General Medical Council (GMC) –
This annual report explores how the medical profession has changed and reviews the education and practice of doctors in the UK. This year’s report raises concerns that the health system and staff working within it are struggling to cope with a range of issues such as the increased pressure on health and social care services. The report outlines the response that the GMC will take to these increased pressures on doctors by taking a lighter touch on regulation.
Monthly Archives: November 2016
Take Me To Your Leader: Hospital Collaboration In The NHS – Kings Fund
KPMG –
This report discusses the need for collaboration born out of the arrival of the Sustainability and Transformation Plans and a new two year planning guidance. It looks at what makes collaboration successful and what prevents it.
HR Can’t Change Company Culture by Itself – Harvard Business Review
A strong culture is vital for organizational success – as evidenced by the relationship between culture and leadership,employee commitment, customer satisfaction, and innovation. But “strong” doesn’t mean fixed. As the organizational goals and strategy change over time, so too should culture intentionally be changed. The best leaders ask, “Who do we need to be (culture) in order to achieve what we’re trying to do (strategic goals)?” But there’s one barrier that holds many organizations back from genuine and successful culture change: ownership. The first question to ask when culture change is on the horizon should not be, “How do we go about this?” but rather, “Who owns this?”
The answer is, too often, HR… However, true culture change means altering the way the organization lives and breathes. It shapes the way people make decisions, get their work done, what they prioritize, and how they interact with colleagues, clients, and customers. It is really only successful and powerful when business leaders see it as their responsibility, and see HR as a resource for helping them achieve it.
https://hbr.org/2016/11/hr-cant-change-company-culture-by-itself
When You Feel Pressured to Do the Wrong Thing at Work – Harvard Business Review
By now you’ve probably heard the story of the fraudulent business practices at Wells Fargo – the bank that pressured employees to create false credit card and deposit accounts. Have you asked yourself what you would do if you were an employee facing that kind of pressure? In other words, how do you handle a situation in which the incentives seem to be telling you to do something you believe is bad for your customers and clients, or maybe even illegal? And what if it’s clear your boss wants you to get with the program – and your bonus, a promotion, or even your job are on the line?
It’s easy to think that these situations are black and white. Either you go along or suffer the consequences. But sometimes these situations are gray, which I write about in Managing in the Gray. My central guidance is this: When you face a really tough problem, work through it as a manager and resolve it as a human being. This approach can help you avoid stark choices between getting ahead and doing something you believe is wrong.
https://hbr.org/2016/11/when-you-feel-pressured-to-do-the-wrong-thing-at-work
A Simple Smile Could be Key to Your “Approachability” – Mind Tools
First impressions can mean a lot. In fact, in business, your “approachability” can mean everything.
But being able to make that all-important first impression can be more difficult than we think. We might like to believe that we are approachable, open, friendly. But, in reality, how we want to be perceived by others may not always come across…
https://www.mindtools.com/blog/2016/10/27/smile-approachability/
Beyond Bias – Mind Tools
Very few of us would admit it, but we are all biased. Research shows that all of us are naturally drawn toward people like ourselves and are more loyal to them, which inevitably makes us biased in their favor.
This kind of in-group versus out-group dynamic is not just based on how we look. According to lawyer and author Natalie Holder-Winfield (pictured), it can happen whenever people with a particular characteristic are in the majority, forming an in-group. Someone in the out-group, without the in-group characteristic, may be treated differently and will naturally feel excluded.
As examples, the in-group may consist of people who all went to private school, all come from the same town, or all have children. And yes, in-groups may also form when people have the same ethnic background, sexual orientation, or gender.
In our Expert Interview podcast, Holder-Winfield explains how this dynamic translates into bias.