IMPROVEMENT CAPABILITY: GROWING KNOWLEDGE

XXXXXXXXX XXXXXXXXX XXXXXXXXX XXXXXXXXX XXXXXXXXX XXXXXXXXX

Fundamentals in health and care and improvement science MOOC

OUR VISIONWHAT’S THE BIG IDEA - OUR VISION

• Deliver a prototype of a four module Massive Open Online Course (MOOC) in health and care improvement, and improvement science.

• Accelerate the pace, scale and reach of our of improvement capability.

• Create space for learning for potentially thousands of people who want to improve the quality and safety of care.

• Build a network of internationally connected improvers, energised and committed to delivering improvement in health and care.

• Move improvement science into the future, using new learning methods and paradigms

• Build the reputation of the University of Jönköping, The County Council of Jönköping/Qulturum and NHS Improving Quality as international centres of expertise in health and care improvement and improvement science.

OUR VISIONWHAT’S THE BIG IDEA - OUR VISION

1 MOOC: Fundamentals in health and care and improvement science.4 Modules: 2 weeks in length, 6 hours each week:-

• Module 1 – An introduction to the MOOC and the Fundamentals of care improvement and improvement science.

• Module 2 - Improvement Work: Using the Model for Improvement • Module 3 - Measuring for Improvement• Module 4- Sustaining and Spreading Gains

4 live summary ‘celebration’ sessions using google hangouts live ‘on air’4 tweet chats simultaneous with the live sessions1 Hashtag #QIHIKERS

THE JOURNEY SO FAR – OUR LEARNING

• Each participant will have different success criteria; makes evidence and evaluation trickier (but still possible)

• Working in international partnership delivers value but takes more time and requires significant coordination of effort. Developing and maintaining a shared understanding is crucial

• Shared glossary is important to establish to maximise learning

• Huge amounts of resources exist already and are available for use – the challenge is to curate it!

SETTING OUR COMPASS – THE FUTURE

• Complete the Pilot MOOC with 60 critical friends

• Develop modules 3 and 4

• Conduct the evaluation of the pilot and feedback into the development process for the ‘live’ MOOC

• Work on go-live planning (branding, DH/ GDS approvals, commercial and IP arrangements

• Develop new ‘big’ work stream for going live with the ‘live’ MOOC

Feedback from the evaluation

55

47 47

0

42

0

2023

39

48

22

51

20

0

8

21

16 16

8

0 1

22

2

0

10

20

30

40

50

60

Mo

nd

ay 3

rd

Tue

sday

4th

We

dn

esd

ay 5

th

Thu

rsd

ay 6

th

Frid

ay 7

th

Satu

rday

8th

Sun

day

9th

Mo

nd

ay 1

0th

Tue

sday

11

th

We

dn

esd

ay 1

2th

Thu

rsd

ay 1

3th

Frid

ay 1

4th

Satu

rday

15

Sun

day

16

th

Mo

nd

ay 1

7th

Tue

sday

18

th

We

dn

esd

ay 1

9th

Thu

rsd

ay 2

0th

Frid

ay 2

1st

Satu

rday

22

nd

Sun

day

23

rd

Mo

nd

ay 2

4th

Tue

sday

25

th

Number of Hits

Feedback from the evaluation

I just want to say thank you once again for the opportunity to

be a part of this fantastic project that hopefully will empower

frontline staff to be able to achieve better results and make

changes more sustainable. After finishing the Module 1 I can’t

wait to start the 2nd Module. I am a very visual person and I

found that picture that for me summarized the Module one

perfectly and highlighted the key points to take into

consideration when you want to initiate any Improving Quality

project. I thought to share it with the team.

Feedback from the evaluation

I have met 'Joan' on Twitter. We were already following each

other, however it has helped that we are now both on the

course and I understand more where he is coming from.

However, this is part of the MOOC I want to engage in more

Any questions?

@cherylaguest

Burning Question

Today

Open Space Principles

• Self-organizing

• All attendees are encouraged to present or facilitate a session

• The goal is understanding, not necessarily to "win" or win support by being right

• Anyone can request assistance from any designated facilitator at any time

• Law of Two Feet

You Should Try it!

Marlies van Dijk

@tweetvandijk

Thought Diversity

NHS Horizons Group“If everyone is thinking the same thing, someone isn’t thinking at all”

Source: General George Patton

Source: Maddock Douglas

What is diversity?

Source: Maddock Douglas

Source: Maddock Douglas

The role of diversity and inclusion

Source: Maddock Douglas

Why diversity and inclusion?

The Thought Diversity programme

Aim:

• Providing a new lens, reframing the role of diversity of thought inhealth and care in what it takes to transform health and care

How to get involved:

• Webinar on 3rd December 3-4.30pm (GMT)

https://eu1.bbcollab.com/m.jnlp?sid=2014004&password=M.95335C95A609A393566F8CD4E59640

#Thoughtdiversity

Gamificationfor health improvement

maximizing motivation and engagement for change

The use of game design elements in non-gaming contexts 1

Theory

• Commitment-based strategies > compliance-based strategies 2

• Connected around a shared purpose 3

• Extrinsic motivators → intrinsic if connected to something meaningful 4

• Experimentation → Innovation 4 5 6 7

• Crowdsourcing 5 = social connectivity 8, a key factor for large scale change 3

• Can make difficult activities rewarding, motivate us toward ‘epic wins’8

References

1. Deterding S, Dixon D, Khaled R, Nacke L. From game design elements to gamefulness: defining

"gamification". Paper presented at: MindTrek '11, 2011; Tampere, Finland.

