Key Messages Leeds and London - February Hackathon Events

Key Messages – Leeds and London - February Hackathon Events

The following themes were the most common responses to the questions asked

Question 1 - What does an inclusive NHS look like?

 Having diversity at all levels within an organisation

 Speaking up safely without fear of reprisal – no blame culture

 Everyone having a voice at all levels

 Feeling safe at work

 Less hierarchy

 Having trust in the organisation

 Value based recruitment

 Mentoring and Shadowing opportunities

In addition to this, leaders having an open door policy and having the time to listen was emphasised by many participants.

Question 2 - What are the current or future barriers/challenges for us to creating that inclusive NHS?

 NHS being too hierarchical

 Lack of trust

 Culture of organisations

 Inclusion not being a priority for organisations when faced with other pressures

 Not challenging the organisation

 Not wanting to be confrontational or cause conflict

Alongside this there were points raised around the cost of any leadership interventions and leaders setting an example for staff. Question 3 - What’s currently working well that we should continue doing with leadership development interventions?

 Coaching and Mentoring programmes

 Values Based Leadership

 NHS Leadership Programmes (accessible to all)

 Role Shadowing

 Collective and distributed leadership

Question 4 - What else is needed to create an inclusive NHS? What Inclusive and Systems Leadership is required to enable us to deliver this?

 Open and honest culture

 Diverse leaders

 Mentoring and coaching

 Patients and service user inclusion

 Embedding

 Non hierarchical

 Leaders defining model behaviour

Additionally learning from the past and reflective practice was a popular theme.

Question 5 - How do we/should we measure the impact of leadership development interventions and service delivery/health outcomes?

There was a consensus that that this was a difficult question to answer. It was agree however that both qualitative and quantiative measures should be utilised.

The most common ways that participants felt that leadership interventions could be measured is

 Patient feedback  Via existing methods to evaluate e.g. staff survey

 Staff sickness/turnover/grievances

 Organisational shift in culture

A shift in workforce profiles by different protected characteristics, consistent measuring and individual and collective feedback was also highlighted as an effective way of measuring

For more details go to the microsite http://www.nwacademy.nhs.uk/InclusiveSystemsHack