The "model for improvement" was first published in 1992 by Langley, Nolan et al in
The Improvement Guide: A Practical Approach to Enhancing Organisational Performance. The model provides a framework for developing, testing and implementing changes to the way that things are done that will lead to improvement.
One of the questions asks:
What changes can we make that will result in an improvement?
In coming to facilitate workshops with the specialist clinician members of our Nettverk, I have been keen to share some of the resources that have helped me in my work in the UK. I have been seeking to discover where there are opportunities for change in Norwegian Brain Injury Rehabilitation. But I have most importantly been keen to encourage participants to be change agents in their own teams. To encourage thinking radically about the way things are.
This week’s post is to mention a learning opportunity that is coming up.
A few years ago I enrolled in a free, online course called the School for Health and Care Radicals. It was really interesting and high quality. One topic that has stayed with me is about the issue of change, and how it happens.
Hierarchy, on its own, is becoming less effective as a means of co-ordination and control; increasingly, change is happening through networks and connections (from Module 5 study guide)
Sometimes we find our systems and hierarchical organisational structures impede our dreams of how to improve things. Having our Nettverk affords an opportunity to improve the quality of the work we do by developing new connections from beyond our own hospital or clinic. Working with experts from much further afield inspires us to initiate improvements.
The course is running again - it has changed name this year – to be School for Change Agents and the next course available – again for free, starting on 16 February.
It is open to anyone who is interested, anywhere in the world.
With a sense that there are things we can improve, but perhaps some challenges to achieving change, I recommend this course to anyone. It will help you overcome barriers to change that ultimately will result in benefits to our service users. Now I don’t think that’s a very radical ambition?