Support Children At Meal Time Essay Example for Free

Support Children At Meal Time Essay 1.1 Outline the nutritional requirements of a healthy diet for children and young people. Energy enables children to concentrate, learn and play at school. Starchy carbohydrates should provide the main source of energy in the diet. Sources of carbohydrates are Breads of all types, rice, pasta, noodles, potatoes, yam, oats, cassava, couscous, breakfast cereals, wheat grains like bulgar wheat, lentils, red kidney beans and black eyed beans. Good practice Whole grain varieties of bread and cereal are best as they are good sources of fibre. Non-milk extrinsic (NME) sugars Diets low in NME sugars will help to prevent tooth decay. Sources are Table sugar, jam, honey, sweetened drinks, cakes, pastries, ice cream, sweets, biscuits, confectionary and chocolate. Good practice Use less sugar in recipes, serve fruit-based or dairy-based desserts instead of cakes and biscuits which often contain lots of added sugar. Restrict access to sugar to be added to hot drinks. When choosing prepared products, check the label and choose those products lower in sugar. 4 Fat Lower fat intake can prevent weight gain. Sources of high fat are Butter, lard, margarine, fat spreads, oils or dressings such as mayonnaise. Chips and other deep fried food, potato waffles, garlic bread, pastries, cakes, biscuits, creamy puddings, meat or meat products such as pastries. Good practice Grill and bake food instead of frying. When making sandwiches, try not using any butter or spread if the filling is moist enough, if using fat spread, choose a reduced fat variety and spread thinly. When choosing prepared products, check the label and choose those products lower in fat. Saturated fat A diet low in saturated fat can prevent high cholesterol and decrease the risk of coronary heart disease, diabetes and some cancers. Sources of saturated fats are Butter, lard, cream, coconut oil or cream, palm oil, mayonnaise, salad cream and some margarines. Meat products such as pie’s, burgers and sausages. Also hard cheese’s such as cheddar. Cakes and biscuit’ s. Good practice Choose lower fat dairy products- Skimmed or semi skimmed milk, low fat yoghurt and reduced fat cheese. Choose lean cuts of red meat and remove the skin from chicken. For cooking use an unsaturated vegetable oil such as rapeseed oil or olive oil. Avoid adding butter or oil to food (e.g. vegetables) after cooking. When choosing prepared products check the label and choose those lower in saturated fat: FSA guidance on labelling states that 5g or more saturated fat per 100g is  Ã¢â‚¬Ëœhigh’ and 1.5g or less 100g is ‘low’. Protein is important for growth and repair of body tissues and muscles. Pupils are growing fast so protein is particularly important to them. Sources of protein include Meat, fish, milk, cheese, eggs, yoghurt, nuts and seeds, kidney beans, lentils, meat alternatives (e.g. tofu, chickpeas and cereals) These food items can be incorporated into dishes such as chicken and vegetable jambalaya, chickpea and cauliflower curry, salmon sandwiches, cauliflower cheese, nut roast, chicken casserole, omelette with ham and cheese. Good practice Including plant protein as well as animal protein on your menu will ensure that pupils are eating protein from a variety of sources. Vegetarian pupils should have adequate protein intake if they eat cereals, beans and lentils, soya products, eggs, milk and dairy products. For vegan or lactose intolerant pupils, soya, oat or rice drinks provide an alternative to milk. Be aware of nut allergies. Fibre assists bowel function and prevents problems like constipation. Sources of fibre are Brown rice, oats, wholegrain cereals, muesli, potatoes with skins, wholemeal bread, buglar wheat, lentils, chickpeas, red kidney beans, fruit and vegetables. These food items can be incorporated into dishes, such as vegetable and lentil bake, chilli con carne served with brown rice, jacket potato with beans and fruit salad. Good practice Choose wholegrain, wholemeal or brown varieties where possible. If children reject wholemeal varieties, use combinations of wholemeal and white varieties to encourage consumption. Leave skins on potatoes and add pulses and vegetables to stews and pies to add fibre. Sodium is a component of salt. Salt is needed to maintain fluid balance in the body and for nerve and muscle function. Most salt consumed is contained within processed food. Low salt can decrease the onset of high blood pressure, which may lead to conditions such as stroke, heart disease and kidney problems. Sources of sodium are Ready-made soups, sauces, gravy, processed food, some breakfast cereals, salty snacks (crisps and salted nuts), bacon, ham, sausages, pizza, cheese and condiments. Good practice Limit the amount of salt added during cooking and instead flavour with herbs and spices. Cook meals from raw ingredients rather than using manufactured products high in salt. When choosing prepared products, check the label and choose those lower in salt. FSA guidance on labelling states that 1.5g or more salt (0.6g sodium) per 100g is ‘high’ and 0.3g or less of salt (0.1g sodium) per 100g is ‘low’.  