Author: Adrianna Szczypkowska

Healthy.io is scaling the adoption of digital wound management with the PRSB

Aligning to national guidance and adopting information standards is fundamental to the successful digitisation of health and care services. Healthy.io, a supplier of digital solutions enabling health and care professionals to interact more effectively with their patients and close gaps in access to care, understand these fundamentals, which is why they’ve become a PRSB partner. […]

Carebeans enables the delivery of personalised care in care homes, domiciliary care and supported living businesses with their new standard conformance achievement

Social care providers using Carebeans’ system will now be able to provide more personalised and effective care to the people they support, as the supplier has achieved conformance against the PRSB’s Personalised Care and Support Plan Standard, becoming a Quality Partner. Carebeans provides innovative digital care management software for the social care sector. With their […]

KareInn and PRSB partner together to raise the quality of care home data

KareInn aims to improve the way that care is thought about and to provide better delivery of care through its smart, collaborative, digital care planning software for UK care services.  Their technology enables teams to record and share information on resident’s care, making it safer and more efficient. We are delighted that KareInn has decided […]

InterSystems becomes a PRSB partner to improve interoperability of systems and data speed within health and care

We are delighted to welcome InterSystems, an international supplier of data technology in healthcare, as a PRSB partner. InterSystems also develops and supports unique managed services for hospital EPRs, unified care records for communities and nations, and laboratory information management systems, and so they understand the importance of dataset and information record standards in helping […]

OnePlan joins the PRSB’s Partnership Scheme to access expert guidance and support to navigate standards in health and care

Compliance with information record standards is a must for system suppliers that want to help improve the efficiency of a professional’s workflow and people’s lives with their technological solutions. OnePlan, a software supplier helping revolutionise domiciliary care services, understands this and has joined the PRSB as a partner to deliver on its goal. Right now, […]

Successful teams have the functional skills to lead a task, benefit from diversity, and are led in a way that creates time and space for reflection; the ability to take stock periodically, of the task and of the way in which the team is engaged in delivering it. Your stakeholder analysis [HYPERLINK] should help you assemble the most appropriate team and identify how the team interacts and relates to other stakeholders like sponsors, services users, etc.

The variation in the size, both in terms of population served and numbers of constituent organisations, and of complexity, between Integrated Care Systems, precludes the possibility of any prescriptive guidance on the way in which this team is assembled.

Engeström’s expansive learning cycle of learning actions explains how there are 7 stages of learning actions;

CHAT theory also explicitly addresses five areas which if addressed systematically will help overcome stakeholder differences in pursuit of the common goal:

1. Understanding the artefacts that characterise the group and its activity.
• The artefacts might be clinical settings or the forms and templates used to capture and share information. During the pilot we heard about hard copy Dialog response forms; locally generated templates for collating information from different systems; letters and emails to GPs; images, poems or other non-text artefacts that service users might want to include in their ‘about me’ or care plan.

2. Understanding the multi-views of the group. Such groups are always a community of multiple points of view, traditions and interests. 
• Different participants in the group will have different roles and will bring to the group and their roles their own histories, language, and ‘rules’. During our Stocktake preparations and workshops we worked with psychiatrists, mental health nurses, occupational therapists, social workers, transformation leads and voluntary sector representatives, all professions and interests with their own language, approaches professional ‘rules’ but united in their interest in care plans, care planning.

3. Activity systems (like the ICSs) take shape and get transformed over periods of time. ‘Historicity’ is a term coined to express how the group’s problems and potentials can only be understood against their own history. 

 

• ‘We’ve always done it this way’, ‘that didn’t work before’, ‘it’s always like this’, ‘it wasn’t always like this’, ‘they are changing things again’, are all typical statements that often frustrate those charged with overseeing change initiatives. Without addressing the experiences that lie behind such comments you risk repeating mistakes of the past, alienating your stakeholders or just not understanding the real starting point for your transformation project. This is particularly the case for the implementation of the PCSP standard, the success of which will be largely reliant on point-of-care practices and information protocols as well as having systems which are user friendly and appropriately configured.

4. The central role of contradictions as sources of change and development. Contradictions are not the same as problems or conflicts. Contradictions are historically accumulating structural tensions within and between activity systems. Collectively addressing contradictions in how policy, practice, culture and technology interact will empower teams to find genuinely novel solutions for apparently intractable challenges, like interoperability and shared care plan/planning. 

This links to the fifth principle that:

5. the possibility of expansive transformations in activity systems. As the contradictions of an activity system are aggravated, some individual participants begin to question and deviate from its established norms. In some cases, this escalates into collaborative envisioning and a deliberate collective change effort. “An expansive transformation is accomplished when the object and motive of the activity are re-conceptualised to embrace a radically wider horizon of possibilities than in the previous mode of the activity.”