The challenges in providing an effective healthcare services Jersey

 The challenges in providing an effective healthcare services Jersey
 
I attended Policy Centre Jersey Discussion Breakfast - “The challenges in providing an effective healthcare services Jersey” today. Because of the Chatham House Rule these are my reflections only
 
1.    Don’t try to be clever or different, see what works everywhere else and copy that. Be successful by doing what works better than everyone else rather than doing something different.
 
2.    Science, Experience, and Metrics are all there to help you use them to guide your decisions and actions. They are after all, the collective experience of what works.
 
3.    Standards, Checks and Operational Procedures keep planes in the sky, pilots on track and passengers safe. Processes and Guidelines are not “bureaucracy” they are safety and assurance.
 
4.    You can have great service/care in an under-funded and poor system or poor care in a fully-funded state-of-the-art system.
 
5.    There is never enough time, money, or resources, leadership and success is about doing the best you can with what you have. If more becomes available later that is good, but lack of time, money, or resources should not be an excuse for not following science, not doing best practice, not caring for people, not checking outcomes and not being accountable.
 
6.    The environment is important, but not most important. It isn’t the building that delivers the service, it is the people and the processes more than the premises.
 
7.    Be consistent, clear and committed about priorities – don’t change them frequently or fail to follow with necessary support and actions to deliver on that intent. For example make sure the needs and the funding are aligned (best checked by reference to data)
 
8.    Great executives often happen because of great non-executives. Independent oversight is important.
 
9.    Clear workforce planning, job descriptions, accountability all help team performance. This can be extended with partnerships and pathways provided there is clearly understood responsibility and accountability on both sides of the relationship.
 
10. Success is top-down and bottom-up, it is not about THEM it is about US.
 
 
Chatham House Rule: When a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed
 
Well done to Policy Centre Jersey for excellent Discussion Breakfast
www.policy.je
https://lnkd.in/e9TetCwK
 

If you think things are fast now, remember Moore's Law!

 In the book Stolen Focus the case is made (page 31) that there is a limit on humans which is being stretched by the increasing volume and pace of information, decisions, consequences and responses. If you think things are fast now, remember Moore's Law, the principle that the speed and capability of computers can be expected to double every two years. Your life will be on auto-pilot because you dear human, are incapable of making the decisions for yourself.

Even more alarming we will plunder energy and mineral resources to fuel the systems and production of this world in which we are less present and participant.


Here is some data..

Processing power, decision speed, and energy consumption are important factors to consider in both humans and computers/AI systems.

HUMANS:

1.1. Processing Power: Humans have remarkable processing power in terms of information perception and processing. However, it's hard to quantify this processing power in a way that compares directly with computers, due to the difference in biological and digital systems. Nonetheless, the human brain is estimated to compute at approximately 10^16 (10 petaflops) to 10^19 (1 exaflop) operations per second.

1.2. Decision Speed: Human decision speed can vary significantly based on a multitude of factors like fatigue, stress, expertise, etc. However, for a simple reaction time task (such as pressing a button when a light appears), it is about 200-300 milliseconds. More complex tasks, requiring cognitive processing, can take significantly longer.

1.3. Energy Consumption: The human brain consumes about 20% of the body's total energy, approximately 20 watts, even though it makes up only about 2% of the body's weight.

COMPUTERS AND AI:

2.1. Processing Power:

Past (1980s-1990s): Home computers in the 1980s had processing power measured in millions of instructions per second (MIPS), for instance, the IBM PC (1981) operated at 0.64 MIPS.

Present: High-end processors in consumer desktops can perform at a level of hundreds of billions of instructions per second (gigaflops). For instance, the Apple M1 chip operates around 2.6 teraflops, which is trillions of operations per second. Supercomputers can perform at the level of exaflops, or a billion billion calculations per second, like the Fugaku supercomputer in Japan.

Future (2023 onwards): The trend of increasing processing power is expected to continue, with quantum computing potentially revolutionizing the field by performing complex calculations far more efficiently than traditional computers. However, there are also predictions about the end of Moore's Law, the principle that the speed and capability of computers can be expected to double every two years.

2.2. Decision Speed:

Past (1980s-1990s): Early computers and AI would have decision speeds that were limited by their hardware, which was considerably slower than today's hardware.

Present: Modern AI can make decisions at speeds that are often much faster than humans, typically in milliseconds or less. This is particularly true for well-defined tasks with clear inputs and outputs.

Future (2023 onwards): It's expected that decision speed will continue to improve with advancements in hardware and software. Quantum computing, for instance, could enable even faster decision-making for certain types of problems.

