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      <title>Leading the Management of Change by </title>
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      <description>Made with whimsy</description>
      <language>en-us</language>
      <pubDate>2019-11-11 10:34:43 UTC</pubDate>
      <lastBuildDate>2025-11-29 21:54:41 UTC</lastBuildDate>
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         <title></title>
         <author>nigel_slater</author>
         <link>https://padlet.com/nigel_slater/6h8fms5110yh/wish/409384274</link>
         <description><![CDATA[<div>Alice, the third year nursing student, is in her final clinical management placement. Unfortunately, she has arrived at a time of change in the unit. The two permanent senior nurses are not available (one has left unexpectedly and the other has been ill for two weeks, and has a poor prognosis).  The rest of the registered nurses are on part-time contracts, or filling in from other units. This lack of leadership has led to a definite lack of cohesion. Boundaries between the different staffing levels appear blurred. This has resulted in most of the staff members ‘doing their own thing’. Conflict between members, especially between the health care assistants (who are permanent and been in the ward for a number of years), registered nurses and students (a first and second year student) goes unchecked. The working environment feels tense. Communication is terse. Noticeably, necessary equipment and stock is not available on time as no one person seems to be in charge of organisation. Patients seem more anxious.Alice becomes aware of the inequitable power relationships between the different levels of caregivers. The two junior students tell her that their mentors (both part-timers) seem unhappy and that they, themselves don’t know how to make things “better”. Instead of learning with their mentors (who seem to be unavailable or inaccessible), they feel like they are being bullied and used by the ‘bossy’ health care assistants for all the menial tasks. Being relatively new in the unit, they are afraid of repercussions and are fearful of complaining, even when they are worried about patient care being compromised.How can this ‘stuck’ situation become ‘unstuck’?</div>]]></description>
         <enclosure url="" />
         <pubDate>2019-11-11 10:34:54 UTC</pubDate>
         <guid>https://padlet.com/nigel_slater/6h8fms5110yh/wish/409384274</guid>
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         <title>What part does leadership play in this scenario?</title>
         <author>nigel_slater</author>
         <link>https://padlet.com/nigel_slater/6h8fms5110yh/wish/411064806</link>
         <description><![CDATA[]]></description>
         <enclosure url="" />
         <pubDate>2019-11-14 08:58:35 UTC</pubDate>
         <guid>https://padlet.com/nigel_slater/6h8fms5110yh/wish/411064806</guid>
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      <item>
         <title>Regaining Agency</title>
         <author>ntyjb48</author>
         <link>https://padlet.com/nigel_slater/6h8fms5110yh/wish/411071429</link>
         <description><![CDATA[<div>being able to influence your working environment should start as a student, as nothing changes when you're registered. Link in with the university, however understand that you have a right to learning and to be engaged with your placement and allow that to provide your agency. Evidence and report.</div>]]></description>
         <enclosure url="" />
         <pubDate>2019-11-14 09:15:37 UTC</pubDate>
         <guid>https://padlet.com/nigel_slater/6h8fms5110yh/wish/411071429</guid>
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      <item>
         <title>Advocation</title>
         <author>ntyjb48</author>
         <link>https://padlet.com/nigel_slater/6h8fms5110yh/wish/411072680</link>
         <description><![CDATA[<div>Senior students should lead by example; in this case through reporting  and advocating for their junior peers. Even as a student you are responsible for service improvement and fault correction. The standard you walk past is the standard you accept.</div>]]></description>
         <enclosure url="" />
         <pubDate>2019-11-14 09:19:42 UTC</pubDate>
         <guid>https://padlet.com/nigel_slater/6h8fms5110yh/wish/411072680</guid>
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      <item>
         <title>See solutions..</title>
         <author>ntyjb48</author>
         <link>https://padlet.com/nigel_slater/6h8fms5110yh/wish/411073384</link>
         <description><![CDATA[<div>If you are unhappy with the situation it is acceptable to report it, however if you have noted a problem you should be ready with suggested solutions. You could request another placement, new mentor, university visit or otherwise. See the opportunity to develop process driven thought.</div>]]></description>
         <enclosure url="" />
         <pubDate>2019-11-14 09:22:01 UTC</pubDate>
         <guid>https://padlet.com/nigel_slater/6h8fms5110yh/wish/411073384</guid>
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      <item>
         <title>The right decisions</title>
         <author>ntyjb48</author>
         <link>https://padlet.com/nigel_slater/6h8fms5110yh/wish/411077705</link>
         <description><![CDATA[<div>Leadership includes making difficult decisions; not just the easy ones. Leaders will not have the luxury of having friends at work, as difficult decisions are not often popular. The failure of ward staff to demonstrate robust leadership through formal counselling, performance warnings and fault correction will result in continued poor performance and continued lack of staff retention. </div>]]></description>
         <enclosure url="" />
         <pubDate>2019-11-14 09:35:40 UTC</pubDate>
         <guid>https://padlet.com/nigel_slater/6h8fms5110yh/wish/411077705</guid>
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      <item>
         <title>https://improvement.nhs.uk/documents/3359/Ward_leaders_handbook.pdf</title>
         <author>ntyab49</author>
         <link>https://padlet.com/nigel_slater/6h8fms5110yh/wish/411080169</link>
         <description><![CDATA[<div><br>Self management skills</div>]]></description>
         <enclosure url="" />
         <pubDate>2019-11-14 09:43:30 UTC</pubDate>
         <guid>https://padlet.com/nigel_slater/6h8fms5110yh/wish/411080169</guid>
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