Vitamin A is important for growth and tissue repair, good eyesight and immune system. Sources of vitamin A are as follows oily fish, eggs, liver, cheese, butter, milk, yellow, red and orange coloured fruits and vegetables. Such as carrots, peppers, apricots, oranges, papaya, mango, butternut squash, sweet potato, tomatoes and dark green leafy vegetables. Good practice Serve a variety of fruit and vegetables. These food items can be incorporated into dishes like salmon fishcakes, baked sweet potato wedges, red pepper and tomato omelette, carrot and coriander soup and fruit salad. Yellow, orange and red coloured fruits and vegetables contain the most vitamin A. Vitamin C is an antioxidant which may help to protect the body from infections and illnesses. Vitamin C is needed for wound healing and the structure of blood vessels and skin vitamin c enhances iron absorption. Fruits contain vitamin c, especially citrus fruits such as oranges, limes, grapefruit, berries, kiwi fruits. Vegetables (including frozen) , especially broccoli, green and red peppers, sweet potatoes and potatoes. These food items can be incorporated into dishes, like jacket potato with salad, lemon chicken, berry smoothies, fruit salad, mixed vegetable hot pot and casserole. Good practice Raw fruit and vegetables contain the most vitamin c. Vitamin c may be lost during preparation and cooking, so prepare and cook food as close to lunch time as possible. Steam vegetables to minimise vitamin losses or cook them in a minimum volume of water. Folate is essential for blood cells and the nervous system, and prevents anaemia. Sources are liver, yeast and orange juice, green leafy vegetables, such as spinach, green beans, beetroot, chickpeas, black-eye beans, broccoli and pe as. Breakfast cereals are often fortified with folate. These can be made into dishes like pea and ham soup or spinach and potato curry. Good practice Folate may be lost during the cooking process so prepare and cook foods as close to lunch time as possible, steam vegetables to minimise loss of vitamins. Calcium Is essential for strong teeth and bones, and for muscle and nerve function as well as blood clotting. A diet containing enough calcium will decrease the risk of developing osteoporosis or brittle bones later in life. Sources are milk, cheese, yogurt and canned fish with bones (salmon, pilchards and tuna), broccoli, cabbage, dried fruits, tofu, red kidney beans, chick peas and soya beans. White and brown breads are fortified with calcium. Dishes can be made such as cheese, potato and salmon  quiche, rice pudding and custard made with milk. Good practice for people who do not drink milk, choose soya, oat, or rice drinks enriched with calcium. Use lower fat dairy products; they contain as much calcium as their full fat equivalents. Iron is needed for production of red blood cells, which carry oxygen around the body. Iron also plays an important role in maintaining a healthy immune system. Iron is especially important for teenage girls. Iron deficiency in pupils may be linked to slower intellectual development and poor behaviour in the longer term. Sources are red meat, offal (especially liver and kidney), canned fish, eggs, dark green leafy vegetables, peas, wholegrain (e.g. brown rice), nuts, seeds, red kidney beans, black-eye beans, lentils, chickpeas, dried apricots and raisins. These foods can be incorporated into dishes, for example lamb casserole, houmous, spaghetti bolognaise, Sheppard’s pie, mixed bean wrap and dried fruit compote. Breakfast cereals are often fortified with iron. Good practice Iron from animal sources is more easily absorbed by the body than plant sources, but plant sources are more important because they provide most of the iron in the diet. Consuming food high in vitamin c at the same time as food containing iron enhances iron absorption. Vegetarian dishes should regularly include a variety of lentils and peas, eggs, dark green and leafy vegetables. Zinc is used by the body for growth and tissue repair, wound healing and the immune system. Sources include red meat, offal (especially liver and kidney), eggs, fish, milk and other dairy products, cereals, red kidney beans, soya products, lentils and chickpeas. These food items can be incorporated into dishes such as cottage pie, roast pork or beef, lentil bake, brown rice and vegetarian bolognaise using soya mince. Good practice vegetarian dishes should regularly include whole grain cereals, kidney beans, eggs and milk,

Impact of the Manhattan Project

Impact of the Manhattan Project How the Manhattan Project changed the world Nuclear weapons. Some love them, others despise them. Some say there use was necessary to win World War 2, others think that their use was the product of overzealous nations looking for war. There are multitudes of arguments that surround this deadly weapon. The start to the first developed and working nuclear weapon are all tied to the Manhattan project. What forces were behind the decisions to drop the bomb? What were the the immediate effects of the bomb? What were the effects years later on the world? The Manhattan project was the code name for a secret experiment That was conducted in America During the time period of World War 2. A group of refugee scientists which included Enrico Fermi, Leo Szilard, and Albert Einstein, Realized nuclear reactions were possible, and could be weaponized. Albert Einstein wrote a letter to Franklin D. Roosevelt, who was the President at that time. †Some recent work by E. Fermi and L. Szilard, which had been communicated to me in manuscript, leads me to expect that the element uranium may be turned into a new and important source of energy in the immediate future. Certain aspects of the situation which has arisen seem to call for watchfulness and, if necessary, quick action on the part of the Administration. I believe therefore that it is my duty to bring to your attention the following facts and recommendations: In the course of the last four months it has been made probable through the work of Joliot in France as well as Fermi and Szilard in America that it it may become possible to set up a nuclear chain reaction in a large mass of uranium, by which vast amounts of power and