2.3. Energy Consumption:

Past (1980s-1990s): Early computers were not energy-efficient by today's standards. For example, the CDC 6600, a high-performance computer from the 1960s, used about 150 kilowatts of power.

Present: Modern computers and AI systems can be much more energy-efficient, but power consumption varies widely depending on the system. A modern server for AI processing might consume on the order of a few hundred watts. At a larger scale, data centers can use significant amounts of power, with the largest ones using on the order of tens of megawatts.

Future (2023 onwards): Energy efficiency is a major area of focus in computer and AI development. It's expected that future systems will use power more efficiently, but as systems become more powerful, their overall energy consumption may still be high. Efforts like AI model optimization and hardware advances aim to keep this in check.

THE 10 C'S OF HIGH PERFORMANCE FROM JERSEY'S BEACH SPRINTS HOME INTERNATIONAL REGATTA ROWING TEAM

THE 10 C'S OF HIGH PERFORMANCE FROM JERSEY'S BEACH SPRINTS HOME INTERNATIONAL REGATTA ROWING TEAM

Cooperate

Cooperation is key for the Home International Regatta Rowing Team Beach Sprints. The synchronized movements in rowing require a shared understanding and effort. Cooperation fosters trust and unity, vital ingredients for any successful team.

Collaborate

Collaboration involves every team member contributing their unique skills and strengths. It ensures a holistic approach to problem-solving and technique refinement, leading to a stronger and more effective team performance.

Cognition

Cognition relates to the mental processes team members use to adapt and respond to ever-changing race conditions. Good cognitive abilities enable quick decision-making and strategic planning, essential for race success.

Coaching

Coaching forms the backbone of training, providing the necessary expertise, feedback, and motivation. A skilled coach brings out the best in each athlete, refining their technique and helping them to push their limits.

Challenge

Embracing challenges fuels the team's growth and resilience. Facing and overcoming obstacles together creates a robust team spirit and encourages continual improvement.

Communication

Clear and effective communication within the team and with the coach is crucial. It ensures everyone is aligned with the team's strategies, goals, and any adjustments made during the race.

Competence

Competence, in terms of skills and technical knowledge, is the bedrock of performance. Highly competent rowers make fewer mistakes, perform better, and contribute more effectively to the team's success.

Capacity

Capacity refers to the physical and mental endurance of the team. High capacity ensures the team can withstand the intense demands of the race, from the initial sprint to the very last stroke.

Capability

Capability encompasses the team's overall ability to perform under pressure and deliver results. It depends on individual competencies, the effectiveness of training, and the team's adaptability to changing race conditions.

Commitment

The commitment of each team member to their training, the team, and their shared goal is a driving force behind their success. High commitment levels inspire perseverance, dedication, and a strong will to win.

Tim HJ Rogers
Commonwealth Triathlete, World Champs Rower & 4 x GB Gold Medallist
ICF Trained Coach, IoD Business Mentor, Mediator,
Personal Trainer and Performance Coach

Home International Regatta Programme, Sponsored by Oak
Athlete Centered, Performance Focussed, Data Driven
Our Aim: To podium at the Coastal Rowing Home International Regatta events, every year for 4 years.

WHAT IS A MINIMUM VIABLE PROJECT (MVPJ)

 THE 80/20 RULE

The 80/20 rule, also known as the Pareto Principle, is a concept in economics and business that suggests 80% of outcomes often come from 20% of causes or inputs.

The 80/20 rule has been broadly applied in various contexts. For example

In business, it's often observed that 80% of a company's profits come from 20% of its customers or 20% of its products.
In productivity and time management, it's often stated that 20% of one's efforts result in 80% of the outcomes.
In software engineering, it's often noted that 80% of the errors and crashes are caused by about 20% of the bugs.

The main takeaway from the 80/20 rule is that not all inputs are equal; some contribute more significantly to the final outcome than others.

MINIMUM VIABLE PRODUCT (MVP)

A Minimum Viable Product (MVP) is a fundamental concept in Lean Startup methodology. It refers to a version of a new product which allows a team to collect the maximum amount of validated learnings about customers with the least amount of effort. It's a bare-bones prototype that is functional enough to satisfy early customers and provide feedback for future product development.

An MVP focuses on the key value proposition of a product, tests its core assumptions, and serves as a platform to learn and iterate. It's about identifying the basic features needed to solve a specific problem and meet market demands, eliminating all non-essential features.

