This document contains a series of slides from a presentation by Helen Bevan on the topic of change management. Some key points discussed include:
- Change is happening more rapidly, with projects now lasting 30-60-90 days instead of multiple years.
- Informal networks and connection are increasingly important for influencing change over formal hierarchy.
- Resistance to change should be embraced rather than overcome, as it provides insight into missing relevance.
- Effective change agents focus on engaging people through values and emotions rather than facts alone.
"Signed, Sealed Delivered": leading improvement in a new eraHelen Bevan
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This document contains notes and slides from a workshop on transformational improvement. It discusses the need for theories of change and narratives to accelerate change initiatives. It provides examples of different types of change levers and emphasizes appealing to shared values through storytelling. Developing a theory of change is presented as important for guiding improvement work and increasing the chances of success, but it also stresses the value of linking the theory to a compelling narrative to engage people emotionally.
The revised slide deck from the workshop that @helenbevan and @kateslater2 led at the International Forum on Quality and Safety in Healthcare March 27th 2019
Leading change: Goran Henriks and Helen Bevan workshopHelen Bevan
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The document discusses resistance to change from different perspectives. It explores viewing resistance through an "old power" lens, where change is planned and resistance is overcome, versus a "new power" lens, where resistance is inevitable and should be embraced. The roles of change agents are discussed from both perspectives, with the new power view emphasizing creating conditions for transformational conversations and reflecting together. Various quotes on topics like planned change, resistance indicators, and rejection are also presented.
The new era of change and transformationHelen Bevan
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The slides that Helen Bevan presented at #LIIPSforum2016 25th November 2016. The event is organised by the Leicestershire Improvement, Innovation and Patient Safety Unit of the University of Leicester
This document provides an overview of how to be an effective change agent. It discusses several key points:
1. Change agents need power and influence over networks to drive change. Being a "superconnector" who is central in informal networks is more important than formal hierarchy.
2. Finding the 3% of influential people who drive 85% of influence can help change agents spread new ideas. These "superconnectors" are often not in formal leadership roles.
3. Change agents must learn to "rock the boat" and drive change without "falling out" of organizations. They must walk the line between conformity and rebellion to create change while maintaining relationships.
This document contains summaries of 36 slides that were created by Helen Bevan to accompany her Twitter posts in 2020. The slides cover a variety of topics related to leadership, organizational culture and change. The document provides brief descriptions of the content of each slide, including summaries of articles and papers, as well as themes they were grouped under. It is intended to inspire readers by making available the knowledge shared in Helen Bevan's Twitter activities during the year.
Change, transformation and improvement: where's it going and what's love got ...Helen Bevan
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This document discusses leading quality improvement and change from a place of shared purpose and love. It emphasizes building connections, finding informal influencers called "superconnectors" who can drive change, and establishing a shared higher purpose beyond targets. Leading with an outward mindset of collaboration is key. Ultimately, quality and improvement are anchored in shared purpose and driven by love for those served by the system.
This document discusses ways to empower change agents and influence organizations. It suggests that having influence through informal networks is more important than formal hierarchy. Only 3% of people in an organization typically influence 85% of others. These "superconnectors" are well-connected and go-to people for advice. The document also discusses the tension between conforming and rebelling to create change from within. It advocates for collective agency where people act together for change rather than top-down structures determining change. An example is given of a project empowering ambulance staff to collaboratively address issues like falls and mental health.
The slide deck that Helen Bevan and Goran Henriks used in their course on "Fundamentals of Quality Improvement " at the International Forum on Quality and Safety in Healthcare, Taipei, 18th September 2019
This document discusses leadership for the future and the imagination age. It presents tools and frameworks for understanding leadership journeys and patterns in life. It emphasizes the need for new approaches to leadership and change given shifts in power and trust. Specifically, it discusses the importance of agency over structure, informal networks over hierarchies, and balancing various dilemmas or polarities like new power vs old power. The goal is to develop more mature, "post-conventional" leaders who can effectively manage complexity, diversity and paradoxes.
Masterclass: the Sir Peter Carr Partnership AwardsHelen Bevan
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The document discusses themes from Sir Peter Carr including making improvements from within existing systems, having an outward mindset of sharing and learning, and working interdependently rather than independently. It emphasizes finding shared purpose, connecting with informal networks, being a "superconnector", embracing diversity of thought, and making change through relationships rather than transactions.