large quantities of now radium-like elements would be generated. Now it appears almost certain that this could be achieved in the immediate future. This new phenomenon would also lead to the construction of bombs, and it is conceivable though much less certain that extremely powerful bombs of a new type may thus be constructed. A single bomb of this type, carried by boat and exploded in a port, might very well prove to be too heavy for transportation by air. The United States has only very poor ores of uranium in moderate quantities. There is some good ore in Canada and the former Czechoslovakia, while the most important source of uranium is the Belgian Congo. In view of this situation you may think it desirable to have some permanent contract maintained between the Administration and the group of physicists working on chain reactions in America. One possible way of achieving this might be for you to entreat with this task a person who has your confidence and who could perhaps serve in an unofficial capacity. His task might comprise of the following: a). To approach Government Departments, keep them informed of the further development, and put forward recommendations of Government action, giving particular attention to the problem of securing a supply of uranium ore for the United States. b). To speed up the experimental work, which is at present being carried on within the limits of the budgets of University laboratories, by providing funds. If such funds be required, through his contacts with a private person who are willing to make contributions for this cause, and perhaps also by obtaining the cooperation of an industrial laboratory which has the necessary equipment. I understand that germany has actually stopped the sale of uranium from Czechoslovakia mines which she has taken over. That she should have taken such early action might perhaps be understood of the ground that the son of the GErman Under secretary of state, Von Weizsacker, is attached to the Kaiser-WIlhelm-Institut in Berlin where some where some of Americas war on uranium is being repeated.† Einstein This letter is one that Einstein wrote to FDR, had a hand in creating the Manhattan project. In this letter Einstein clearly outlines that an atomic bomb is theoretically possible, and that the United States should begin research into this new deadly power, and that Germany may be researching it as well. At that time very little was known about the theoretical bomb other than it would be highly destructive. In 1940, FDR made $6,000 available to start research of this new technology. By 1945, at the end of the project, the cost had grown to around $2 billion. Within those years, 2 years were used to invent a method to make fissionable uranium or plutonium. By summer of 1945, enough fissionable plutonium had been created to make a bomb. The first ever atomic bomb was dropped at 5:30 am on July 16, 1945, at a test field in Alamogordo air base, 120 miles from Albuquerque, New Mexico. The bomb produced a blast power of between 15,000 and 20,000 tons of TNT, and fused the surface of the gr ound up to 800 yards away to glass. J Robert Oppenheimer said this about the new deadly weapon. â€Å"The atomic bomb made the prospect of future war unendurable. It has led us up those last few steps to the mountain pass; and beyond there is a different country.† (Brainy Quotes 1) A month afterwards, two more bombs that were produced by this project, which were later dropped on Hiroshima and Nagasaki. Editors of (Encyclopedia Britannica) Between the time of the bomb just being a concept that some scientists discovered up to the time of the end of World War two there were two Presidents in office. The first was FDR, and the second was Harry Truman. FDR authorized, and started what became the Manhattan project after he received a letter from Einstein telling him of an amazing but scary new technology, but The decision of whether or not the bomb should be used to try and end the war was most likely the hardest thing President Harry Truman ever had to do. The Americans were tired after 4 years of fighting, and the Japanese had a standing army of 2 million strong on there last islands. Before the 2 bombs were dropped the Allies asked for unconditional surrender, which was turned down by the Japanese military, but there was some indication that a conditional surrender might have been possible. Trumans answer to why he did it was to save lives. It sounds contradictory but experts say that an estimated 1 million casualties w ould have happened on the allied side in a Normandy type landing that would have been staged to enter Japan. Truman also said he was in the end saving more Japanese lives as well. Scientists at the time did not realize how dramatic the effects of radiation sickness were, so at that time Truman saw little difference in atomic bombing Hiroshima than fire bombing it. â€Å"The atom bomb was no great decision. It was merely another powerful weapon in the arsenal of righteousness.†Ã‚  (Brainy quotes) Some say there were other motives in using this bomb as well. Critics said that the bomb was not only the final shots of World War 2, but the beginning shots of the Cold War. us history.org page The approximate casualty numbers are difficult to determine due to the chaos and destruction that inused the bomb that decimated such things as hospitals and other government installations. The atom bomb named Little boy was dropped on Hiroshima, 135,000 out of the 255,000 existing population became casualties. 