It's a continual process of testing, measuring, learning, and refining a product or service based on feedback from early users. This approach reduces the risk of failure by verifying product-market fit before heavy investment in full-scale product development.

SCRUM MASTER AND PROJECT MANAGER

A Scrum Master and a traditional Project Manager have distinct roles and approaches in managing team dynamics and project execution.

A Scrum Master, aligned with the Agile methodology, is more of a coach than a manager. Their role involves removing obstacles that hinder the team's progress, facilitating communication, and ensuring that the team adheres to Scrum principles. They empower the team to self-organize and make decisions, fostering a collaborative environment where each member feels ownership and is encouraged to contribute to the project's success.

On the other hand, a traditional Project Manager adopts a more directive approach. They are responsible for planning, executing, and controlling the entire project. They make critical decisions, assign tasks, manage resources, and monitor the project’s progress. This role focuses more on adherence to a predetermined plan and timeline.

The Minimum Viable Product (MVP) approach complements the Scrum Master role. It emphasizes iterative learning and development with minimum intervention. By creating a basic version of the product and refining it based on feedback, the team is allowed maximum ownership, as they are involved in continuous decision-making and improvement. This aligns with the Scrum Master's coaching approach, encouraging self-organization and active learning for maximum project impact.

MINIMUM VIABLE PROJECT (MVPJ)

A Minimum Viable Project (MVPj) mirrors the principles of a Minimum Viable Product (MVP) in a project context. The goal is to deliver value by executing the least amount of work possible while still ensuring project success. It minimizes waste, reduces risk, and emphasizes learning and iteration. Here are some essentials of an MVPj

ARTIFACTS: Minimize documentation, but keep the essentials. You would need
A basic project charter defining the project's objectives, stakeholders, and value proposition.
A simple, dynamic project plan or backlog, outlining what needs to be done.
Basic progress tracking mechanisms, like a Kanban board or a burn-down chart.

INTERVENTIONS: The least amount of managerial interference is required. The team is empowered to self-organize and make decisions, fostering agility and adaptability. The Scrum Master (or equivalent role) only intervenes to remove blockers or when the team veers off the agreed-upon framework.

MEETINGS: Keep meetings to a minimum and make them productive. Typically, these would include:
A project kick-off meeting to align everyone on objectives and processes.
Regular (often daily) stand-up meetings for progress updates and issue identification.
Review/Retrospective meetings at the end of each iteration or sprint for feedback and improvement.

TIME: The project should aim for rapid delivery of value, using short, iterative cycles (sprints). The length can vary depending on the project's nature, but usually, it is 1-4 weeks.

Remember, the concept of an MVPj doesn't mean compromising on quality or skipping important steps. Rather, it involves focusing on the essentials, embracing flexibility, and fostering a culture of continuous learning and improvement.

Tim HJ Rogers
MBA Management Consultant + Change Practitioner
PRINCE2 Agile-Scrum Projects, Programmes and PMO
ICF Trained Coach, IoD Business Mentor, Mediator

Adapt Consulting Company
We support people and organisations with Processes, Projects and Change

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

https://www.adaptconsultingcompany.com/company/
https://www.linkedin.com/company/adapt-consulting-company/

5C OF CORPORATE TEAM BUILDING

THE BENEFITS OF CORPORATE TEAM BUILDING ARE WELL DEFINED:

Increased productivity
Improved customer service
Employee empowerment

Team leaders need a clear picture of the fundamentals that all high-performing teams have in common.
Commitment
Contribution
Communication
Co-operation
Connection


COMMITMENT: to the intent and ethics of a company provides a clear sense of focus.  Once team members understand how their work fits into the company objectives and that their goals are achievable, individuals are ready to put aside personal needs for the benefit of the team, department or company.  Once a shared purpose is agreed upon, each team can develop goal posts and focus on continually improving. Time spent getting all team members on the same page will reduce the chances of disasters at a later stage.

CONTRIBUTION: the ability of a successful team is directly related to the skills the team members own and the ingenuity the team members apply. Work teams need people who have good work abilities and social skills and are willing to learn.  Teams also need leaders who will take responsibility for getting things done.

COMMUNICATION: plays a large role in enabling a work group to reach its full capacity.  Team members must be able to say what they think, ask for help and share new ideas.  This can only happen in an environment where team members trust one another and focus on solutions, not problems.  Open communication is important to a team’s success. To be able to assess the work performance of a team, members must provide honest feedback, be able to accept practical criticism and sort out any issues without complaint.  Direct and honest communication is a major player in these instances.