The document discusses building social movements for change in healthcare. It notes that traditional, top-down approaches to change through targets and incentives are often not enough. Instead, three key aspects are needed: developing shared purpose among a wide group of people; embracing differences of opinion to have open discussions; and enabling frontline staff and communities to lead change. A case study highlights an initiative called NHS Change Day that engaged thousands of staff to make improvements from the ground up. The presentation argues for approaches like change platforms that value diverse ideas and give freedom to take action, rather than rigid change programs, to enable large-scale transformation in healthcare systems.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
Organizational Agility for Sustainable Competitive Advantage in VUCASeta Wicaksana
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An Organization has an SCA when it is able to generate more customer value than competitive firms in its industry for the same set of products and service categories and when these other firms are unable to duplicate its effective strategy
At present, the pace of change feels relentless â new technology has changed our working lives beyond recognition and disrupted whole industries.
Many of us like to think that change is rare - we feel like it should be a one-off event, with a beginning and an end. The reality is that change is a constant state - nothing stays the same forever. If this seems daunting, agility is our friend.
Why Volunteering Programs are no longer just for Large CompaniesGaurav Bhattacharya
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Employee Volunteer Programs are no longer only for large companies!
With the latest generation of cloud-based solutions, any sized company can now afford a great employee volunteering platform.
This document summarizes a lecture on stakeholder engagement. It discusses stakeholder theory, mapping stakeholders, and engaging middle managers. It provides examples of mapping stakeholders and prioritizing them based on their power, support, legitimacy, and urgency. The document outlines six phases for embedding corporate responsibility and provides key lessons for senior managers, such as clarifying roles and responsibilities and encouraging frank engagement. It also gives brief examples of companies that effectively engaged stakeholders, such as SAB Miller, Anglo American, and Nestle.
The document discusses why organizations should focus on asking "why" to improve performance. It provides explanations for why focusing on values and behaviors, reward and recognition, purpose and strategic alignment, measures and analytics, and employee engagement can help organizations perform at a higher level. The document encourages readers to reflect on these areas in their own organizations and make sure they are aligned with the organization's purpose and used to motivate and engage employees. It provides additional resources for readers who want to learn more.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
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Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staffâs perception of the senior leadership team. How do you tell colleagues that âweâre the problemâ, and more importantly, how do you address and change leadership behaviours?
Ellwood Atfield: Key Success Factors for Advocates and Advocacy Teams - Genev...NataliaKurop
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Author Mark Dober, Managing Director of Ellwood Atfield's Brussel's, office shares his latest research entitled: âKey Success Factors for Advocacy and Advocacy Teamsâ
Iiac imds 2021 21st century economy and business- managing for results_final ...KAYODE ADEBIYI
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This document provides a summary of a presentation on leading and managing for results in the 21st century economy and business. The presentation covers several topics: the great shift from 20th to 21st century organizations; result-based leadership; developing an MFR strategy; building an MFR organization; key MFR skills for managers; and leading digital transformation. The presentation emphasizes the need for adaptability, a results focus, collaborative culture, and viable digital strategies to succeed in today's dynamic environment.
The document provides 10 tips for leading organizational transformation. Tip 1 emphasizes digging deep to identify the root cause of issues rather than just solving surface problems. Tip 2 stresses setting a clear scope for the transformation by defining what can and cannot be influenced. Tip 3 advises paying equal attention to organizational performance and health during transformation. The tips provide guidance for navigating the human dynamics and ensuring success of large-scale organizational change initiatives.
School for Change Agents - Module 4 SlidesNHS Horizons
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This module will help us create and sustain the energy we need to make change happen. We will look at a number of practical ideas, tools and resources to help us change the way we do change. Weâll look at why change fails and how you can minimise the risk of it failing by creating a shared purpose and understanding the different energies needed to bring teams with you.
To find out more about the School, please visit the website http://theedge.nhsiq.nhs.uk/school/
This presentation describes the challenges faced during Change Programmes and how Social Media strategies can be used to massively improve communications within an organisation during Change
The document discusses who or what may have "killed innovation" in organizations. It explores common suspects like bureaucracy, risk aversion, and lack of resources. However, it argues that the real problem is that organizations are not structured to change and innovate in the way the modern world demands. It suggests taking a dual system approach, experimenting at both large and small scales, using feedback-driven models, and empowering cross-functional teams to help reinvigorate innovation capabilities. The key is embracing an ongoing process of learning and change rather than thinking innovation can be planned in a linear, top-down manner.