66,000 of those 135,000 were wounded fatally while the other 69,000 were injured. These numbers are more than double those from the bomb that was detonated in Nagasaki. The casualty numbers in Nagasaki were 64,000 total, with 39,000 deaths and 25,000 being injuries.The top cause of death from the explosion in Hiroshima was burns at 60%, with fall debris being the second at 30%. The causes of causalities in Nagasaki were 95% burns and 5% other. Henry pg 12 The burns caused by the bomb were called â€Å"flash burns†, because they were caused in tenths of a second. These burns are very similar to severe sunburn. The burns only occured on exposed or lightly clothed skinned. These burns were reported to have occurred up to 13,800 feet away from ground zero in Nagasaki. There was even a confirmed case of a newspaper that was 1  ½ miles away from the explosion had only its black letters burned out of the paper .Henry pg 17 Injuries caused by radiation included epilation(loss of hair), bleeding into the skin,inflammation of the throat and mouth, diarrhea, fever, and vomiting. Platelet (coagulation agents) numbers were also reduced, which caused any bleeding to be more prolonged than normal. Deaths from radiation poisoning started about 1 week after exposure, peaked in weeks 3 and 4, then they were nonexistent by week 7 to 8. Henry pg 24 One man (William o. Morse) sent a letter into a paper saying â€Å" the bomb is precisely what war is today. . . a senseless, dirty, brutal operation†. This kind of outright bluntness and honesty was rarely seen in other people, who were more subtle than outright saying that the Japanese deserved to die. A few weeks after the first bomb was dropped, a poll was taken of the American publics reaction to the bomb, and 85 percent said that dropping the bomb was a good idea. Diana steele After the war The Soviet Union wanted guarantee that such slaughter wouldn’t happen in the Soviet Union again, so they set out to spread Communism to the countries around them. Joseph stalin, the leader of the Soviet Union at the time was ruthless. â€Å"Death solves all problems no man, no problem†. (Brainy quotes 3) America could not sit by idle as this happened, so this is how the Cold War was started. The Cold War was the biggest concern of our government for the next 50 years. Also, Germany was divided into four sections, each to be de-Nazified and democratized. Russia Elected a communist regime in the east, to create a buffer so Russia could not be invaded. Winston Churchill called this the â€Å"Iron Curtain†. The war also created the UN. Examination of the period between World War 1 and World War 2 showed a lack of international communication and spirit. A strong body of nations like Woodrow WIlson had envisioned was required to keep countries from ripping each other apart, thus the UN was born. Nuclear weapons have been with us since the 1940’s, and will most likely be with us till the extinction of humanity. All of these things stemmed from Einsteins idea of a research group for this new nuclear technology, that became the Manhattan project. The bomb was created under the watch of FDR, then Harry Truman, who decided to drop the bomb. The bomb resulted in being more horrible than predicted, and wrecked havoc where it was dropped. Even today whenever war is mentioned, nuclear weapons almost always come to mind, and are something that is feared deeply. Citations Primary resources 1 Brainy Quotes. 1 Bookrags media network. web page. 5/1/14 http://www.brainyquote.com/quotes/authors/j/j_robert_oppenheimer.html 2. 1 Brainy Quotes. 1 Bookrags media network. web page. 5/1/14 http://www.brainyquote.com/quotes/authors/h/harry_s_truman.html 3. 1 Brainy Quotes. 1 Bookrags media network. web page. 5/1/14 http://www.brainyquote.com/quotes/authors/j/joseph_stalin.html 4 Einstien, Albert. F. D. Roosevelt August, 2, 1939. http://www.livebinders.com/play/play_or_edit?id=387006 szilard couldn’t convince enrico that the a bomb was possible and he wouldn;t conduct experiments. He then turned to albert einstein. Einstein then turned to president roosevelt with the issue, and urged him to take action . secondary resources 1. Diana Steele. users.dickinson. 1. dickinson. web site. 3/3/2014. http://users.dickinson.edu/~history/product/steele/seniorthesis.htm This secondary source gives information about how certain people and the general population reacts to the use of this weapon. 2.Editors of Encyclopedia Britannica. Encyclopedia Britannica. 7. Encyclopedia Britannica, may 12, 2006. web. 3/4/14. http://www.britannica.com/topic/362098/history From this article i am obtaining information pertaining to the scientists who started the manhattan project and what the project accomplished. 3.Henry Lewis Stimson. columbia. 1.Columbia University in New York, letter. 3/3/2014. http://www.atomicarchive.com/Docs/MED/med_chp10.shtml august 6, 1945 a special b-29 called enola gay dropped the first atomic bomb ever on hiroshima. the government censored reports coming from hiroshima coming to america. 4.(Hitoshi Takayama). atomic bomb museum. 1. Hiroshima Peace Memorial Museum, 2006. Medium of publication. 3/3/14. . http://atomicbombmuseum.org/index.shtml 5. n.e. atomic archive. 1. AJ Software Multimedia , N.d. web. 3/4/14.5. This source give information about treaties after the bomb and the destructive effects it had on the world. http://www.atomicarchive.com/Docs/MED/med_chp10.shtml This is a secondary source. I am gathering information about the casualty number, cause of death, and mortality rate. 7. ushistory.org. ushistory.org. 1. 2014). web page. 3/3/2104 http://www.ushistory.org/us/51g.asp America was very weary of the war by the time the atomic bomb was finished. The allies first asked the japanese for surrender, but without mention of a new or very devastating bomb. after the 2 bombs were dropped the japanese surrendered 5 days after.

