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NeuroMSK

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NeuroMSK

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Free online resource

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If you would like to receive updates about the School for Change Agents please complete this questionnaire

Catch-up with the 2018 modules

Learning Management System

You can become a Certificated Change Agent by successfully completing the three e-learning modules on our Learning Management System (LMS).

The deadline for completing the e-learning modules was 30 April 2018. We will be sending out certificates to our Certificated Change Agents by the end of May 2018.

Post-School Questionnaire

If you have taken part in School this year we'd really appreciate you completing the Post-School Questionnaire.

About the School

If you've been frustrated by having to navigate stifling hierarchies to get the changes you know are needed, or criticised for being a dissenter, disruptive or even divisive, then The School for Change Agents is for you. It's more than just a school - it's a platform for learning, and a community of people like you.
If you would like to find out more about School and how you can benefit from it, please see our information pack, and our FAQs.
NEW! for 2018 are special small group EdgeTalk sessions.

Get involved through Twitter: @Sch4Change #S4CA. If you are on Facebook, pop over and 'like' our page, and join our closed group.

If you'd like to drop us a line, you can email us at england.si-horizons@nhs.net

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You can become a Certificated Change Agent by successfully completing the three e-learning modules on our Learning Management System (LMS). The deadline for completing the e-learning modules was 30 April 2018. We will be sending out certificates to our Certificated Change Agents by the end of May 2018.

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I've been a fan of the School of Health and Care Radicals for a while now. An online training resource for people who want to 'rock the boat while staying in it', the school is forward-thinking, accessible and free.

I've dipped into the online resources since it launched, but work pressures had stopped me from completing the course.

So, when I got the opportunity to work with NHS England's Horizons Team to organise a one-day school I grabbed it.

Change is inevitable

Change is inevitable in healthcare, and it's not something we can or should stop, but it can feel tough. What we can influence is our approach to change.

Last month over 80 allied health professionals, pharmacists, healthcare scientists, psychological professionals and others came together in the North West to spend the day learning how we can lead change in healthcare.

Here are some highlights and reflections:

1. Change starts with me
It's good to be a rebel, but there's a fine line between being a rebel and a troublemaker. I know I've stepped over that line over in the past and remember the harm it caused to some of my professional relationships. The school has helped me to understand the difference: if we stay purposeful, positive, creative and collaborative, we keep on the right side of change.

2. Rebels need to do everything they can to put the 'we' into change. Being part of a community gives us support but it can also give us more influence, with shared values and purpose at the heart of what we do.

3. Seek out people who think differently
It's easy to always work with 'strong' ties: colleagues and peers who are people like us. But if we strive to improve services with our 'weak ties', including people who question our current practice and ways of working, then we are more likely to innovate and create lasting changes.

4. Tell a story
Stories can be far more powerful in influencing change than data alone. Make it personal, relevant and authentic, and finish with a call to action. Karen Middleton's powerful Founder's lecture in 2014 shows us how to do this.

5. Being told 'no' is okay
This was my lightbulb moment of the day. Being told no when we're suggesting a different way of doing things is okay: we need to take time to listen to why and use this as an opportunity to step back, reflect and learn; and use our communities to support us.

Relationships trump structures

A few years ago I heard Sir Jon Oldham, national clinical lead for quality and productivity, speak on how 'relationships trumps structures every time' and this has influenced my approach to work ever since.

If we are to influence improvements in healthcare we need to invest time and energy in relationships. Without relationships built on trust, respect and shared purpose we are destined to fail at times of status quo let alone change.

So, embrace your inner rebel, keep hold of your passion and collaborate with others: rock the boat while building bridges too.

Naomi McVey is programme manager for AHP Workforce with the North West AHP Network.

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Rebel or troublemaker: how do you lead change?

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I've been a fan of the School of Health and Care Radicals for a while now. An online training resource for people who want to 'rock the boat while staying in it', the school is forward-thinking, accessible and free. I've dipped into the online resources since it launched, but work pressures had stopped me from completing the course.

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Cardioresp

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Cardioresp

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Cardioresp

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We are a charity of clinicians and experts driven to improve patient safety

The Clinical Human Factors Group was set up by Martin Bromiley after his late wife died needlessly following a routine operation. Ten years on, the Charity has influenced a generation of workers by promoting the application of Human Factors science in all areas of healthcare. The NHS continues to have 150 preventable deaths per week. But there's more to do.

Our Trustees and Ambassadors work in clinical practice and fields related to Human Factors, quality and learning. They stay on top of the latest developments and critically examine best practices, research and current thinking to ensure we stay on-mission.

Our mission is:

Design for safety. Embed Human Factors science into procurement, design and delivery of care.

Learn from success and failure. Encourage a just culture, better local investigations, so mistakes are not repeated and success is.

Educate and promote Human Factors in all healthcare settings

While Government, patient safety programmes, initiatives and groups come and go, the Charity continues to be recognised and trusted as independent and recognised group. We serve as a repository for resources, best practice, knowledge and organisational memory. We work across organisations, departments and disciplines and our independence allows us to raise the awkward questions and challenge mainstream assumptions.

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CHFG - Clinical Human Factors Group works with clinical professionals and managers to make healthcare safer. In 2015, after the death of wife Elaine Bromiley during a routine operation where errors where made, airline pilot Martin Bromiley founded the charity to learn from mistakes made and improve safety.