Section one working in organisations
Shared vision through team and personal development
Shared vision
Shared vision and empowerment
Shared vision in leadership
Example from practice1.1: failure to create a shared vision as a group
Example from practice 1.2: successfully creating a shared vision as a group
Communicating shared vision
Communicating as a group
Communication models
Leadership and change management
Introduction
Background to leadership
So what is leadership
Leadership vision
Leadership qualities
Leadership, teamwork and motivation
Types of Leadership - Great Man Theory - Trait Theory - Contingency theory - Situational leadership - Transactional leadership - Transformational leadership - Impoverished or laissez-faire leaders - Authoritarian or autocratic leaders - Democratic leaders
Leadership support for the follower
What do we mean by clinical leadership
Change or improvement
Targets of change
Models of change - The rational model - The forcing model - The coercive model
Organisational change
Emotional responses to change
Resistance to change
Achieving excellent leadership in practice
Organisational Culture
Support for leaders
Whole systems approach to viewing an organisation
Introduction
Background
Origins and definitions of whole systems approaches
The emergence of whole systems approach within health and social care
Whole systems approaches within health and social care - Organisational development and service improvement initiatives - Quality and Performance - Education and professional development
Whole systems approaches - Hard systems - Soft Systems
Case Study 3.1 Applying whole systems approach to supporting getting evidence into practice.
Attribution of whole systems approach to nursing
The future of whole systems reform to health and social care organisions and working.
Section two collaborative working
Cross-professional working and development
Introduction
Defining cross professional working-Uni professional team working-Cross professional team working
The Outcomes Of An Effective Cross Professional Team
How positive outcomes are achieved within a cross professional team
Different Philosophies and Stereotyping: Challenges to Interprofessional Working-Philosophies-Professional stereotyping-Interprofessional learning
Terminology in cross professional learning
Interagency working
Case study 4.1 Cross professional working
A framework to understand interagency working
Integrated team working
Introduction
Background
Drivers for Integrated Team working
What is Integrated Team Working?
The core values of integrated team working
Core factors of integrated team working: A framework for excellence in practice
Case Study 5.1 The Sedgefield Integrated Team-Creative leadership-Team comfort and compassion-Team climate-Team caring-Team common language-Team combustion-Team champagne and cork-Team common sense
What it means to work in an 'integrated' way-Team Confidence -Team Capability
Factors influencing collaborative working
Introduction
Background
The potential enablers and inhibitors affecting collaborative working Culture-Case Study 6.1 Proactive culture leading to a learning organisationManagement-Management styles and collaborative working -Change management.-Reaction to change
Leadership
Communication
Education and training-Informing the organisation, team and individuals of collaborative working
Knowledge
Support
Section three user focused care
Exploring the meaning of user involvement and making this happen
Introduction
Background
Origins of user and carer involvement
Drivers for users and user involvement
Models and frameworks for user and carer involvement
Why user and carer involvement is important in achieving excellence in practice
Challenges to user and user involvement
Ethical issues pertaining to user involvement in practice development
Introduction
Background
Ethical implications of different approaches to user involvement
The centrality of power
Case study 8.1: Gender identity
Some suggestions for principles to underpin the involvement of users in practice development-Clarity and transparency-Empowerment and transformation-Identity-Commitment to change-Respect-Equality and diversity-Accountability-Concepts and theories
Developing Excellent Service User Engagement: A practical Example
Introduction
Background
Support mechanisms
Developing a strategy for user engagement
Strategic planning and management: the importance of establishing a working or steering group
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.-Establishing a baseline of current engagement-Staff Development and Support-Induction and support for the users and carers
Case study 9.2 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.-Importance of involving service users in educational programmes-Selecting students appropriately for professional educational programmes-How to involve service users in curriculum design: practical application-The inclusion of service users in programme management-Involving service users in delivery of programme content-User engagement in the assessment of learning
Case study 9.3 Interpersonal development
User Engagement: The way forward for the future.
Case study 9.4 an example of an effective episode in a case study of service user engagement
Equality and Diversity in Practice Development
Introduction
Background
Just political correctness?
Diversity
Equal opportunities
Equity
Equality
Human rights
Discrimination and oppression in health and social care
Processes of Discrimination-Stereotyping -Marginalisation -Stigmatisation-Invisibilisation-Dehumanisation-Infantilisation-Welfarism-Medicalisation
A model to explore discrimination and oppression
Case Study 10.1: Raising awareness
Conclusion: The future facing working in organisations in health and social care