2. Dickinson H, Ham C. Engaging doctors in leadership: Review of the literature. University of

Birmingham: Health Services Management Centre; 2008.

3. Bevan H, Fairman S. The new era of thinking and practice in change and transformation: A call to

action for leaders of health and care. UK: National Health Service; 2014.

4. Nicholson S. A user-centered theoretical framework for meaningful gamification. Paper

presented at: Games + Learning + Society 8.0, 2012; Madison, Wisconsin.

5. Zichermann G, Linder J. The gamification revolution: how leaders leverage game mechanics to

crush the competition: McGraw Hill Education; 2013.

6. Burke B. Gamify: how gamification motivates people to do extraordinary things. Brookline, MA:

Bibliometion, Inc.; 2014.

7. Game on for virtual work and play. Development and Learning in Organizations. 2013;27(1):22-24.

8. McGonigal J. Reality is broken: Why games make us better and how they can change the world.

New York: The Penguin Group; 2011.

Surgical Team Coaching and Training in Teamwork and Communication:

Gateway to a Culture of Patient Safety!

Allison Muniak

December 2, 2014

14 Operating Rooms in BC

Percentage of OR caregivers reporting “High” or “Very High” levels of communication and collaboration with other OR caregivers across 14 participating hospitals

Power Distance Index

The higher the power distance in a culture, the less likely those in subordinate roles will question the actions or directions of individuals in authority.

“Power distance is the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally.”

Questions to ask yourself?

• Are you aware of how others react to you?

• Do they start or stop talking when you enter the room?

• Do you feel you can not talk to higher levels in the organization without permission.

• Does your organization encourage the use of titles and position

Failed Airway

Anaphylaxis

Slide courtesy of Ron Collins, 2014

Command

“We are about to make a mistake that will harm the patient!

Team Obligation Statement

“Before we go any further, we need to verify which side this patient has consented to.”

Team Suggestion

“Can we check the x-ray please?”

Query

“Is that the correct x-ray?”

Preference

“I wish I was in another OR right now!”

Hint

“It would be nice to get through the day without making any mistakes.”

Levels of Communication

Support Options for BC Teams

Allison Muniakamuniak@bcpsqc.ca

NHS Change Day 2015

61

NHS Change Day is a grassroots movement that’s about harnessing the collective energy, creativity and ideas of thousands of people to improve the care and wellbeing of people who use healthcare services, their families and staff.

62

• a single tweet between emerging clinical leaders and improvement leaders who started to talk about how they could improve healthcare in the NHS

• resulted in NHS Change Day 13th March 2013 with 189,000 pledges

• Our goal for 2014 was to inspire and mobilise people everywhere to take action we had over 800,000 pledges

• Every pledge counted - Big, small, serious or fun - from redesigning services to making people smile. They add up to an enormous difference.

Where it all started…

63

“I got involved in Change Day because it was my way of standing together in the NHS and not asking for permission or waiting for top down reforms to make a change that I know will make a difference. If anyone has an idea or sees something that needs improving, just do it!”

Pollyanna Jones – Acute care leader

Who got involved?

64

Pledge what is important to you

“As Director of Safety and Risk, my pledge is to spend more time listening to patients and staff and to act upon their concerns.” Moira Durbridge

“We pledge to invite all individuals who make a complaint about our services to be involved in one of our 15 Steps Quality Challenge panels.” Bradford District Care Trust, Yorkshire, 3001

“We pledge to introduce a test for values and behaviour for recruitment into our universities and into employment.” Health Education England, West Yorkshire

“I pledge each month to contact a front line staff member within my team who demonstrates inspirational clinical practice.” East of England Ambulance Service NHS Trust

“I pledge to make sure every person with a learning disability at Turning Point has a health action plan.” Fiona Ritchie

“I pledge to visit an elderly gentleman with dementia in his own home to help him build his life story on our Digital Reminiscence Therapy Software.” Jo Samuels

65

• We launched our updated website on 1Dec 2014 –www.changeday.nhs.uk

• We launched our ‘#100daysofchange’ campaign on the 1Dec 2014

• We are focusing on 1st actions this year instead of pledging

• On 11 Mar 2015 we will hold a 12 hour online event

This year… NHS Change Day will happen on 11 March 2015

66

Change Day has grown from a simple idea - a single day of action with individual pledges - to a mass movement of people;

optimistic in the face of current challenges,taking responsibility and working together to make a positive

difference; making it everyday practice.

We could not have asked for a better outcome than the commitment and inspiration that has ignited an explosion of

Change Leaders everywhere.

So join us in changing the world of health and care!

Connect with us: • Twitter: @NHSChangeDay ; #100daysofchange• Website: changeday.nhs.uk • Facebook: https://www.facebook.com/NHSChangeDay• LinkedIn: http://lnkd.in/d-B7qms