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In this Lightbulb Moment webinar, Dr Cathy Balding and her guest, Louise McKinlay (CEO, Safer Care Victoria), as they discuss Louise's "ah-ha!" moment about joining the quality dots.
Negotiation is part of everyday life, and never more so than in health and human services. People in quality and clinical governance roles in particular, often don’t have a lot of formal power and rely heavily on relationships and influence to achieve their objectives.
People in quality and clinical governance roles are often viewed as a ‘spare pair of hands’ and end up doing tasks that they are not responsible for. This leads to dissatisfaction, burnout, and not getting the important jobs done. Mind Tools describes a four stage process for setting firmer boundaries that may be useful for those who want a more focused and effective role in 2024.
This IHI blog explores the potential for the use of generative AI tools in quality management and it is a timely exploration. The time is now for quality managers and executives to plan to employ AI to enhance the quality system while building protection against the downsides – before they occur.
Here is a list of resources to help frontline clinicians become accreditation-ready every day.
Ever wondered why some people seem to succeed more than others in the workplace (and life)?
Stanford Psychology Professor Carol Dweck, has undertaken decades of research to understand what’s within our control when it comes to success and failure. While there are multiple contributors, Dweck suggests that mindset may be an even more powerful determinant of professional effectiveness and career success, than factors such as skills and experience.
Clinical leadership has long been an aspiration for acute care services. When wielded effectively, it is a key lever in creating consistently high quality care, and can also contribute to greater job satisfaction. But clinical leadership can also be just another buzz term, not dissimilar to ‘person-centred,’ as something everyone likes to think they both understand and enact. As with ‘person-centred’ care, clinical leadership is easy to talk about, powerful when effective, but hard to get right in practice.
QI implementation is complex as it often spans over multiple organisational levels requiring active participation of employees and managers, and involves improvements and modifications of underlying care processes.
Three short videos from Dr Cathy Balding about how to be a more effective quality improvement professional.
Learn how Quality Improvement and Clinical Governance go hand-in-hand to improve the quality of care provided by healthcare leaders.