Essay --

Americans are dying every day from diseases that could be prevented through the research of stem cells. Diseases like diabetes, Parkinson’s disease, breast cancer, lupus, Lou Gehrig’s disease, arthritis, stroke, anemia, cancer, immunodeficiency, corneal damage, and blood and liver diseases can one day be cured through the research and use of stem cells. People still argue that the use of embryonic stem cells is an act against God. â€Å"The bottom line is that there are 400,000 frozen embryos in the United States, and a large percentage of those are going to be thrown out† (Thomson 10). That is an act against God as well. Every day we hear about these amazing unspecialized cells, and what we also hear that the world is discovering new uses for it every day. The government should promote this phenomenon. It is crucial that the government increase funding for the extremely beneficial use of these precious cells. Embryonic stem cells are derived from embryos that develop from eggs, which have been fertilized in vitro, fertilized outside of the womb, in an in vitro fertilization clinic. Embryonic stem cells are only one kind of stem cell. â€Å"Human embryonic stem cells are the cells from which all 200 kinds of tissue in the human body originate† (Bellomo 2). These cells are vital to the human body for development, growth, and repair of each organ. Which also means that embryonic stem cells are highly adaptable and able to correspond to every organ in the human body. â€Å"They are unspecialized cells capable of renewing themselves through cell division, sometimes after long periods of†¨inactivity† (Stem Cell Basics 2). When a stem cell divides, each new cell has the potential either to remain a stem cell or become another type of cell with a more s... ...mbryonic stem cells altogether. If these stem cells were researched, tested on, and developed more, there would be no more need to kill embryos. There would also be no more controversy over embryonic stem cells. Stem cells are one of the miracles of life and these marvelous cells should be taken advantage of. They are able to save thousands of lives now and, with more researching and development, they will be able to save hundreds of thousands and even millions. The first issue that needs to be dealt with before anything else is funding for stem cell research. The issues of religion and moral beliefs cannot deter people from saving individuals who are suffering with leukemia and numerous other dreadful diseases. Everyone should receive the treatment they deserve. The government should increase funding for stem cell research for the development and use of stem cells.

Fuchs The American Way of Families: Is the Dream Really as Sweet as Apple Pie? :: essays research papers

Fuch's "The American Way of Families": Is the Dream Really as Sweet as Apple Pie? There were a few aspects of Lawrence H. Fuchs's essay The American Way of Families that I found extraordinarily interesting. He discusses influences of the modern American family that I found quite bizarre. Fuch also labels the key component to the American family as being none other than the gratification and pursuit of one's own self being. The most bizarre thing that overcame after reading this piece was that I found myself to be in total agreement with Fuch. That is what scared me. I realized that something that is supposed to be so stable in one's own life is really as "cut and dry" as we would like to believe. In essence, the main premise of human existence is satisfying yourself; at every level down to your basic foundation. We fight to make our own lives better at times even at the cost of others. This holds true in almost every arena of society that I tried to imagine after reading Fuch's essay. The only area of life that this struggle to satisfy yourself above and beyond all does not pertain in my opinion is religion: it is impossible to worship a being and try to overcome that being at the same time. Whether it involves fighting to be on top in the workplace or playing dirty to win a sporting event; almost all Americans have the fire burning within them that compels them to reach their goal or self satisfaction. In reading The American Way of Families, it occured to me that the struggle for pleasing one's own self existed even in the family. I don't think that after reading this piece that anyone can deny the existence of this urge in themselves. The urge exists in every form. No matter how picture perfect the family may be perceived, each member of that household wants to please themselves. In this quest to satisfy the appetite of happiness we often overlook the feelings of others. For instance, suppose that in a family that consisted of two college graduates in the role of parent, were faced with a child (that they brought up with all of their values and good intentions) that suddenly decides that he or she wants to move to Hollywood to become a rock star. It is almost by instinct that these parents will not approve of their child's decision. They do not want to lie about what their child is doing when their friends(who coincidentally all have children in college) ask, "Hey, what's

Narrative Style and Structure of James and the Giant Peach Essay

Narrative Style and Structure of James and the Giant Peach      Ã‚  Ã‚   The books that Roald Dahl has written have very interesting narrative styles. In the story James and the Giant Peach, Dahl uses vivid imagination. He uses many imaginary situations but yet at the same time encompasses enough realistic situations that the reader can still relate to it. In James and the Giant Peach, it starts out introducing a boy named James Henry Trotter who lives with his loving mother and father. The narrator of the book tells us, the readers, that James and his family's dream is to sail to New York City and climb all the way to the top of the Empire State Building. This introduction makes us think that this story is realistic, because the explanation given is a normal family. The description of James' family is something that the young readers can connect with and understand.    Out of the blue, a rhinoceros gobbled up James' parents causing him to live with his evil aunts. Then an old man gives James magic green things that grow a giant peach, this totally changed the n...