PEOPLE: The Make or Break of Offshoring or OutsourcingDeborah Kops
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This document discusses the importance of managing people issues when offshoring or outsourcing work. It notes that people are often the most difficult aspect because changes impact behaviors, skills, culture and control. Effective change management requires understanding stakeholders, developing change principles tailored to the specific culture, defining roles and communication approaches. It also stresses the importance of credible messengers, clear vision and timelines, and ongoing two-way communication to address concerns and reinforce new behaviors. Failing to adequately address the human aspects of change can lead to risks like low morale, knowledge loss, and non-compliance with the new model.
Organisational transformation starts and ends with the people tasked with implementation. No change program works but that the people who are to implement it and live it WANT it!
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
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As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
This document discusses adapting to change and engaging people in change efforts. It describes three types of people - Contributors, Compliant, and Contras - and notes that Contributors create six times the value of Compliant people. It provides tips for supporting dissent, rebellion, and authenticity to promote innovation. Throughout, it emphasizes the importance of connecting with people emotionally and showing them how changes will positively influence their feelings to gain momentum for new initiatives.
Keeping it real: How to engage and motivate staffMarlies van Dijk
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This document discusses ways to engage and motivate staff in the workplace. It begins with a personal story and then discusses three types of employees: Contributors, who are highly engaged; Compliant, who do what is asked; and Contras, who are resistant to change. Research shows that engaged Contributors create much more value than Compliant employees. The document provides tips for engagement, such as making employees feel they belong, allowing more autonomy, treating people fairly, and focusing on positive change rather than just complaints. It emphasizes listening to staff, being transparent, and asking about desired changes rather than just implementing new guidelines. Celebrating individual strengths and collaborating are also recommended for engagement.
Adapting to the future marliesvan dijk_ale_finalMarlies van Dijk
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This document discusses adapting to the future and being bold in the face of change. It notes that technology will advance rapidly in the coming years and highlights the need to manage current performance while also creating the future. It emphasizes starting change on the fringes with activists and being bold at work by encouraging others. The document provides examples of thinking ahead of organizations and how to bring others along despite remaining ahead of the curve with innovative ideas.
Plenary talk at the Sim Summit National Conference hosted by the Royal College of Physicians and Surgeons. September 2018.
Redefining innovation for healthcare and what it takes to change to be ready for the future!
The document discusses design sprints and how they differ from traditional analytic and rule-based approaches. It provides tips for understanding problems by reviewing past consultations, interviews, data, observations, stakeholder maps, and what other organizations are doing. The document suggests that the best problems for design sprints are those that need action, involve multiple stakeholders, and are person-centered and complex. It also promotes visual thinking and provides a link to more information about design sprints.
This presentation is for the Health Innovation School in the Netherlands. It gives an overview of what we have encountered as we implemented co-design efforts in relation to one of our core strategies: Patient First
This 90 min workshop talks about how you better lead or deal with change as a person. It reviews some tips and approaches that will help you sell your ideas in the workplace. It includes exercises and story telling/framing approaches.
A Culture of Innovation: What does it look like on the ground?Marlies van Dijk
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This document discusses fostering a culture of innovation in organizations. It provides examples of different levels of innovation, from status quo thinking to trying new things. It emphasizes that innovation is about connecting different ideas and perspectives. The document suggests managing current operations while also selectively forgetting the past to create new opportunities. It prompts readers to consider actions they could take to be more innovative and provides references on fostering innovation.
Changing the prevailing mindset that maintains the status quo is one of the hardest things to do. Change in a system as complex as healthcare is even harder! If you believe that a mindset of opportunity and optimism is needed to move your team or system to the next stage of change; then this is the session for you.
Marlies has been facilitating change processes using liberating structures for the last eight years and has found them incredibly useful to start the conversation. There are many approaches in the suite of liberating structures but Marlies has found TRIZ the most versatile and easy to use. She will share with you three different ways that she has used it. Michael Auld, Shannon Hennig and Lindsay Meyer will join her to talk about their experiences with TRIZ.
Influential and Authentic Communication Workshop (2.5 hrs)Marlies van Dijk
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The document discusses influential and authentic communication. It emphasizes connecting with audiences through values, emotions, and storytelling. Leaders are advised to frame issues in a compelling way that inspires action, avoid focusing solely on technical problems or targets, and instead promote a shared sense of purpose. Authenticity, vulnerability, and courage are important for leadership. Leaders should find ways to communicate authentically and tap into the power of storytelling to influence and persuade others.
The document provides guidance on developing a Twitter strategy, including when to tweet, what to tweet, how to find people to follow, how to get people to follow you, how to be engaging, and how to measure success. It discusses topics like using hashtags and photos, following those who follow you, responding to others, and starting conversations. The document also includes a case study on using Twitter for a patient advisor group and emphasizes regular communication, promotion, and using analytics to measure engagement.
