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Unnecessary layers of bureaucracy and paperwork

by Alex Trompeter | 6 months ago | in What to stop
Horizon 1

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. 

Should this be stopped or restarted in a different way? If you think it should be restarted in a different way then how would you change it from before?

edited on Jul 13, 2020 by Kyle Beacham
Alex Trompeter

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sasha karakusevic 6 months ago

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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Leigh Kendall 6 months ago

This makes sense - understanding that people know what needs to be done, and allowing them to get on with it

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Greta McLachlan 5 months ago

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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Kyle Beacham 4 months ago

Status labels removed: Collaboration, Education, Effective Team Working, Guidance, Integration Of Resources, Pathway Redesign, Reduced Bureaucracy, Things To Stop, Workforce

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