Assignment: Optimism and Health

Assignment: Optimism and Health Andrea Pulis PSY/220 October 9, 2012 Ratonya Bennett For this paper, I researched two peer reviewed articles which discusses the effects of optimism and psychological health. The first one that I found is called Optimism and Physical Health: A Meta-analytic Review by Heather N. Rasmussen, Ph. D. , Michael F. Scheier, Ph. D. , and Joel B. Greenhuse, Ph. D. It was published in 2009. The second article that I located is called Perceived Academic Control: mediating the effects of optimism and social support on college students’ psychological health by Joelle C.Ruthig, Tara L. Haynes, Robert H. Stupnisky, and Raymond P. Perry. In Optimism and Physical Health, there was a study conducted to find out the relationship between optimism and physical health outcomes. According to their findings, the data suggests that optimism is a significant predictor of physical health. I would have to agree with this study and I find it validating. One thing that I fou nd interesting in the article was the significance of pessimism and physical health.We learned from the study that optimism can have a positive effect on physical health but we also learn that pessimism can have a negative effect on physical health. According to the article Optimism and Physical health, â€Å"It may well be the case that it is the presence or absence of pessimism that is important in determining physical health outcomes rather than the presence or absence of optimism†(p. 247). What this is telling me is that having the presence of pessimism can have a more negative effect on physical health rather than the positive effect optimism has on physical health.To summarize, â€Å"In general, it is clear from this review that optimism is related to physical health. It is also clear that the link between optimism and health is stronger for subjective health outcomes than for objective health outcomes† (p. 248). This study really shows this information and it ca n be said that for future studies that they can move past this understanding and do further research. This could lead to what specifically does optimism effect and how to possibly teach those who are suffering physically how to be optimistic.In the second article I found, Perceived Academic Control, the article discusses the psychological effect that optimism has on college students, particularly freshmen and how they are doing psychologically at the end of their freshmen year. The study assessed year end GPA, stress level and depression level. According to the academic journal, â€Å"As expected, optimism and support predicted less stress and depression, yet their beneficial effects were mediated by student’ PAC† (Ruthig, Haynes, Stupnisky, Perry, 2008).PAC stands for perceived academic control. Having optimism can buffer the students’ for being susceptible to stress and depression and having optimism can protect freshman’s health when facing the challen ges of transitioning from high school to college. Think about it, a lot of students decide to leave home to go to college. They will be in a new environment, a new home, new friends, new restaurants, possibly new weather and many other factors. Believing in being optimistic is very beneficial.I can say from personal experience that I was very pessimistic and ended up dropping out of college after my freshman year because I could not handle it. I never thought positive. I did not believe, expect, or hope that things will turn out well and I did not have the attitude of somebody who feels positive or confident. I think and I know that if I was more optimistic or even possessed a hint of optimism, I would have stuck my years out at college. However, I was so depressed by the end of my freshman year that I could not even think of going back.I associated that place as negative and I was not going to put myself through it any further. It is safe to say that I believe whole-heartedly that optimism does have a psychological effect on individuals or in particular, on me. Both of these articles bring up how powerful thinking positively can be on individuals. You can always think negatively and think that nothing will turn out well and in fact, it might not. Or, you can be someone that thinks that things will ultimately turn out for the better, that there is positivity out there and that the glass is half full rather than half empty.I chose to think that the glass is half full. References Ruthig, J. , Haynes, T. , Stupnisky, R. , & Perry, R. (2009). Perceived Academic Control: mediating the effects of optimism and social support on college students’ psychological health. Social Psychology Of Education, 12(2), 233-249. doi:10. 1007/s11218-008-9079-6 Rasmussen, H. N. , Scheier, M. F. , & Greenhouse, J. B. (2009). Optimism and Physical Health: A Meta-analytic Review. Annals Of Behavioral Medicine, 37(3), 239-256. doi:10. 1007/s12160-009-9111-x

Leadership Framework

Leadership Academy Leadership Framework A Summary  © 2011 NHS Leadership Academy. All rights reserved. The Leadership Framework is published on behalf of the NHS Leadership Academy by NHS Institute for Innovation and Improvement, Coventry House, University of Warwick Campus, Coventry, CV4 7AL. Publisher: NHS Institute for Innovation and Improvement, Coventry House, University of Warwick Campus, Coventry, CV4 7AL.This publication may be reproduced and circulated free of charge for non-commercial purposes only by and between NHS-funded organisations in England, Scotland, Wales and Northern Ireland staff, and their related networks and officially contracted third parties. This includes the right to reproduce, distribute and transmit this publication in any form and by any means, including e-mail, photocopying, microfilming, and recording. No other use may be made of this publication or any part of it except with the prior written permission and application for which should be in writi ng and addressed to the Director of Leadership (and marked ‘re. ermissions’). Written permission must always be obtained before any part of this publication is stored in a retrieval system of any nature, or electronically. Reproduction and transmission of this publication must be accurate, must not be used in any misleading context and must always be accompanied by this Copyright Notice. Warning: Unauthorised copying, storage, reproduction, adaptation or other use of this publication or any part of it is strictly prohibited. Doing an unauthorised act in relation to a copyright work may give rise to civil liabilities and criminal