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Unnecessary layers of bureaucracy and paperwork
COVID has allowed for many innovations and new ways of working to be introduced rapidly and without significant levels of management intervention. For example, changes to rotas, delivering clinics virtually, using mini c-arms in fracture clinic, providing new policies on certain injuries and so on. There is clearly a need to have some governance structure and rules of engagement to follow when it comes to new innovation, but at the same time we have clearly demonstrated that as clinicians we have the insight to do things safely, with appropriate audit tools to monitor progress and to get things done in a timely fashion. I would suggest that a significant percentage of the current levels of management oversight of our clinical work and processes are unnecessary.
Rapid learning processes are a key to successful innovation. As a team we are looking how to combine and align our change approaches with Safety 1 and Safety 2 thinking.
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This makes sense - understanding that people know what needs to be done, and allowing them to get on with it
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Status labels added: Collaboration, Education, Effective Team Working, Guidance, Integration Of Resources, Pathway Redesign, Reduced Bureaucracy, Things To Stop, Workforce, Horizon 1
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Status labels removed: Collaboration, Education, Effective Team Working, Guidance, Integration Of Resources, Pathway Redesign, Reduced Bureaucracy, Things To Stop, Workforce
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