Organisational learning and implementing change

Is yours a learning organisation? (Harvard Business Review, 2008)
Interactive tool and video page with links to related tools.

Learning organisations - assessment cards (Social Care Institute for Social Learning, 2004)
A downloadable self-assessment resource pack to allow organisations to assess whether they are a learning organisation, that is, an organisation that uses evidence-based practice and informed decision-making.

Learning organisations. Where the learning begins (Edinburgh University, 1996)
Overview of learning organisations, the concepts behind, why learning organisations work, risk analysis and case studies.

Mindtools (www.mindtools.com)
Provides tools to improve practical skills such as leadership skills, problem solving, decision making, time management, stress management, information skills, project management, practical creativity, communication skills, memory improvement.

Survey - assess if yours is a learning organisation (Harvard Business Review, 2008)
Learning Organisation online survey.

The desire to become a learning organisation may hinder the development of knowledge (Waikato Management School, Electronic Journal of Radical Organisation Theory, vol 7, 1, 2001) (PDF, 56kb)
Learning organisations need to have a balance between being reactive and proactive in relation to the process of gaining knowledge if targeting achieving competitive advantage.

The learning organisation. What constitutes a ‘learning organisation' and can it be realised (The encyclopedia of informal education, by infed, the informal education homepage, 2001)
Bibliography, historical background of 'Learning Organisation' and links.

The manager's electronic resource centre (Management Sciences for Health)
Links and resources for health professionals.

Let's get real (Te Pou)
Let's get real is a framework for everyone working in the mental health and addiction sector irrespective of their role, discipline, type of organisation worked for, or population group their service works with.
The framework describes the essential knowledge, skills and attitudes required to deliver effective mental health and addiction services. Let's get real is made up of seven Real Skills, that each have three levels of performance indicators.

What Next? National Conversation about Work (Human Rights Commission, 2010) (PDF, 2mb)
The National Conversation about Work represents the views of thousands of New Zealanders working in a wide variety of industry sectors in cities, provinces and rural communities. They‟ve spoken about what constitutes good work and what makes for decent workplaces. They‟ve identified how work can be improved to increase productivity and profitability and at the same time enhance family life, and community well-being.

The report identifies the top ten priorities for equal employment opportunities.

The use of the exit interview to reduce turnover amongst healthcare professionals (A. Flint & J. Webster , 2011)
A Cochrane review of studies investigating the use of exit interview strategies in decreasing turnover amongst healthcare professionals.
 

The effectiveness of strategies to change organisational culture to improve healthcare performance (Parmelli, Flodgren, Schaafsma, Baillie, Beyer & Eccles , 2011)
This Cochrane review looks for rigorous evidence to determine the efficiency of strategies to change organisational culture on healthcare performance.

Carl Sagan's Baloney Detection Kit (Based on Carl Sagan's: The Demon-Haunted World; Science As a Candle in the Dark, 1996)
Tools for sceptical thinking and testing arguments and detecting fallacious or fraudulent arguments.

Critical thinking. What it is and why it counts (The California Academic press, 2007) (PDF, 247kb)
An interesting article that defines critical thinking and the purpose of improving this skill.

The analysis & assessment of thinking (Helping students assess their thinking) (Foundation For Critical Thinking, 2009)
Presents guidelines and standards to work toward developing reasoning abilities.

Tatau Kahukura: Maori Health chart book 2nd edition (Ministry of Health, 2002) (PDF, 1.51mb)
Tatau Kahukura: Mäori Health Chart Book is part of a series of monitoring reports on the current health status of the New Zealand population. Each report in the series includes key indicators relating to the socio-economic determinants of health, risk and protective factors for health, health status, and health service utilisation. This report provides a picture of the health status of the Mäori population compared with non-Mäori.
 

Hauora: Māori Standards of Health IV (Hauora, 2007)
Hauora: Māori Standards of Health IV is the latest edition in the Hauora series, and covers the period 2000 to 2005. The first three chapters situate the health statistics within the broader context, including the theoretical, demographic and socioeconomic contexts. This is followed by chapters on mortality, public hospitalisations, cancer and mental health.

This volume of Hauora also includes a number of topic-based chapters from invited authors, including chapters on cardiovascular disease; diabetes; respiratory disease; oral health; disability; sleep problems; occupational safety and health; health in prisons; and the National Primary Medical Care Survey.
 

Framework for assessing, improving and enhancing health service planning (Fazekas, Ettelt, Newbould & Nolte, 2010)
This report seeks to add to policy learning across countries and provides important insights into how different systems approach healthcare planning, identifying common challenges, but also differences highlighting the very contextual nature within which healthcare planning directis health service through an in-depth analysis of four countries, using a case study approach: Germany, Austria, Canada (Ontario) and New Zealand.
 