prosecution. Similar essay: Describe How Own Behaviour Could Impact NegativelyThe Clinical Leadership Competency Framework was created with the agreement of the NHS Institute for Innovation and Improvement and the Academy of Medical Royal Colleges from the Medical Leadership Competency Framework which was created, developed and is owned jointly by the NHS Institute for Innovation and Improvement and the Academy of Medical Royal Colleges. NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges (2010) Medical Leadership Competency Framework, 3rd edition, Coventry: NHS Institute for Innovation and Improvement. NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges 2010 The Leadership Framework The Leadership Framework provides a consistent approach to leadership development for staff in health and care irrespective of discipline, role or function, and represents the foundation of leadership behaviour that all staff should aspire to. Fundamental to its development was a desire to build on existing leadership frameworks used by different staff groups and create a single overarching leadership framework for all staff in health and care.In developing the Leadership Framework detailed research and consultation with a wide cross section of staff and stakeholders has been undertaken, including those with a patient perspective and those involved in healthcare outside the NHS such as professional bodies, academics, regulators and policy makers. Those consulted embraced the concept of the Leadership Framework because it affords a common and consistent approach to professional and leadership development, based on shared values and beliefs which are consistent with the principles and values of the NHS Constitution1.The Leadership Framework is based on the concept that leadership is not restricted to people who hold designated leadership roles and where there is a shared responsibility for the success of the organisation, services or c are being delivered. Acts of leadership can come from anyone in the organisation and as a model it emphasises the responsibility of all staff in demonstrating appropriate behaviours, in seeking to contribute to the leadership process and to develop and empower the leadership capacity of colleagues2.This document provides a summary of the seven domains of the Leadership Framework. A full and web based version can be found at www. leadershipacademy. nhs. uk/If Design and structure of the Leadership Framework Delivering services to patients, service users, carers and the public is at the heart of the Leadership Framework. The needs of the people who use services have always been central to healthcare and all staff work hard to improve services for them. However, if we are going to transform services, acting on what really matters to patients and the public is essential and nvolves the active participation of patients, carers, community representatives, community groups and the public i n how services are planned, delivered and evaluated3. The Leadership Framework is comprised of seven domains. Within each domain there are four categories called elements and each of these elements is further divided into four descriptors. These statements describe the leadership behaviours, which are underpinned by the relevant knowledge, skills and attributes all staff should be able to demonstrate.To improve the quality and safety of health and care services, it is essential that staff are competent in each of the five core leadership domains shown at right: demonstrating personal qualities, working with others, managing services, improving services, and setting direction. The two other domains of the Leadership Framework, creating the vision and delivering the strategy, focus more on the role and contribution of individual leaders and particularly those in senior positional roles. 1 Department of Health (2010) The NHS Constitution: the NHS belongs to us all.The NHS Constitution can be accessed via http://www. nhs. uk/choiceintheNHS/Rightsandpledges/NHSConstitution/Pages/Overview. aspx NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges (2009) Shared Leadership: Underpinning of the MLCF Patient and Public Engagement, Department of Health (2009) Putting Patients at the Heart of Care: The Vision for Patient and Public Engagement in Health and Social Care. www. dh. gov. uk/ppe 2 3 Leadership Framework: A Summary 3 The word ‘patient’ is used throughout the Leadership Framework to enerically cover patients, service users, and all those who receive healthcare. Similarly, the word ‘other’ is used to describe all colleagues from any discipline and organisation, as well as patients, service users, carers and the public. The leadership context The application and opportunity to demonstrate leadership will differ and the context in which competence can be achieved will become more complex and demanding with care er progression. We have therefore used four stages to describe this and to help staff understand their progression and development as a leader.They are: Stage 1 Own practice/immediate team – is about building personal relationships with patients and colleagues, often working as part of a multi-disciplinary team. Staff need to recognise problems and work with others to solve them. The impact of the decisions staff take at this level will be limited in terms of risk. Stage 2 Whole service/across teams – is about building relationships within and across teams, recognising problems and solving them. At this level, staff will need to be more conscious of the risks that their decisions may pose for self and others for a successful outcome.Stage 3 Across services/wider organisation – is about working across teams and departments within the wider organisation. Staff will challenge the appropriateness of solutions to complex problems. The potential risk associated with t heir decisions will have a wider impact on the service. Stage 4 Whole organisation/healthcare system – is about building broader partnerships across and outside traditional organisational boundaries that are sustainable and replicable. At this level leaders will be dealing with multi-faceted problems and coming up with innovative solutions to those problems.They may lead at a national/international level and would be required to participate in whole systems thinking, finding new ways of working and leading transformational change. Their decisions may have significant impact on the reputation of the NHS and outcomes and would be critical to the future of the NHS. 4 Leadership Framework: A Summary Application