Listening to Matthew Hill 'Creating the conditions for healthcare teams to flourish' at buzzsprout.com/1838805/140344… #SafetyCulture thank you Gill Phillips

Take short 'micro-breaks' (1-10 minutes) throughout the working day. Evidence shows these breaks can help us to manage our energy & maintain cognitive, emotional, creative & physical capacity. How to create micro-breaks during busy days:
1) Give yourself permission to take…

You just cant overstate the importance of our relationships as the foundation for thoughtful, ethical, honest team working. An ongoing commitment to taking the time to care & know how each other's doing. It's so obvious, but never take this for granted, it always matters.

Learning from Excellence, Plymouth NHS Trust Learning from Excellence UHP Learning & OD Team Gemma Crossingham Matthew Hill Listen to BBC Radio4 #SaturdayLive today, to hear Maxine from 2012 thank an unknown midwife University Hospitals Plymouth NHS Trust for care & kindness shown to her when she was moved to critical care. #KindnessMatters 💙

Some of the best resources about learning on social media come from @Impactwales. They focus on school educators but the principles are equally applicable for the kind of deep learning we need to enable change in organisations & systems. If we want learning for change, we have to…

Helen Bevan There may be a different - big! - problem here too: t NHS continually misconstrues complex challenges as being complicated ones. This means it focuses on analysis, best practices etc when it shd focus on safe experiments.
Categorising problems correctly cld end such overthinking.

The relationship is more important than the argument.

I've just pre-ordered the latest eBook by @jeppehansgaard, to be published on January 9. It's titled 'Connectivity is Broken! So What?' It provides new evidence on how connectivity gets broken in organisations & systems & shows a way forward towards better performance &…

🧵 As 2024 approaches and you start setting goals for the #NewYear , try this: make your goals hypotheses rather than facts. If they’re hypotheses, they are to be tested, pursued, and modified as more is learned (1/3)

As change agents, we often walk a tricky tightrope between wanting to challenge the status quo & wanting to be credible/fit in/belong. Because we are human, it matters deeply to us what others think of us, & it can make us hold back/play safe in our approach to change. That's why…

Change fatigue in the workplace is growing. The 'transformation deficit' (the gap between the required change effort as perceived by leaders & employee change willingness to achieve it) is widening. Data shows that the average employee experienced ten planned enterprise changes…

If we want to build learning systems for improvement, we must encourage our teams to be curious. A culture of curiosity leads to psychological safety, experimentation & problem solving. Yet a recent large study found most leaders regard curious people as 'insubordinate' & like…

Learning from Excellence, Plymouth NHS Trust claire underdown Leigh (she/her) UHP Learning & OD Team University Hospitals Plymouth NHS Trust Matthew Hill richard Best

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Love this! Kindness is not an optional extra, a nice thing to do. It’s the foundation for being the best at all we do #LFE5 #positivecultures #safety civilitysaveslives Learning from Excellence Emma Plunkett

University Hospitals Plymouth NHS Trust Gemma Crossingham Frances Hannon (She/Her) 💜 David Viira Matthew Hill UHP Learning & OD Team Ann James 🌈 claire underdown Great to see our collaborative project with Birmingham team published

Two lovely purposeful days with maternity and neonatal colleagues in Birmingham. With everything to despair about just now it is being with people like these that gives me hope. Becky Wilson-Crellin Matthew Hill

Learning from Excellence Learning from Excellence, Plymouth NHS Trust Matthew Hill claire underdown UHP Learning & OD Team Leigh (she/her) SuzetteWoodward 💙 Good piece on need to adopt dual approach when designing for 'healthcare resilience'

As leaders of change, we have to begin not by changing others but by changing ourselves. A four step process to raise the likelihood that the change initiatives we are tasked to lead will be successful:
1) Increase our self awareness of how the change is perceived by others
2)…

(1/2) The views in this letter are abhorrent, unrepresentative of the specialty of anaesthesia and we condemn them absolutely. We reiterate our public stand against all forms of sexual harassment and our support for the NHS England’s Sexual Safety Charter.