This practical book builds on the strengths of An introduction To Excellence in Practice Development in Health and Social Care, which provided essential information on practice development. This book considers practice issues in healthcare and explores the key issues and factors which influence the workings of a healthcare organization. McSherry and Warr examine how these issues can be addressed through collaborative working and user focused care and how individuals can best work to improve their healthcare services. The emphasis is on how the organization and those who work within it contribute to the excellence of the healthcare organization and the care it gives. McSherry and Warr highlight the tools and techniques that all healthcare staff need to be successful employees and what strategies managers need when ensuring excellence in practice. Topics covered include:
Management and leadership Ethics Equity GovernanceUser-involvement Team workingInterprofessional excellence
The book includes case examples, real-life practice and reflective exercises, as well as the key models needed to inform delivery of excellence. This book is key reading for anyone studying healthcare management, health services or other upper level courses in healthcare delivery. The focus on multiprofessional working also makes the book accessible to a wide variety of healthcare professionals.
Rob McSherry is Professor of Nursing and Practice Development at Teesside University, UK. He is highly experienced in the field of evidence-based healthcare, clinical governance and practice development. Jerry Warr is Reader in Practice Development in the Institute of Health and Community Studies at Bournemouth University, UK.
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