The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic - Peter Drucker

The TurningTides Blog

Ideas and inspiration from Turning Tides

Eileen Moir is the founder of TurningTides and has a wealth of experience leading change and improvement in complex public sector services. Her career includes eleven years as an Executive Director within the NHS, encompassing five years as Director of Implementation and Improvement in Scotland’s quality improvement body. 

The Berwick Report: Subtle, Eloquent and Powerful

The Berwick Report was published this week. It distils the lessons learned and specifies the changes needed in the wake of the Frances Inquiry into the Mid Staffordshire tragedy. 

I'm familiar with Don Berwick's writing and I've heard him speak. A giant in the world of healthcare quality improvement, he has inspired me to see the world differently. I hoped that his voice would not have lost any of its impact and I was not disappointed. The Frances report was a landmark publication for NHS England with implications for the rest of the UK but the Berwick Report is one for the NHS of Great Britain. It has important messages for all.

Reading the social media sites, it's apparent that the Berwick Report has had a mixed reception with various groups feeling that the recommendations just don't go far enough. Everyone has a perspective borne of their experience and I respect their view.  However, I urge the critics to look deeper. 

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Building Unity on Difference

Building Unity on Difference  

From my consulting and coaching conversations it's apparent that cross sector collaboration is one of the most personally demanding leadership challenges of all. The integration of health and social care is one such example.

Scottish Government's recent paper "All Hands on Deck" gives some direction to integration. It's more reflective than you might expect from a Scottish Government paper but this is a refreshing departure.  The narrative is imbued with wisdom gathered from previous structural attempts to deliver the erstwhile elusive goal of seamless services. The complexity of the task ahead is well articulated and, as the title suggests, success will rest on everyone getting on board.

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An Intrinsic Desire to Improve

An intrinsic desire to improve

I'm getting ready to do the BUPA 10k run on Sunday (14th July) around Holyrood in Edinburgh. This will be the second of four 10ks that I will be doing over the summer.  The first was part of the Edinburgh Marathon Festival in May and the third will be the 'Mind your Head' Charity run in Shetland in August (in support of mental health services).   A route around Loch Ness will complete the 10k quartet in September.  So a summer of personal challenge lies ahead.  

There's something special about running though that makes you want to continually improve.  It's not about being in competition with others; it's more about challenging yourself to do better.  In order to improve you need to measure your performance and I have an app on my iPhone for this.  Monitoring my own stats has got me thinking about the rancour that measuring performance has been generating in the NHS in recent months.

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