It was a really hard choice, with so much to see and learn! At our latest face to face meeting in London, we collaborated with our local partners to offer six site visits, and our 90 delegates chose which site to visit. At every in-person meeting, we offer site visits based on the interests, challenges and priorities of our members. We have built harvesting into for all of our members.
And I’ve been so surprised by what I have learned, visiting places I would never have asked to visit, such as the patient self-dialysis building in Jönköping, Sweden and the amazing dementia unit at Khoo Teck Puat Hospital in Singapore and so many more. There are so many benefits to what you might call ‘live case study visits’. It also means you are ‘walking the walk’ and actually seeing the work in action. This is a good way of getting to the heart of exciting work. For example, is healthy food being promoted? Or is comfort food a priority?Īsk your host, ‘take me to the place that you are proudest of’. The sort of food that is served can reveal a lot about how an organization is caring for its people. One practical method for characterizing the culture is to go to their café and see how it functions. All of their perspectives can be contextualized within the culture of an organization. Extending this to patients and their families helps bring their views into the picture you are gaining. It’s inspiring to engage with a range of employees at an organization to get a sense of the mix of perspectives. You don’t want to confirm your existing ideas but allow new ones in. Think about the last time you asked a question and were surprised by the answer.
The purpose of harvesting is not to answer questions but to keep asking them. What are some best ways to go about ‘harvesting’ when you visit an organisation?įirst, before you make your visit, I think it’s important to develop a strong CQ, Curiosity Quotient. Visiting others, both inside and outside of health care, is key. ‘Harvesting’ is a method that opens you up to alternative, perhaps better, ways of doing things or solving problems that may transform your organization. That’s why ‘harvesting’ is so critical to improvement work. It’s impossible to answer these questions without looking beyond your organisation.
When I visit leadership teams in health care organizations worldwide, I often start by asking these four questions:ĭo you know how good your organization is?ĭo you know where you stand relative to the best?ĭo you know your rate of improvement over time? Leaders have so many ways to inspire and learn, and to accelerate the pace of improvement in their organizations.
0 kommentar(er)
