Implementing Excellence in your Health Care Organization managing, leading and collaborating

by McSherry, Rob; Warr, Jerry

• ISBN13: 9780335234776
• ISBN10: 0335234771
• Edition: 1st
• Format: Paperback
• Copyright: 2010-07-01
• Publisher: Open Univ Pr

Summary

This second book in this practical, introductory series on practice issues in healthcare, explores the key issues and factors which influence the workings of a healthcare organisation and how these may be addressed through collaborative working and user focused care - at an introductory and practical level. The book will be presented in three sections: Working in Organisations Collaborative working User Focused CareThe emphasis of this second text is on how the organization and those who work within it contribute to (both positively and negatively) the excellence of the healthcare organization and the care it gives. Rather than a theoretical tome on team working, leadership and change management, this book instead highlights and explores the tools and techniques that ALL healthcare staff need to be successful employees and managers delivering excellent care. The authors will outline and examine the evidence available for all areas covered, both to support and to critique excellence standards, and give a lively and practical introduction to the key organizational factors of a healthcare setting. Meaty topics abound, including: Management & leadership, ethics, equity, governance, user-involvement, team working, interprofessional excellence. The focus on multiprofessional working will make this accessible to a variety of healthcare groups. In keeping with the series, the book will include case examples, real-life practice and reflective exercises, as well as the theory needed to inform delivery of excellence.

Author Biography

Rob McSherry is Principal Lecturer in Practice Development at the University of Teesside. He is highly experienced in the field of evidence-based healthcare, clinical governance and practice development.
. .Jerry Warr is Reader in Practice Development at Bournemouth University, Institute of Health and Community Studies..