COOPERATION: most tasks in the workplace require much more than one person doing it all.  Success in a company depends upon a degree of inter-dependence within the team.  Team leaders can encourage co-operation by stressing the influence of individual members on team productivity.

CONNECTION: when a work team is connected to the company the team members will discuss team performance in relationship to the company’s priorities and customer opinion.  Team needs will be considered in connection with what is good for the entire company and what will be the best way to achieves objectives together.


read more
The five disciplines of highly effective teams
HTTPS://www.digitalleadership.ltd/blog/2021/2/25/effective-teams

NAVIGATING INFORMATION OVERLOAD: BALANCING QUICK WINS WITH LONG-TERM STRATEGY

In the era of constant connection, information overload has become an unavoidable aspect of contemporary life. The daily bombardment of emails, social media updates, and breaking news can often leave us feeling overwhelmed, anxious, and less productive. At the same time, the pressure to deliver immediate results and quick wins, often represented by catchy soundbites, is further exacerbating the problem, resulting in a worrying impact on sustainable and long-term productivity and strategy.

UNDERSTANDING THE PROBLEM

Information overload, or infobesity, is a state where the amount of information we are exposed to exceeds our processing capacity. Coupled with the drive for quick wins, this can lead to decision fatigue, burnout, decreased productivity, and a lack of focus on long-term objectives. When we're always reacting to the immediate and pressing, the significant but less urgent tasks are often neglected. Hence, it is vital to understand how to balance this need for immediate results with the requirements of sustainable long-term strategy.

COPING WITH INFORMATION OVERLOAD

A multi-pronged approach is necessary to navigate information overload

SETTING CLEAR BOUNDARIES: Designate specific times of the day to check and respond to emails, social media, and news updates. Avoid the temptation to check constantly, which can interrupt your workflow and drain your mental energy.

PRIORITIZE AND FILTER INFORMATION: Not all information is equally valuable. Understand your priorities, use filters to sift through the data deluge, and focus on what is important for you or your organization.

PRACTICING MINDFULNESS: Mindfulness can help manage stress and improve focus. By staying present, you can better process the information that you consume and avoid unnecessary distractions.

DIGITAL DETOX: Regular periods of digital detox, where you intentionally disconnect from all digital devices, can help restore balance, reduce stress, and improve focus.

BALANCING QUICK WINS WITH LONG-TERM STRATEGY

The drive for quick wins is not inherently bad. However, it becomes problematic when it overshadows or distracts from long-term goals and sustainable progress. Here are some strategies to maintain a healthy balance

ALIGN QUICK WINS WITH LONG-TERM GOALS: Use short-term goals as stepping stones toward long-term objectives. Ensure that every quick win contributes to or aligns with the larger strategic vision.

ENCOURAGE A LEARNING MINDSET: Celebrate the process, not just the outcome. Encourage a culture of learning, exploration, and growth rather than only focusing on immediate results. This will promote resilience and innovation, contributing to sustainable productivity.

SOUNDBITE WITH SUBSTANCE: When using soundbites to promote quick wins, ensure they contain substance and aren't just flashy taglines. They should communicate genuine progress or success, thereby fostering trust and credibility.

REFLECT AND REVIEW: Regularly review both short-term and long-term goals. Reflect on your progress and adjust your strategies as needed. This practice helps maintain focus on the big picture and avoids being caught in a cycle of chasing only quick wins.

In the face of the relentless information age and the seductive lure of quick wins, achieving balance is critical. By adopting strategies to manage information overload and maintaining a balanced approach towards immediate results and long-term sustainability, we can navigate this complex landscape more effectively. The goal is to create a culture that fosters productivity, strategic thinking, and resilience in an increasingly fast-paced and interconnected world.

Tim HJ Rogers
Thinking Feeling Being
We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources
HTTPS://www.linkedin.com/company/thinkingfeelingbeing

Tim@ThinkingFeelingBeing.com
Mob 447797762051
HTTPS://www.linkedin.com/in/timhjrogers/

#mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #changeresources

IS IT THINK > FEEL > DO OR MAYBE THE FEELING INFORMS THE THINKING?

 IS IT THINK > FEEL > DO OR MAYBE THE FEELING INFORMS THE THINKING?

Great to attend the Jersey Business Productivity Conference today, and hear from Jamil Qureshi, a performance-enhancing psychologist and an expert in high-performing teams. 

Research has suggested that the process of feeling an emotion can often occur before we have had time to fully process or think about a situation. This is believed to be a result of our evolutionary history, where rapid emotional responses could have been beneficial for survival.