Reflections on values that challenge us and those that do not (Kendrick, 2010) (PDF, 76kb)
This theretical paper discusses the impact of values and beliefs and behaviour.

TrainingZone (TrainingZone.co.uk from Sift Unity)
This site presents a wide collection of resources, news, directories, events, reference material, databases and an online community. The topics are useful for those engaged in staff and organisational learning and development.

Leadership for personalisation and social inclusion in mental health (Social Care Institute for Excellence, Adult Services Report 27, 2009) (PDF, 994kb)
This report is aimed at those involved in developing, providing and leading personalisation and social inclusion for mental health. It is also aimed at those developing the leaders of the future.

Cultural responsiveness framework (Rural and Regional Health and Aged Care Services, Victorian Government, Department of Health, 2009)
The Cultural responsiveness framework aims to improve and extend health services’ capacity and performance in providing culturally and linguistically responsive health care. It encompasses a strategic and whole- of-organisation approach and is designed to be aligned with health services’ strategic planning processes.Four key domains of clinical governance: organisational effectiveness; risk management; consumer participation; and effective workforce are presented and six standards and improvement measures for culturally responsive practice are specified.
 

Long-Term Benefit Dependency: The Issues. Detailed Paper (Welfare Working Group, 2010) (pages, 76)
The Government asked the Welfare Working Group to conduct a wide ranging and fundamental review of New Zealand’s welfare system, with a primary focus on addressing issues of long-term welfare receipt. Practical recommendations about how to turn around the growth in beneficiary numbers and expenditure, and the associated poor social and economic outcomes are sought.

Shifting Māori Health Needs - Māori population trends, health service needs, and medical workforce requirements - issues arising (Ministry of Health, 2010)
This Ministry of Health report discusses how the projected increase in Māori population will impact on Māori demand for health services over the next 10-20 years. It looks specifically at the demands on the Maori medical workforce.

Services under challenge: Critical success factors in meeting high and complex needs of people in mental health care (Mental Health Commission, 2010)
This report offers information on mental health services in New Zealand that have effectively aligned their service provision to meet the high and complex needs of some service users.

Future workforce development needs:A brief overview of what changing environments mean for mental health and addiction workforce (Mental Health Commission, 2010)
This outline of workforce development describes the requirements in the next five to ten years within the context of changing modes of service delivery. It includes the growing role of primary care in the whole field of community, secondary and specialist mental health and addiction services.

Shifting Māori health needs (Katoa Ltd, 2010)
This paper examines Māori population trends and the impact these are likely to have on Māori demand for health services over the next 10–20 years, looking specifically at the demands on the Māori medical workforce.
 

Professional supervision guide for leaders and managers (Te Pou, 2011)
This Guide for Nursing Leaders and Managers supports the implementation of professional supervision from an organisational perspective.

The future of leadership and management in the NHS: No more heroes (The King's Fund, 2011)
This UK report emphasises the role general and clinical managers can play in delivering productivity improvements and service transformation. A key recommendation is the need to promote good leadership and for providers to take responsibility for their leadership and management development.
 

How-to Tools for Mentors (Youth Mentoring Network, 2011)
This website offer a wide range of useful tools and resources for running a mentoring programme

Teamwork within mental health services in Ireland (Mental Health Commission, 2010) (PDF, 729kb)
This resource paper aims to equip mental health teams to understand what contributes to successful team working and the pitfalls to avoid. Resources presented include creative solutions for effective team working, continuous improvement and an audit tool that promotes service quality.

Collaboration between mental health consumers and nurses: Shared understandings, dissimilar experiences (McCloughen, Gillies & O'Brien, 2011) (PDF, 304kb)
This open access research paper seeks to determine the conditions for successful nurse-consumer collaboration. A key finding is that mutual recognition of each other's knowledge and expertise is needed for successful collaboration. This Australian study thus reinforces the need for consumers and nurses to establish common ground on which to collaborate. Although desirable within therapeutic relationships, collaboration is often challenged by determinants of power such as knowledge, information and expertise.

Leading a multidisciplinary team (Deane & Gournay, 2009) (PDF, 473kb)
This chapter provides an overview of what constitutes a multidisciplinary team and how policy can change the roles and relationships in teams. Suggestions for effective leadership styles and practical tips for team building and managing team meetings are provided. A useful resource that can support the day to day operational management of mental health teams. .

Interdisciplinary teamwork and leadership: Issues for psychiatrists (Rosen & Callaly, 2005) (PDF, 135kb)
This open-access article is a useful resource for service providers and leaders within the mental health sector. The effectiveness of interdisciplinary teamwork is highlighted. This involves both retaining differentiated disciplinary roles and developing shared core tasks. It also requires sound leadership, effective team management, clinical supervision and explicit mechanisms for resolving conflicts and ensuring safe practices.