Table of Contents

List of figures	p. x
List of tables	p. xi
List of contributors	p. xii
Acknowledgements	p. xiii
Introduction	p. xiv
Working in organizations	p. 1
Shared vision through team and personal development	p. 3
Introduction	p. 3
Shared vision	p. 3
Shared vision and empowerment	p. 5
Shared vision in leadership	p. 6
Example from practice 1.1: failure to create a shared vision as a group	p. 7
Example from practice 1.2: successfully creating a shared vision as a group	p. 8
Communicating shared vision	p. 9
Communicating as a group	p. 10
Communication models	p. 11
Conclusion	p. 13
Key points	p. 13
Further reading	p. 14
Useful links	p. 14
References	p. 15
Leadership and change management	p. 17
Introduction	p. 17
Background to leadership	p. 17
So what is leadership?	p. 18
Leadership vision	p. 18
Leadership qualities	p. 19
Leadership, teamwork and motivation	p. 20
Types of leadership	p. 21
Leadership support for the follower	p. 24
What do we mean by clinical leadership?	p. 24
Change or improvement?	p. 25
Targets of change	p. 27
Models of change	p. 27
Organizational change	p. 30
Emotional responses to change	p. 31
Resistance to change	p. 31
Achieving excellent leadership in practice	p. 34
Organizational culture	p. 34
Support for leaders	p. 35
Conclusion	p. 35
Key points	p. 35
Further reading	p. 36
Useful links	p. 36
References	p. 37
Whole systems approaches to organizational working	p. 39
Introduction	p. 39
Background	p. 39
Where does the term 'whole systems approaches' originate from and what does it mean?	p. 40
The emergence of whole systems approaches within health and social care	p. 41
Whole systems approaches supporting the workings of health and social care organizations	p. 42
Potential advantages of using whole systems approaches to health and social care	p. 43
Types of whole systems approach	p. 47
Case study 3.1 Applying whole systems approaches to support getting evidence into practice	p. 49
Attribution of whole systems approach to nursing	p. 54
The future of whole systems reform to health and social care organizations and working	p. 55
Conclusion	p. 55
Key points	p. 56
Useful links	p. 56
References	p. 57
Collaborative working	p. 59
Cross-professional working and development	p. 61
Introduction	p. 61
Defining cross-professional working	p. 61
The outcomes of an effective cross-professional team	p. 63
How positive outcomes are achieved within a cross-professional team	p. 64
Different philosophies and stereotyping: challenges to interprofessional working	p. 65
Terminology in cross-professional learning	p. 69
Inter-agency working	p. 70
Case study 4.1 Cross-professional working	p. 70
A framework to understand inter-agency working	p. 71
Conclusion	p. 76
Key points	p. 77
Useful links	p. 77
References	p. 77
Integrated teamworking	p. 80
Introduction	p. 80
Background	p. 80
Drivers for integrated teamworking	p. 81
What is integrated teamworking?	p. 82
The core values of integrated teamworking	p. 83
Core factors of integrated teamworking: a framework for excellence in practice	p. 86
What does it mean to work in an 'integrated' way?	p. 92
Conclusion	p. 93
Key points	p. 94
Useful links	p. 95
References	p. 95
Factors influencing collaborative working	p. 97
Introduction	p. 97
Background	p. 97
The enabling and inhibiting influencing collaborative working	p. 98
Culture	p. 102
Case study 6.1 Proactive culture leading to a learning organization	p. 105
Management	p. 106
Leadership	p. 107
Communication	p. 108
Education and training	p. 110
Knowledge	p. 111
Support	p. 112
Conclusion	p. 113
Key points	p. 113
Further reading	p. 114
References	p. 114
User-focused care	p. 117
Exploring the meaning of user involvement and making it happen	p. 119
Introduction	p. 119
Background	p. 119
Origins of user and carer involvement	p. 120
Drivers for users and user involvement	p. 122
Models and frameworks for user and carer involvement	p. 124
Why user and carer involvement is important in achieving excellence in practice	p. 126
Case study 7.1 Examples of user/carer/lay participant involvement	p. 126
Challenges to user involvement	p. 128
Conclusion	p. 129
Key points	p. 130
Further reading	p. 130
Useful links	p. 131
References	p. 131
Ethical issues pertaining to user involvement in practice development	p. 135
Introduction	p. 135
Background	p. 136
Ethical implications of different approaches to user involvement	p. 138
The centrality of power	p. 139
Case study 8.1: Gender identity	p. 141
Some suggestions for principles to underpin the involvement of users in practice development	p. 142
Conclusion	p. 147
Key points	p. 147
Useful links	p. 148
References	p. 148
Developing excellent service user engagement: a practical example	p. 150
Introduction	p. 150
Background	p. 150
Support mechanisms	p. 152
Developing a strategy for user engagement	p. 154
Strategic planning and management: the importance of establishing a working or steering group	p. 155
Case study 9.1 An example from an educational setting: University of Teesside's School of Health & Social Care devised a set of terms of reference for user engagement	p. 156
Case study 9.2 An example of a user and carer event in a university User engagement: innovations in curriculum design, delivery, management and evaluation of the education of health and social care professionals	p. 159
User engagement: the way forward for the future
Case study 9.3 Interpersonal development	p. 166
Case study 9.4 An example of an effective episode in a case study of service user engagement	p. 168
Conclusion	p. 168
Key points	p. 168
References	p. 169
Equality and diversity in practice development	p. 170
Introduction	p. 170
Background	p. 170
Just political correctness?	p. 172
Diversity	p. 173
Equal opportunities	p. 173
Equity	p. 173
Equality	p. 174
Human rights	p. 174
Discrimination and oppression in health and social care	p. 174
Processes of discrimination	p. 177
A model to explore discrimination and oppression	p. 181
Case study 10.1 Raising awareness	p. 181
Conclusion	p. 183
Key points	p. 184
Further reading	p. 185
Useful links	p. 185
References	p. 185
Conclusion: the future facing working in organizations in health and social care	p. 187
Introduction	p. 187
Working in organizations: the importance of shared vision	p. 188
The role of leadership and change management	p. 188
A whole systems approach	p. 189
Collaborative working: cross-professional working	p. 189
Integrated teamworking	p. 189
Enabling collaborative working	p. 190
User-focused care: making user involvement a reality	p. 190
Ethical issues in user involvement	p. 191
Ways of engaging users	p. 191
Promoting equality and diversity	p. 191
Working in organizations in health and social care: a model for looking towards the future	p. 192
Further reading	p. 192
Index	p. 193
Table of Contents provided by Ingram. All Rights Reserved.