We know culture plays a key role in any organization. What role does it play in healthcare? Not speaking up and being safe is a significant issue for safe patient care. This presentation outlines why.
Organizational Rebels: Trends in Trauma St. Louis MO, USAMarlies van Dijk
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The document discusses organizational radicals and making changes within organizations. It suggests that those who are willing to challenge the status quo and suggest radical new ideas are the ones who change the world. It notes that change often starts on the fringe with activists and boat rockers. However, being a radical can be disempowering and may lead one to conform or leave the organization. It also discusses how those who are highly connected have more power to influence change than those with just hierarchical power. Finally, it reflects on insights around rebels and troublemakers.
Organizational radicals and boat rockers are key for change and innovation to take hold in healthcare. This presentation outlines some of the challenges and ways you can be a more effective radical.
How to become a better rebel in healthcare! ITNC_April 9, 2015Marlies van Dijk
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Rebels offer a lot of value to change the status quo and innovate inside in #healthcare. This talk is all about how to become a more effective boat rocker in the healthsystem.
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Role of Physiotherapy management in lumbar canal stenosis.Anjali Rana
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Lumbar canal stenosis is a narrowing of the spinal canal in the lower back, often causing compression of nerves and resulting in pain, numbness, or weakness in the legs. This condition typically develops gradually, impacting mobility and quality of life, necessitating tailored medical management or surgical intervention for relief.
The Importance of Gratitude in Daily Life.pptxMartaLoveguard
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Prezentacja - The Importance of Gratitude in Daily Life
Slide 1: Introduction
Welcome to the presentation on the importance of gratitude in daily life. Today, we'll explore how cultivating gratitude can significantly impact our mental, emotional, and physical well-being.
Slide 2: What is Gratitude?
Gratitude is the practice of acknowledging and appreciating the good things in our lives, big and small. It involves recognizing the positive aspects of our experiences, relationships, and circumstances rather than focusing solely on what's lacking or negative. Cultivating gratitude involves a mindset shift towards abundance and appreciation.
Slide 3: Psychological Benefits
Gratitude plays a crucial role in enhancing mental health by reducing negative emotions such as envy, resentment, and frustration. Research indicates that practicing gratitude promotes more positive emotions like happiness and satisfaction with life. Studies have shown that gratitude can lead to improved overall well-being and a greater sense of fulfillment.
Slide 4: Emotional Resilience
Gratitude fosters emotional resilience by helping individuals cope with stress and adversity more effectively. It encourages a mindset that focuses on solutions and growth rather than dwelling on problems. By finding reasons to be grateful even in challenging times, individuals can develop resilience and maintain a positive outlook.
Slide 5: Social Benefits
Expressing gratitude strengthens relationships by fostering feelings of connection and appreciation. When we show gratitude towards others, it deepens our bonds and encourages reciprocity in kindness and support. Gratitude also enhances empathy and compassion, leading to more meaningful social interactions.
Slide 6: Physical Health Benefits
Gratitude isn't just beneficial for mental and emotional well-being; it also impacts physical health. Research suggests that grateful individuals may experience better sleep, reduced inflammation, and improved immune function. Adopting a grateful mindset can contribute to overall holistic health and well-being.
Slide 7: Cultivating Gratitude
There are practical ways to cultivate gratitude in daily life. Keeping a gratitude journal, where you write down things you're thankful for each day, can help reinforce positive emotions. Additionally, expressing gratitude to others through thank-you notes or verbal appreciation can strengthen relationships and increase overall happiness.
Slide 8: Conclusion
In conclusion, integrating gratitude into our daily routines can lead to profound positive changes in our lives. By focusing on what we are thankful for, we shift our perspective towards abundance and possibilities. Embracing gratitude empowers us to live more fully and joyfully, enhancing both our personal well-being and the quality of our relationships.
Reimbursement Bootcamp- Coding, Coverage & Payment lecture by David Farber, K...Levi Shapiro
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Presentation by David Farber, King & Spalding LLP, "Reimbursement Bootcamp- Coding, Coverage & Payment". Includes a comparison of FDA and CMS â The Important Differences. Setting Expectations and Understanding Timing. FDA Approval/Clearance vs. CMS (Medicare) Coverage. âReasonable and Necessaryâ
CMS coverage determination
(formal or informal);
Focus on health benefits;
Economic data is important;
Superiority endpoint often needed; Focus on Medicare beneficiaries; Public processes; Publishes proposed decisions. Information Considered by CMS. Center for Medicare & Medicaid Services. Clinical evidence (including FDA submissions)
External technology assessments;
Advisory committee recommendations;
Position statements by relevant groups; Expert opinions;
Public comments;
Economic and other cost-effectiveness data;
Other informal opinions. The Basics of Reimbursement
⢠Coverage
Is the item or service eligible for payment?
