// LSTC - Leading Services In & Through a Crisis or Disaster

LSTC - Leading Services In & Through a Crisis or Disaster

CPD Points: 9
Duration: 9 Hours
Media Type: Clustered Asset
Provider: Academyst

Description

It is difficult to conclude anything other than the NHS is in crisis at the current time. The converging issues of increased demand, increasingly insufficient funding and a lack of authentic, intelligent reform at pace have created a myriad of adverse effects, which are added to by autocratic regulator behaviour and inflexible, one-size policies across a naturally diverse set of providers and local conditions. In effect, this wider NHS crisis precipitates many adverse local effects, which in turn have the potential to preciptate crises within specific specialty areas. It is vital that Trust and service leaders understand just how to respond appropriately, or they risk inadvertently turning those crises into unrecoverable disasters. Normal leadership rules just don't apply in the same way due to pressure of urgency and the chaotic, uncontrolled nature of crises. This highly practical, thought-provoking day is aimed at individuals who have stepped beyond the naivity of thinking their service is immune or that their existing leadership experience is preparation enough for the nature of crises unfolding today. We know what they say about failing to prepare...

UNDERSTANDING CRISES AND DISASTERS NHS-STYLE
  • The context of crises today and the emerging precipitators
  • Crisis versus disaster - know the difference
  • What constitutes a crisis?
  • Recognising the danger signals of crisis escalation
  • The distressed environment - understanding the reality
  • The nature of emerging crises - clinical, financial & reputational
  • Fast crises versus slow crises
  • Safe assumptions to drive intelligent choices
  • Adopting a sensible crisis resolution model
  • In it for the long game - not wrecking the future to save the day
  • The adverse short game - when inadequate action leads to no future

THE SEVERE CRISIS OR DISASTER
  • What might a disaster look like?
  • The rules that don't apply and why
  • Short term versus longer term focus
  • Concepts of limitation and preservation
  • Creating capacity to deal with the crisis
  • Removing confounders to crisis resolution
  • Preserve, Park and Purge
  • Leaders almost always act late and insufficiently - why?
  • Understanding your own emotions and reactions
  • Hard choices when hard choices are vital
  • Increasing the likelihood of sensible choices under extreme circumstances
  • Prevention is key - core principles
  • Preparation is key - understanding preparation core principles
  • Preparation in application - just what do you need to do, NOW?

UNDERSTANDING PEOPLE & LEADING THEM IN A CRISIS OR DISASTER
  • Leading people in a crisis or disaster - key concepts
  • How the organisation or service must behave to take people with it
  • Adopting a crises model of leadership
  • Decision-making and the 'top team'
  • Critical issues in emotions & behaviour
  • Understanding human reactions using the KUbler-Ross Curve
  • Panic & paralysis - understanding the mechanisms at play
  • Segmenting crisis reactions - knowing who's likely to do what
  • Limbic processing and the loss of emotional stability
  • The adverse role of nihilism in disaster and how to avoid it
  • Emotional intelligence - its loss and adverse effects
  • Stabilising and re-building emotional intelligence
  • What do people need from leaders in a crisis?
  • Transformational versus transactional approaches - know when to apply which
  • Deploying people intelligently
  • ENABLING teams in crisis situations
  • Ensuring that everyone knows what to do and how to do it
  • Appropriate leadership communication in crisis situations
  • Handling further set-backs to avoid further emotional damage


LEADING OUT OF A CRISIS
  • Root true-cause analysis - deal with the cause not the symptoms
  • Agreed solutions to commonly understood problems
  • Assembling a crisis coalition to lead resolution
  • How to facilitate consensus
  • A problem shared - innovating and problem solving
  • Agreeing crisis principles - behaviour, communication & solutions
  • The design-implementation approach to crisis resolution
  • Rapid iteration - ensuring that you are doing the intelligent thing, always
  • Taking a shared approach to release of leaders
  • Building longer term capability to avoid future crises 



  • Doctors - Junior
  • Doctors - Middle
  • Doctors - Senior
  • Nurses - Junior
  • Nurses - Middle
  • Nurses - Senior
  • Business & Administration - Junior
  • Business & Administration - Middle
  • Business & Administration - Senior
  • Allied Pros - Junior
  • Allied Pros - Middle
  • Allied Pros - Senior