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Areas for development

. Areas for development. Version 3. Date: October 2013● Written by: Catherine Lynch ● Venue: Reading Hub. Forward. from Dame Christine Beasley, DBE, Chief Nursing Officer

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Areas for development

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  1. . Areas for development Version 3 • Date: October 2013● Written by: Catherine Lynch ● Venue: Reading Hub Role Development October 2013

  2. UWL PPT Guidelines ● Version 1 ● June 2012

  3. Forward from Dame Christine Beasley, DBE, Chief Nursing Officer I am delighted to commend this Advanced Practice Position Statement to you. The health and social care landscape has changed dramatically over the years and new roles have emerged to respond to the complex and wide-ranging needs of people, families and communities. The profession has adapted yet remained true to its core values.

  4. Start with what you have… Identification of personal development needs within the context of participant’s organisation, role, profession and standards. Learning styles, processes, opportunities Action planning, goal setting and managing the learning process Reflection and recording of learning achievements Problem solving in a given context Leadership Application of appropriate theory to practice

  5. Professional frameworks… Do you have one? What does it look like? Is it aligned to the Knowledge and Skills Framework? Thames Valley University

  6. An example from Nursing Modernising Nursing Careers (DH 2011) UWL PPT Guidelines ● Version 1 ● June 2012

  7. UWL PPT Guidelines ● Version 1 ● June 2012

  8. Thames Valley University

  9. Thames Valley University

  10. Thames Valley University

  11. www.advancedpractice.scot.nhs.uk Thames Valley University

  12. Importantly, staff working at ‘advanced’ levels in ‘non-clinical’ situations should have developed their skills and theoretical knowledge to similar high standards and should be empowered to make high-level decisions of similar complexity and responsibility to those in ‘clinical’ settings. But we have to emphasise that few nursing posts are solely restricted to one or other of these spheres − most are composites (in the figure below). The relationship between different spheres of practice Thames Valley University

  13. Thames Valley University

  14. The Leadership Framework Self assessment tool

  15. Change Management Iceberg • From www.valuebasedmanagement.net • The change management iceberg from Willified Kruger.

  16. Leadership: reputation How to Identify the Big Five Personality Traits • Extraversion • An extravert is talkative, comfortable, and confident in interpersonal relationships; an introvert is more private, withdrawn and reserved. • Agreeableness • An agreeable person is trusting, courteous and helpful, getting along well with others; a disagreeable person is self-serving, skeptical and tough, creating discomfort for others. • Conscientiousness • A conscientious person is dependable, organized, and focused on getting things done; a person who lacks conscientiousness is careless, impulsive, and not achievement oriented. • Emotional Stability • A person who is emotionally stable is secure, calm, steady, and self-confident; a person lacking emotional stability is excitable, anxious, nervous, and tense. • Openness to Experience • A person open to experience is broad-minded, imaginative, and open to new ideas; a person who lacks openness is narrow-minded, has few interests, and resists change.

  17. Today, many researchers believe that they are five core personality traits. Evidence of this theory has been growing over the past 50 years, beginning with the research of D. W. Fiske (1949) and later expanded upon by other researchers including Norman (1967), Smith (1967), Goldberg (1981), and McCrae & Costa (1987).

  18. Leadership in the health and care services is about delivering high quality services to patients by: demonstrating personal qualities · working with others · managing services · improving services · setting direction · creating the vision, delivering the strategy. Jeremy Hunt the Secretary of State for Health

  19. NHS England – Key Exectutives

  20. Leadership in the health and care services is about delivering high quality services to patients by: improving services setting direction creating the vision delivering the strategy demonstrating personal qualities working with others managing services http://www.nhsleadershipframework.rightmanagement.co.uk/development-guide

  21. Other suggestions and preparation for the electronic study day. Using the compendium: Perception Emotional Intelligence The competing Values Framework Conflict management

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