The impact of team processes on psychiatric case management (Simpson, 2007) (PDF, 93kb)
This UK report identifies the structures and interactions within community mental health teams that facilitate or impede effective teamwork and psychiatric case management. Care co-ordination was enhanced when team structure and policies were in place and where team interactions were respectful. Sector leaders therefore need to provide clear operating procedures alongside inter-professional trust and respect to ensure that there is open, safe and reflective participation.

How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism (Schaufeli, Bakker & Van Rhenen, 2009) (PDF, 197kb)
This is a useful resource for service providers and leaders in the mental health sector. The results of this Dutch survey revealed that increases in job demands and decreases in job resources predict burnout and increases in job resources predict work engagement. Furthermore burnout (positively) and engagement (negatively) predict registered sickness duration.

The relationship between the work environment and therapeutic commitment of nurses working in mental health (University of Technology, Sydney, 2009) (PDF, 2.78mb)
This doctoral study examines the impact of nurse, patient and work environment factors on the willingness and ability of nurses in Australia to engage in therapeutic relationships. Key recommendations to services include enhancing support to nurses through improved access to preceptorship, continued education and clinical supervision. Additionally the therapeutic commitment of nurses can be increased through improved continuity of care, access to career development opportunities and improved responsiveness to the needs of the nursing workforce.

Difficulties implementing a mental health guideline: An exploratory investigation using psychological theory (BioMed Central , 2007) (PDF, 253kb)
This UK study applied psychological theory to examine explanations for difficulties in implementation. Emotions, environment context and resources were identified as key areas when considering intervention. This is a useful resource for service providers and sector leaders implementing guidelines.

Lessons learned in changing healthcare - from 14 leaders in healthcare improvement (Health Quality & Safety Commission New Zealand , 2011)
A review of the book by Paul Batalden, Director of the Center for Leadership and Improvement, Dartmouth Institute for Health Policy and Clinical Practice is presented and selected chapters are discussed.

How to use an article about quality improvement (Health Quality & Safety Commission New Zealand, 2010)
This paper outlines how clinical leaders can read a piece of evidence and work out its relevance to their work.

Serious and Sentinel Events 2009/2010 (Health Quality & Safety Commission New Zealand, 2010)
A 2009/2010 report of serious and sentinel events across New Zealand’s District Health Boards (includng th full report, DHBs report, media release and Q&As)

Developing culturally and linguistically competent health education materials: A guide for the State of New Jersey (Health Systems Research, 2007) (PDF, 218kb)
This is a useful guide for health educators creating, reviewing and adapting educational documents to ensure their appropriateness for culturally and linguistically diverse populations.

National Mental Health Benchmarking Project (AMHOCN) (PDF, 273kb)
The presentation provides an overview of this Australian based project that aims to identify benefits, barriers and issues arising from benchmarking and promoting information sharing between mental health organisations. The importance of key performance indicators of the national mental health performance framework is highlighted. This is a useful resource for clinicians seeking a better understanding of benchmarking within services.

Treatment approaches for dual diagnosis clients in England (White Rose Research Online, 2008) (PDF, 164kb)
This paper presents the findings of a national survey carried out to estimate dual diagnosis prevalence in treatment populations. The need for structured joint working approaches between services in order to improve treatment outcomes is highlighted

An investigation into the aspirations and experiences of newly appointed dual diagnosis workers (McLaughlin, Sines & Long, 2008) (PDF, 95kb)
This research paper explores dual diagnosis worker’s perceptions of their new role and function in Northern Ireland. The study seeks to help shape and bring about some universality to the provision of the dual diagnosis service within different National Health Service Trusts in the country.

Management of persons with co-occurring severe mental illness and substance use disorder: Program implications (Drake, Mueser & Brunette, 2007) (PDF, 220kb)
This paper provides an overview of research and offers guidelines related to mission and philosophy, leadership, comprehensive reorganisation, training, specific programs, and quality improvement. It outlines several steps that mental health leaders should consider, including efforts to reconfigure mental health programs into dual recovery programs.

Standards for Engagement Guidelines for Central and Local Government, and NGOs Working with Refugee Background Communities (ChangeMakers Refugee Forum, 2008)
The Standards for Engagement guidelines were designed as a practical guide to assist government and NGOs to work together on issues that affect refugee communities. It contains principles and standards for successful engagement as well as indicators for measuring how well these principles
and standards are being met.

QIPPS: Quality Improvement Program Planning System (QIPPS)
This website offers access to a database of health promotion and community development projects using the QIPPS planning and evaluation template. A useful resource for health practitioners, managers and service providers that supports quality improvement practices. Open access to a resource centre and QIPPS training events is provided.

A Health Equity Assessment Tool (Equity Lens) for Tackling Inequalities in Health (Ministry of Health)
This tool presents a list of questions developed to assist service providers and health professionals consider how particular health inequalities occur and where the effective intervention points are to tackle them.