About M. Chitty

enterprise, entrepreneurship, community, culture, bread making, fish keeping and family....

Public Notes


Recent Activity

  • M. shared from Intelligent Kindness: Reforming the Culture of Healthcare by John Ballatt, Penelope Campling
    It is a strong and wise chief executive who recognises that a large part of the job is to manage their own anxiety, to restrain their tendency to pass it on to staff, and to model and manage this approach through their fellow senior managers. An effective leader understands what their staff’s work involves and can listen well enough to identify the barriers that make it difficult to do. A mature leader can ask, rather than tell, staff how to achieve difficult targets. An intelligent and honest leader recognises that saying that something is so (‘we are a people-centred organisation’, for...
  • M. shared from Intelligent Kindness: Reforming the Culture of Healthcare by John Ballatt, Penelope Campling
    how leaders behave, whatever role they play, will make the biggest difference. The more attentive they are to the emotional reality of caregiving, the more likely they are to apply their imagination to how to manage potentially dangerous tensions and dynamics. The more they demonstrate authentically that they value and understand the emotional labour involved in work with patients, the more their staff will help them find creative ways of achieving objectives. The more they are seen genuinely to prioritise intelligent kindness, the more staff will cooperate and make that real.
    Note: Simply this...
  • M. shared from Intelligent Kindness: Reforming the Culture of Healthcare by John Ballatt, Penelope Campling
    genuine acceptance that a healthcare organisation is a psychosocial, as well as a technical or business, entity is vital. It will help if leaders understand that the psychological climate and the dynamics of relationships require at least as much attention and skilled, hard work as business processes.
  • M. shared from Intelligent Kindness: Reforming the Culture of Healthcare by John Ballatt, Penelope Campling
    It is the responsibility of leaders, in management and clinical roles, to manage the tension between the effects of industrialisation, regulation and task-related stress, and the precarious work of caring kindly and effectively for patients.
  • M. shared from Intelligent Kindness: Reforming the Culture of Healthcare by John Ballatt, Penelope Campling
    The process of creating a culture that will nourish compassionate healthcare begins with daring to turn the focus from chasing poor practice and controlling people to supporting and enabling staff to do what they would in most cases want to do well.