⢠Coding
How is the item or service identified?
⢠Payment
What are the payment methodologies and amounts?
Medicare Coverage:
Defined Benefit Category
Not Excluded
âReasonable and necessary for
the diagnosis or treatment
of illness or injury or to improve
the functioning of a malformed
body member.â
â Social Security Act § 1862(a)(1)(A). CMS and Its Contractors Make
Medicare Coverage Decisions
⢠National Coverage
Determinations (NCDs)
⢠Local Coverage
Determinations (LCDs)
⢠Individual Consideration
National Coverage
Determinations (NCD):
National and binding decision by CMS
Coverage and Analysis Group (CAG).
May be requested by anyone
(CMS or external party.)
Public process that generally takes
9-12 months once initiated.
May include certain conditions for coverage (including Coverage with Evidence
Development (CED)). Coverage with Evidence Development (CED). Evidence-based coverage paradigm
that permits CMS to develop
coverage policies for treatments
that are likely to show health benefits
for Medicare beneficiaries but for
which the evidence base is not
sufficiently developed. Two kinds of CED: (1) clinical study
and (2) registry. Local Coverage
Determinations (LCD):
Issued by local Medicare
Administrative Contractors (MACs).
May be requested by anyone
(MAC or external party.)
New formal process in 2019 to
request LCDs.
Limited to particular MAC jurisdiction. Medicare Administrative Contractors. Coding is the âlanguage of
reimbursement.â
Coding operationally links
coverage and payment.
Having a code does not
guarantee reimbursement! TYPE OF CODE, CODING SYSTEM, WHO SETS CODE? WHO USES CODE? Diagnosis, Procedure or Service, Products and Certain Services, Drugs. Current Procedural Terminology (CPT) Codes. Maintained by the AMA CPT Editorial Panel.
Identify medical services furnished by physicians.
5-digit numeric codes with generic descriptors.
Three types of CPT codes. Application process takes at least 15 months for Category I codes, with specific clinical data requirements.
5 Must-Haveâs in ePCR Software for a More PROFITABLE and EFFICIENT EMS, NEM...Traumasoft LLC
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The benefits of an ePCR solution should extend to the whole EMS & NEMT organization, not just certain groups of people or certain departments.
It should benefit EMS crews â making it convenient to enter data and have the tools to increase document accuracy.
It should benefit the back-office by streamlining documentation and billing processes internally and with health facilities.
It should benefit the entire organization by improving workflow efficiency, comply with regulations, reduce costs, and contribute to generating data-driven reports.
To achieve those benefits, ePCR software must have these 5 functions.
Mudra & Pranayama Certificate Course
Online/Offline 12 Hrs â Mudra & Pranayama Certificate Course
12 hours â Mudra and Pranayama Certificate Course
What is Yoga Continuing Education Courses (YACEP)
We offer various training programs to deepen knowledge and improve teaching skills through various yoga teacher training courses. Continuing education is a post-learning, formal learning program for yoga practitioners that can have credit courses as well as non-credit courses. These courses are intended to allow an individual to extend their insight and develop their abilities in a particular field. Numerous callings even expect individuals to take up Continuing Education to have the option to recharge their permit and seek after their training.
Continuing education in yoga mainly serves two purposes
ďˇTo deepen your existing knowledge and skills.
ďˇTo teach you new skills and techniques related to teaching yoga.
Yoga Alliance Registered Continuing Education Provider, Courses Open to Everyone.
This course is eligible for Continued Education (CE) credits with Yoga Alliance. It is accredited by Yoga Alliance and it can be used as a continuing education course (YACEP) for Register Yoga Teachers with Yoga Alliance
Deepen your practice and your knowledge
Are you are yoga professional or a curious practitioner and wish to deepen your yoga knowledge and techniques? Then a continuing education course may be something for you! You will learn selected specialized yoga topics that will allow you to expand your horizons when it comes to your personal practice or that of your students. With the knowledge you will acquire, you will gain a deeper understanding of the functioning of anatomical and energetic body layers, and develop a more complete insight into yoga.
International Certification
Upon successful completion of the course, you will receive a certificate of completion of the Mudra and Pranayama Certificate Course, which you can count towards your continuing education. Our yoga teacher training courses are accredited by Yoga Alliance USA.
