Team conflict and ineffectiveness often have the same root causes: unclear goals, misunderstood roles, undefined processes, and poor relationships.  By taking time to clarify and address each of these areas, you can help a new team get off to a strong start, and you can quickly address problems that crop up along the way. In this article, we look at the GRPI Model, a simple framework that helps you do this.

So how do you really create strategy, rather than end up with a hodgepodge list like this? By following these steps:

• Identify which stakeholders you depend on for success.
• Recognize what you want from your stakeholders.
• Recognize what your stakeholders want from you.

We often think of leadership in big, active ways: ambitious visions, well-articulated strategies, convincing speeches, compelling conversations.

Those things can be useful tools for a powerful leader. But they are not the essence of leadership. The essence of leadership is having the courage to show up differently than the people around you.

Aims to help those planning and implementing major clinical service reconfigurations ensure that change is as evidence-based as possible. It investigates the five key drivers – quality, workforce, cost, access and technology – across 13 clinical service areas, and summarises the research evidence and professional guidance available in each. It builds on a major forthcoming analysis of reviews of service reconfigurations commissioned by the National Institute of Health Research and conducted by the National Clinical Advisory Team (NCAT).

The King’s Fund has called for an additional £2 billion in funding for the NHS ahead of next week’s Autumn Statement. The think tank argues that the settlement agreed for the NHS in 2015/16 should be re-opened to prevent a financial crisis. Unless this money is found, it says patients will bear the cost as staff numbers are cut, waiting times rise and quality of care deteriorates.

http://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/autumn-statement-briefing-2014.pdf

Latest web and policy updates from NHS England.

Considers the use of NICE like body to consider evidence of effectiveness for public policymaking arguing that it could help to save billions of pounds of taxpayers’ money by helping doctors, head teachers, police chiefs and many others make smarter decisions based on what works and what doesn’t.  The report recommends an approach that engages with wider social values and interests – getting service users, providers and others involved is vital to success. Any new NICE-type institution aiming to be an evidence intermediary must avoid only working in a “navel-gazing” technocratic, academic research-focused silo. There is a need to engage with wider audiences, and the difficult and messy politics that goes with making tough decisions relating to crime, education and other areas of social policy.

http://www.nice.org.uk/Media/Default/News/NestaAlliance_and_NICE_paper.pdf

Any initiative designed to build capacity for knowledge mobilisation should consider the subsequent trajectory of newly developed knowledge and skills within the recipient healthcare organisations. The analysis leads to four principles underpinning a practice-based approach to developing multilevel knowledge mobilisation capabilities:

1. moving from ‘building’ capacity from scratch towards ‘developing’ capacity of healthcare organisations;
2. moving from passive involvement in formal education and training towards active, continuous participation in knowledge mobilisation practices;
3. moving from lower-order, project-specific capabilities towards higher-order, generic capabilities allowing healthcare organisations to adapt to change, absorb new knowledge and innovate; and
4. moving from single-level to multilevel capability development involving transitions between individual, group and organisational learning.

The Network Toolkit provides an online learning resource to help network leaders and users manage their networks effectively, providing the building blocks and ‘know how’ in the system for networks to strengthen and sustain their own development, performance and impact.

The Network Toolkit provides:

• A diagnostic service for network leaders to use in diagnosing their network’s strengths and weaknesses and to shape action
• An online community of practice to share leadership challenges with other network leaders
• A knowledge bank resource to ensure network leaders have the latest evidence and intelligence on leading effective networks
• The development of a ‘Network Health Check’, which allows leaders of established networks to report its purpose, performance, aims, operations and capacity

Paper from the Tavistock Institute that uses complexity theory to develop an ongoing dialogue about moving towards compassionate leadership.