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Thank you for what is an
Thank you for what is an interesting chain of thoughts. Picking up on Bernards point I feel that a much underused role of the clinical leader is to generate and support a culture where innovation and ideas are plentiful and welcomed. Innovation when disruptive can indeed 'shake the apple cart' and as with many proposed changes meet with resistance. However, empowering teams to challenge the status quo and be confident in generating ideas for change with a positive feedback loop to reward such activity is more achievable and less disruptive. This in turn links to the power of continual improvement and small tests of change where leadership supports and encourages teams to 'try something new' safely, with minimal resource and with metrics to enlighten and support the next round of testing.
Clinical Leadership
A couple of observations if I may. There is strong evidence that leadership which generates engagement correlates with high performance. This is seen in many sectors and has now been shown to be the case in healthcare. That is why the approach being advocated when introducing aspects of both management and leadership into medical education is one that aims to develop a series of leadership behaviours. The model is one of distributed leadership; leadership behaviours being demonstrated by many people at different levels. It certainly embraces the concept of followership.
However, I suspect Ross was also reflecting on the way NHS organisations deal with innovation. It is uncommon to find a successful healthcare innovator who reports a wholly supportive relationship with their managerial colleagues , or for that matter with all of their clinical colleagues. Creating a climate which is more conducive to innovation is another role for leadership. Perhaps the topic of a new blog?
More reading!!
Another piece of literature I meant to mention is the recent CQC report
http://www.cqc.org.uk/media/cqc-calls-action-improve-care-older-people
Also the 'book of the month' being read by the FMLM member's book club is Peter Spurgeon's 'Medical Leadership: From the dark side to centre stage' and this has a good chapter (Chapter 7) that explores some of the inter-related concepts of performance, leadership and engagement, discussing the evidence suggesting that good management practice and effective leadership can have a positive impact on organisational performance.
Doctors need to ensure quality of care is continually improved.
Like Eamonn & Anna, I agree that clinical leadership is key to effective teamwork, improved efficiency and better patient care.
Though there are plenty of poor examples of leadership, which no doubt in many cases lead to detrimental care, I think these emphasise the importance that should be place on training doctors to be efficient and effective leaders. Without proper training those left to dabble may well bring unintended consequences to their organisation.
The key skills necessary to manage a disparate group of healthcare workers may come easier to some, but can be taught and learned just like any professional skill. The people that Ross refers to as providing a role model without leading and managing, I would suggest are in fact leading by example within a collaborative network.
Key to ensuring that the medical profession takes responsibility for improvements in patient safety is the tacit acceptance by all doctors that quality of care is within their remit.
Yeah.........I reckon
Yeah.........I reckon clinical leadership can help patients or doctors CVs. Thanks for sharing this awesome input. :)
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