About the course facilitator
Dr. S. Karuna Murthy, M.Sc., Ph.D., E-RYT 500, YACEP
Dr. S. Karuna Murthy is one of the most experienced Yogi practicing the ancient and the greatest Yoga tradition since he was 18 years of age. Following in the footsteps of his inspiration Swami Sivananda who was also the founder of Divine Life Society, has mastered the ancient Yoga traditions that only a few in this world are familiar with.
He completed M. Sc from Swami Vivekananda Yoga Anusandhana Samasthana University and Ph. D from Bharathidasan University. Besides, Dr. S. Karuna Murthy has also completed TTC and ATTC and is registered E-RYT-500 with American Yoga Alliance. Those qualifications depict his expertise in the context of Yoga and mastering Yoga Teaching methodology.
With the immense interest to serve the people with the ancient Yoga techniques, he also served as a Yoga therapist at S-VYASA, Bangalore. He has also served as a Yoga
BLOOD DONATION ppt For medical students..pptxdarshitam0310
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Mention safety measures and potential side effects. Provide tips on how to prepare for donations such as staying hydrated and eating well.This concise format covers the essential aspects of blood donation.
Automated Feedback in Digital Depression Screening: DISCOVER Trial | The Life...The Lifesciences Magazine
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A recent study published in The Lancet Digital Health delves into the effectiveness of automated feedback following internet-based depression screenings.
"NeuroActiv6: Revitalize Your Mind with Youthful Energy and Clarity"Ajay Agnihotri
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In today's fast-paced world, maintaining mental clarity and energy can be challenging. The constant demands of work, family, and social commitments often leave us feeling drained and foggy. Enter NeuroActiv6, a revolutionary supplement designed to rejuvenate your mind and restore youthful energy and clarity.
NeuroActiv6 is a brain-boosting supplement that combines a unique blend of natural ingredients known for their cognitive-enhancing properties. This powerful formula is designed to support brain health, improve mental performance, and boost energy levels. Whether you're a busy professional, a student, or someone looking to enhance your cognitive function, NeuroActiv6 offers a range of benefits to help you achieve your goals.
NeuroActiv6 works by providing your brain with the essential nutrients it needs to function at its best. The combination of these powerful ingredients helps reduce brain fog, improve focus and concentration, and increase energy levels. By supporting brain health and enhancing cognitive function, NeuroActiv6 allows you to tackle your day with renewed vigor and mental clarity.
TheHistroke 340B Program Solutions | TheHistrokeTheHistroke
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"Histroke's Mission is simple: Build partnerships that strengthen and protect the healthcare safety net. Our subject matter experts, technology, and solution engineers collaborate to provide innovative solutions and frameworks to help you automate 340B program management processes. Our strategy is to customize your 340B program through a combination of proprietary technology and shared perspective.
Our team is aware of the challenges you face, and we want to simplify the process for you and your partners. We do this by developing solutions to enable compliant management and oversight of the highly complex 340B program.
With 340B program knowledge, we are focused on completing 340B program audit, prescription compliance, claims audit software, 340B AI assistant, and data analytics and reporting solutions.
Yoga for Hypertension and Heart Diseases
Yoga Hypertension and Heart Diseases Certificate Course
Prevention and healing have been always the main purpose of yoga therapy practice. Yoga therapy is the process of empowering every individual to progress toward better health and optimal well-being through the application of the teachings and practices of Yoga therapy class. With the support of the Yoga trainer, implements a personalized and evolving Yoga therapy techniques that not only addresses the illness in a multi-dimensional manner, Pancha Kosa (Five Sheaths): Annamaya Kosha (Physical Body), Pranamaya Kosha (Energy Field), Manomaya Kosha (Mental Dimension), Vignanamaya Kosha (Psychic level of experience), Anandamaya Kosha (Bliss and Beatitude). It helps to  reduce patient suffering in a progressive, non-invasive and complementary manner.
Why to study yoga Hypertension and Heart Diseases course?
Consequently, the demand for yoga therapist with specialized knowledge in yoga as a therapeutic tool, in different fields such as: health management organizations, hospitals and alcohol rehabilitation centers have grown rapidly. Studying yoga therapy as a tool to overcome and ease the symptoms of common illnesses has become extremely popular recently, due to the great therapeutic effects yoga practitioners experience in their body, mind and soul.
What you will learn from this course?
ďˇYou may offer special seminars for people with similar diseases/conditions.
ďˇYou will learn how to use yoga to assist in healing ailments and managing conditions?
