101 Steps to | part 3

What could go wrong – 7 steps you shouldn’t take?

  • Your culture and culture especially restricts you from starting.
  • In a change resistant organisation with low risk appetite there will be a desire to “fix processes” instead of getting rid and changing the process all together. is not polishing the brass, its a decision about whether brass is the right metal.
  • This is not about business process it s about core process, and like I talk about in core , its no good, looking at vague things like enabling or empowering and coming up with fixes or platitudes.
  • We are examining at a core level, this may mean Job descriptions, organisational structures, management systems, everything associated with the process will need to be reworkedd to maintain your and its systems

quality improvement  quality improvement - iu 6 300x205 - Quality Improvement 7 steps (you should not take)

  • A ‘That’ll do” or an “I give up” mentality won’t make the changes you need
  • A constraint is set before you start. e.g you can change everything but staff should still be allowed to wear their own clothes, it seems innocuous, but imagine looking at processes in a care home where infection control is failing.
  • If your has a set of core and beliefs, what you examine and change must be sympathetic to them. If you don’t you have to understand what people’s and beliefs are about their work and the organisation, so you must work with that
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