicial System - If I were running the country

Submitted by Hugo_Minney on Mon, 05/27/2013 - 22:22

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Well, let's try it.  Each side presents their best evidence, and if magistrate or jury isn't convinced, they can ask for more time from each side.  If it works for Cricket, that most venerable of British institutions, it should work for courts.  Who knows, they may even become spectator sports?

If I were running the country - encouraging business

Submitted by Hugo_Minney on Tue, 05/21/2013 - 09:33

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Minimum wage

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Would it work?  Have your say.

PwC Report on the Current State of Project Management

Submitted by Hugo_Minney on Fri, 05/17/2013 - 10:44

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PwC Project Management ReportPwC found that successful companies are getting more mature in their project management ability.  This raises the game – successful companies have lower costs from fewer failed projects, and less successful companies have to work harder to catch up.  There are some important lessons to take this report for everyone – Read more…

Joy instead of tedium

Submitted by Hugo_Minney on Fri, 05/10/2013 - 21:04

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The Office

Every office has them - the tasks that have to be done that nobody likes doing.  Whether it's the audit, the wages, standard letters, whatever it is - someone has to do it and it feels like a waste of time and money.

Why should you care?

So you employ somebody, so why do you care about how tedious the task is? Well they are costing money, to do something that could be done far more effectively.

Learning from the Past

Submitted by HugoM on Fri, 05/10/2013 - 20:27

Evidence for service improvement

Many public service changes have little basis in evidence. Their success (or otherwise) does not appear to depend on how 'good' the policy itself is, but rather on how it has been implemented. This relies on staff attitudes and relationships. My research falls into a number of broad categories: finding out what is currently happening; what people think about it; and what people think it will mean.

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