As evidence-informed implementation interventions spread, they need to be tailored to address the unique needs of each setting, and this process should be well documented to facilitate replication. To facilitate the spread of the Mobilization of Vulnerable Elders in Ontario (MOVE ON) intervention, the aim of the current study is to develop a mapping guide that links identified barriers and intervention activities to behaviour change theory.

The NHS Health Check is for 40 to 74 year olds and aims to reduce the risk of people developing preventable conditions. This paper sets out the research and evaluation priorities for the programme and provides input from stakeholders from across the public health sector, as well as Public Health England’s understanding of current knowledge and academic research on NHS Health Checks.

In this article, we’ll look at what a results-only work environment (ROWE) is, when it’s appropriate to use one, and how you can overcome some of the common management challenges that this innovative working arrangement presents.

http://www.mindtools.com/pages/article/managing-results-only-environment.htm

When I am invited to “teach leadership” to managers in corporations, I use the first few minutes to address the issue of where and how one learns to lead—and what gets in the way. I usually begin with a confession and a question. My confession is always the same. That I am hoping to learn something from our encounter, brief as it may be, that I will remember and use. This is what I believe good leaders and good teachers have in common—the commitment to keep learning as they practice.

https://hbr.org/2014/11/learning-is-the-most-celebrated-neglected-activity-in-the-workplace

Listening is often considered the softest of the soft skills. So the idea of being a powerful listener can seem like an oxymoron. And yet, my work with executives has taught me that when they really listen to discover what is essential, the impact can be astonishing. It’s one of the most important ways to engage employees.

https://hbr.org/2014/11/an-exercise-to-become-a-more-powerful-listener/

Here are just five examples of the dozens of great innovations in health care management:

1. Transparency at University of Utah Health Care
2. Culture of shared responsibility at Mayo Clinic
3. Teamwork at Northwestern’s Integrated Pelvic Health Program
4. Addressing socioeconomic issues at Contra Costa
5. Consolidating care with the London Stroke Initiative

https://hbr.org/2014/11/5-examples-of-great-health-care-management/

At the inaugural meeting of a change transformation effort under way at a hospital in San Jose, California, nurse Michelle delaCalle faced a room full of people who were discouraged by the organization’s earlier attempts at change. She stood and shared a story of her own about how making people wait for hours in the emergency department seemed like a violation of her caregiving role. Her story seemed to move people. “I could feel my own intensity,” she said, and when she was done speaking, she could tell that people finally understood the need to change.

http://blogs.hbr.org/2014/10/the-key-to-change-is-middle-management/

All companies want engaged employees. After all, people who are engaged put in effort that goes above and beyond the minimum that’s required to complete a task. They are less likely to look for another job. And they project positive energy, which improves the mood of other employees and customers. One way to increase engagement is to foster a “neighbor” relationship.

http://blogs.hbr.org/2014/10/coworkers-should-be-like-neighbors-not-like-family/

This paper assesses the impact of Payment by Results (PbR) on hospital quality, using in-hospital mortality and 28-day emergency readmission targets. It examines the impact of PbR particularly across hip replacements, hernia repair and stroke care.

http://www.york.ac.uk/media/che/documents/CHERP105impact_hospital_financing_quality_inpatient_care.pdf

Large organizations of all types suffer from an assortment of congenital disabilities that no amount of incremental therapy can cure. First, they are inertial. They are frequently caught out by the future and seldom change in the absence of a crisis. Deep change, when it happens, is belated and convulsive, and typically requires an overhaul of the leadership team. Absent the bloodshed, the dynamics of change in the world’s largest companies aren’t much different from what one sees in a poorly-governed, authoritarian regime – and for the same reason: there are few, if any, mechanisms that facilitate proactive bottom-up renewal.

http://hbr.org/1990/05/the-core-competence-of-the-corporation/ar/1