ďˇYou aim to be part of a positive change regarding health and lifestyle habits.
ďˇYou want to teach people how to prevent diseases.
ďˇIn group classes, you can teach your students how to become healthy.
ďˇYou will feel more self-confident when approached by students that come to yoga seeking for support in their healing process.
ďˇTherapeutic applications of posture, movement and breathing.
Pre-Requisites:
ďˇThis course is open to all students who wish to deepen their knowledge and application of some of the highest teachings of
ďˇParticipants do not need to be yoga
ďˇMastery of any yoga practice is not
ďˇOnly yours sincere desire for knowledge and your commitment to personal
ďˇLove for Yoga is the most important eligibility factor for learning this course.
ďˇStudents who want to know Yoga in totality and move beyond Asana and Pranayama, Mudra & Bandha.
Assessment and Certification
The students are continuously assessed throughout the course at all levels. There will be a written exam at the end of the course to evaluate the understanding of the philosophy of Yoga and skills of the students. Participants should pass all different aspects of the course to be eligible for the course diploma.
What do I need for the online course?
ďˇYoga mat
ďˇComputer / Smartphone with camera
ďˇInternet connection
ďˇYoga Blocks
ďˇPillow or Bolster or Cushion
ďˇStrap
ďˇNotebook and Pen
ďˇZoom
Recommended Texts
ďˇAsana Pranayama Mudra Bandha by Swami
Metabolic Alkalosis causes, pathophysiology and treatment
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New Lens on Change in Healthcare
2. The Million Dollar Question
⢠Our biggest challenge?
⢠Why are we failing
⢠Whatâs possible?
⢠Big things to tackle
⢠Your contribution
4. @HelenBevan #QS2015
Most change programmes fail to
deliver their objectives
Source: McKinsey Performance Transformation Survey, 3000 respondents to
global, multi-industry survey
Gets anywhere near
achieving the
change and
delivering the
benefits
5. @HelenBevan #QS2015
Source: McKinsey Performance Transformation Survey, 3000 respondents to
global, multi-industry survey
Delivers and
sustains the change
Most change programmes fail to
deliver their objectives
6. 14,000 contributions identified
10 barriers to change:
Confusing strategies
Over controlling
leadership
Perverse incentivesStifling innovation
Poor workforce
planning
One way
communication
Inhibiting
environment
Undervaluing staff
Poor project
management
Playing it safe
HSJ journal: Crowdsourced barriers to Change
7. @HelenBevan #QS2015
Three types of levers for large scale change
âProd mechanismsâ
targets
performance
management
price & payment incentives
regulation
competition
âProactive supportâ
relies on building
âintrinsic motivationâ in
staff to make
the right changes to
improve
âPeople focusedâ
education and training
national contracts
professional
regulation
Clinical quality
Type one:
Type two: Type three:
Source: Health Foundation report Constructive
comfort: accelerating change in the NHS 2015
8. @HelenBevan #QS2015
Three types of levers for large scale change
âProd mechanismsâ
targets
performance
management
price & payment incentives
regulation
competition
âProactive supportâ
relies on building
âintrinsic motivationâ in
staff to make
the right changes to
improve
âPeople focusedâ
education and training
national contracts
professional
regulation
Clinical quality
Type one:
Type two: Type three:
Source: Health Foundation report Constructive
comfort: accelerating change in the NHS 2015
Less than 10%
of the
potential for
improvement
at system
level can be
delivered
through type
one change
18. What cool and innovative health
related practices
have you heard of?
19. Traditional Healthcare Culture
⢠Need to get things done immediately
⢠Evidence-based practice (scientific proof)
⢠Information and data are trusted
⢠Culture change is complicated
⢠Leaders need to âstep-upâ
⢠Top-down leadership
⢠âStandardize and roll it outâ
Zimmerman et. al. Healthcare Papers 2013
20. How we tend to view the healthcare world:
A B
What it tends to be like:
W BBLACK BOXBLACK BOX
22. In a Linear World
⢠One size can fit all
⢠Process solutions work (Lean, Model
for improvementâŚ)
⢠Copying best practices makes sense
⢠Top down leadership (âdevelop the
program and roll it outâ) works
⢠Checklists work
24. For every complex problem
there is a solution that is
clear, simple, and wrong
HL Mencken
26. Kinds of people at work
The
Contributors
The
Compliant
The
Contras
Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the-
winners-in-business-are-taking-the-time-to-build-a-positive-kind-social-culture/
27. Kinds of people at work
The
Contributors
The
Compliant
The
Contras
Gallup global research:
â˘Only 13% of the workforce are
engaged (Contributors)
â˘Contributors create six times the
value to an organisation compared
to the Compliant
http://www.gallup.com/poll/165269/wo
rldwide-employees-engaged-work.aspx
Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the-
winners-in-business-are-taking-the-time-to-build-a-positive-kind-social-culture/
29. The Reality
âWhat the leader cares about (and typically bases at
least 80% of his or her message to others on) does
not tap into roughly 80% of the workforceâs primary
motivators for putting extra energy into the change
programmeâ
Scott Keller and Carolyn Aiken (2009)
Source of image: swedenbourg-openlearning.org.uk
30. Jeremy Heimens TED talk âWhat new power looks likeâ
https://www.youtube.com/watch?v=j-S03JfgHEA
32. Old Power Managers Words New Power Manager Words
A project charter is a fundamental step to
making sure our project succeeds.
