learning event 2 20 th september 2013
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Redcar and Cleveland Public Health Team and Tees Valley Public Health Shared Services Leading Health and Wellbeing Programme. Learning Event 2 20 th September 2013. Improving mental health and healthcare systems for communities and service users. - PowerPoint PPT PresentationTRANSCRIPT
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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
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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.
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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
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Redcar and Cleveland Public Health Team and Tees Valley Public Health
Shared Services
Leading Health and Wellbeing Programme