One of the studies supporting this idea is "The somatic marker hypothesis and the possible functions of the prefrontal cortex" by Antonio Damasio. Damasio's Somatic Marker Hypothesis suggests that emotions (which manifest physically in our bodies) help guide our decision-making process. According to this hypothesis, when we're faced with a decision, emotions associated with past experiences can help guide our choices before we consciously deliberate over them.

Another relevant study is "Emotion speeds up perceptual decision making" by Marius Usher and colleagues. The researchers found that emotional stimuli can hasten the brain's decision-making processes, effectively allowing individuals to react more quickly when emotions are involved.

Joseph Ledoux's Work, such as the book "The Emotional Brain The Mysterious Underpinnings of Emotional Life", also emphasizes that our brains process emotional stimuli through a 'low road' that bypasses the cerebral cortex (the part of the brain responsible for conscious thought), leading to quicker emotional responses.

These studies provide a broad scientific basis for the idea that emotions can precede conscious thought. However, the exact details can vary depending on the specifics of the situation and the individual person.

The human brain is incredibly complex, and while we've made great strides in understanding it, there's still a lot we don't know. Neuroscience is an active field of research, and new discoveries could continue to change our understanding of how emotions and thoughts interact.

WHEN IS IT THINK > FEEL > DO?

Cognitive-behavioral therapy (CBT) is a type of psychotherapy that teaches individuals how to identify and change destructive or disturbing thought patterns that have a negative influence on behavior and emotions. The primary goal of CBT is to help individuals learn to become their own therapists, understanding and controlling their thoughts and behaviors.

Here's a brief summary of how CBT can help us pause and think before we act

AWARENESS OF THOUGHTS AND FEELINGS: The first step in CBT is to help individuals recognize their automatic thoughts and emotional responses to certain situations. This could mean noticing when you're feeling anxious, angry, or upset, and what thoughts are associated with these feelings.

IDENTIFY NEGATIVE OR DISTORTED THINKING: After recognizing the automatic thoughts, the next step is to identify when these thoughts might be based on cognitive distortions or 'faulty thinking' patterns. This can include things like catastrophizing (assuming the worst will happen), overgeneralizing (believing that one negative event means everything will go wrong), or black-and-white thinking (seeing everything in extremes with no middle ground).

CHALLENGE AND CHANGE NEGATIVE THINKING: Once the negative or distorted thinking has been identified, CBT then helps individuals challenge these thoughts. This could mean asking for evidence for and against a thought, considering alternative explanations, or using problem-solving techniques to handle difficult situations.

PRACTICE AND APPLY NEW SKILLS: Finally, CBT involves applying these skills in real-life situations. This means that in situations where you might react automatically, you instead pause, recognize your thoughts and feelings, challenge any negative or distorted thinking, and then choose a different course of action based on this more balanced perspective.

In essence, CBT helps people learn to interrupt automatic thought and reaction patterns, enabling them to pause, evaluate their thoughts and feelings, and choose a more considered course of action.

Really interested in the science of Thinking Feeling Doing - so much so that I named my business ThinkingFeelingBeing!

Tim HJ Rogers

ICF Trained Coach, IoD Business Mentor, Mediator
MBA Management Consultant + Change Practitioner
Commonwealth Triathlete, World Champs Rower & 4 x GB Gold Medallist
Mob 447797762051 Tim@AdaptConsultingCompany.com
Home International Regatta Programme.
Athlete Centered, Performance Focussed, Data Driven
Our Aim: To podium at the Coastal Rowing Home International Regatta events, every year for 4 years.

REFERENCES:

Hofmann, S. G., Asnaani, A., Vonk, I. J., Sawyer, A. T., & Fang, A. (2012). The Efficacy Of Cognitive Behavioral Therapy A Review Of Meta-Analyses. Cognitive Therapy And Research, 36(5), 427–440. Https://Doi.Org/10.1007/S10608-012-9476-1

Damasio, A. R. (1996). The Somatic Marker Hypothesis And The Possible Functions Of The Prefrontal Cortex. Philosophical Transactions Of The Royal Society Of London. Series B, Biological Sciences, 351(1346), 1413–1420. Https://Doi.Org/10.1098/Rstb.1996.0125

Usher, M., Russo, Z., Weyers, M., Brauner, R., & Zakay, D. (1999). Emotion Speeds Up Perceptual Decision Making. Nature Neuroscience, 2(11), 966–970.

Ledoux, J. (1996). The Emotional Brain The Mysterious Underpinnings Of Emotional Life. Simon & Schuster.