A general direction is a good first step; we
have no idea what is around the first corner
and we want to adjust if we have to.
I think that we need to strike a steering
committee to make sure we are heading in
the right direction.
I want to gather as many ideas and
opportunities from as many people as
possible.
Role clarity is important to avoid confusion. Letâs see who feels they are good and
interested at the task at hand.
A thoughtful project plan will keep us on
track.
Assessing where we need to go as we start
the work will be our guide.
A literature review at the outset of our project
will give us an environmental scan and help
us set the course.
Observing blogs, social media and
conference discussions on an ongoing basis
will inform our work along the way.
A clear vision by our leaders is
fundamentally important.
A shared purpose that invokes passion and
excitement will grow our community.
Consulting experts to establish a direction is
a key objective.
Crowd sourcing ideas from outsiders and
inviting diversity of thought is a key way for
us to know what to do!
@tweetvandijk
33. What are some of your behaviours
that could be seen as old power?
34. New Power
WAYS of Working
⢠Change Platforms
⢠Dual Operating Systems
⢠Innovation Labs
⢠Hackathons
⢠Holacracy
⢠Design Thinking
49. Indicators of Bureaucratic Mass
Overhead Number of management layers
Friction Percentage of time non-managerial
employees spend on internal compliance
Insularity Percentage of total headcount that is not
directly customer-facing
Disempowerment The percentage of employee time that is
not self-directed
Conservatism Extent of perceived disincentives to
personal risk-taking
Mistrust The percentage of employees who donât
have the opportunity to weigh in on key
policy decisions
Gary Hamel, 2016
52. Some Inconvenient truths
1. What motivates you may not motivate
them
2. Let them write/tell their own story
3. Both positive and negative are important
4. You are part of the problem
5. Influence leaders may not be influential
Keller and Aiken, McKinsey and Company, 2000
53. Some Inconvenient truths
6. Money may not motivate
7. The process is as important as the
outcome
8. Employees are what they think
9. Good intentions are not enough
Keller and Aiken, McKinsey and Company
56. How is this different from âsharingâ
best practices?
âPoint of Careâ Ownership
⢠Winning practices are highly
sensitive to the local
context
⢠Winning practices come
from those who are
âtouching the problemâ
⢠Practices are spread virally
peer to peer
⢠Sustained
Sharing Best Practices
⢠What worked there should
work here. Variability is
discouraged
⢠Winning practices come
from experts
⢠Practices are spread in top
down fashion
⢠Often not sustained
57. Iâm sorry I broke your company
We have been led to believeâŚthat businesses are
logical and run by the numbers and that their
models and theories will provide step-by-step
instructions on how to succeed.
But
Businesses are peopleâirrational, emotional,
unpredictable, creative, oddly gifted, and
sometimes ingenious people who donât operate
according to the theories.
Karen Phelan, 2013
Big strategic moves fail â as they are using old processes. Organizations are struggling to be nibble â the small start ups are outperforming the big companies.
Hierarchical structures and organizational processes we have used for decades to run and improve our enter prises are no longer up to the task of winning in this faster moving world. A company should reconsider strategies every few years.
Hierarchy is good for running a company; but it essential that a company identified hazards and opportunities early enough. To formulate creative strategic initiatives nimbly enough â and implement the fast enough.
John Kotter proposes a secondary operating system â one that complements rather than overburdens the traditional hierarchy âboth andâ
One is rational and one is emotional.
2 essential elements of hierarchy: 1) political: managers loathe to take chances without risk and 2) culturally: we cling to the habits and fear loss of power and stature.
Change management works if you have to get from A to B
Smart phone becomes the epicentre of health
With past or planned change days in countries all over the world!
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Finland
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