of the Leadership Framework and supporting tools The Leadership Framework is designed to enable staff to understand their progression as a leader and to support fostering and developing talent.There are many ways it can be applied, for example: †¢ To raise awareness t hat effective leadership is needed across the whole organisation †¢ To underpin a talent management strategy †¢ As part of an existing leadership development programme †¢ To inform the design and commissioning of training and development programmes †¢ To develop individual leadership skills †¢ As part of team development †¢ To enhance existing appraisal systems †¢ To inform an organisation’s recruitment and retention processes.To assist users the full and web based version have a suite of indicators across a variety of work place situations which illustrate the type of activity staff could be demonstrating relevant to each element and stage as well as examples of behaviours if they are not. Supporting tools A self assessment and 360 ° feedback tool support the Leadership Framework; in addition an online development module signposts development opportunities for each of the seven domains.The 360 ° is a powerful tool to help individuals id entify where their leadership strengths and development needs lie. The process includes getting confidential feedback from line managers, peers and direct reports. As a result, it gives an individual an insight into other people’s perceptions of their leadership abilities and behaviour. To assist with integrating the competences into postgraduate curricula and learning experiences, there is the LeAD e-learning resource which is available on the National Learning Management System and through e-Learning for Healthcare (www. -lfh. org. uk/LeAD). The Clinical Leadership Competency Framework and the Medical Leadership Competency Framework are also available to specifically provide staff with clinically based examples in practice and learning and development scenarios across the five core domains shared with the Leadership Framework. A summary version of the Leadership Framework follows, which includes the domains, elements and descriptors. Work-place indicators that demonstrate h e practical application of the framework at the four stages are included as tables in the back of the document. The examples in practice are not included, however these are available in the full document as well as on the website (www. leadershipacademy. nhs. uk/If). Leadership Framework: A Summary 5 1. Demonstrating Personal Qualities Effective leadership requires individuals to draw upon their values, strengths and abilities to deliver high standards of service.To do so, they must demonstrate effectiveness in: †¢ Developing self awareness by being aware of their own values, principles, and assumptions, and by being able to learn from experiences †¢ Managing yourself by organising and managing themselves while taking account of the needs and priorities of others †¢ Continuing personal development by learning through participating in continuing professional development and from experience and feedback †¢ Acting with integrity by behaving in an open, honest and et hical manner. 1. 1 Developing self awareness 1.Recognise and articulate their own value and principles, understanding how these may differ from those of other individuals and groups 2. Identify their own strengths and limitations, the impact of their behaviour on others, and the effect of stress on their own behaviour 3. Identify their own emotions and prejudices and understand how these can affect their judgement and behaviour 4. Obtain, analyse and act on feedback from a variety of sources 1. 2 Managing yourself 1. Manage the impact of their emotions on their behaviour with consideration of the impact on others 2.Are reliable in meeting their responsibilities and commitments to consistently high standards 3. Ensure that their plans and actions are flexible, and take account of the needs and work patterns of others 4. Plan their workload and activities to fulfil work requirements and commitments, without compromising their own health 1. 3 Continuing personal development 1. Actively seek opportunities and challenge for personal learning and development 2. Acknowledge mistakes and treat them as learning opportunities 3. Participate in continuing professional development activities 4.Change their behaviour in the light of feedback and reflection 1. 4 Acting with integrity 1. Uphold personal and professional ethics and values, taking into account the values of the organisation and respecting the culture, beliefs and abilities of individuals 2. Communicate effectively with individuals, appreciating their social, cultural, religious and ethnic backgrounds and their age, gender and abilities 3. Value, respect and promote equality and diversity 4. Take appropriate action if ethics and values are compromised 6 Leadership Framework: A Summary 2. Working with OthersEffective leadership requires individuals to work with others in teams and networks to deliver and improve services. To do so, they must demonstrate effectiveness in: †¢ Developing networks by working in partnership with patients, carers, service users and their representatives, and colleagues within and across systems to deliver and improve services †¢ Building and maintaining relationships by listening, supporting others, gaining trust and showing understanding †¢ Encouraging contribution by creating an environment where others have the opportunity to contribute †¢ Working within teams to deliver and improve services. . 1 Developing networks 1. Identify opportunities where working with patients and colleagues in the clinical setting can bring added benefits 2. Create opportunities to bring individuals and groups together to achieve goals 3. Promote the sharing of information and resources 4. Actively seek the views of others 2. 2 Building and maintaining relationships 1. Listen to others and recognise different perspectives 2. Empathise and take into account the needs and feelings of others 3.Communicate effectively with individuals and groups, and act as a positiv e role model 4. Gain and maintain the trust and support of colleagues 2. 3 Encouraging contribution 1. Provide encouragement, and the opportunity for people to engage in decision-making and to challenge constructively 2. Respect, value and acknowledge the roles, contributions and expertise of others 3. Employ strategies to manage conflict of interests and differences of opinion 4. Keep the focus of contribution on delivering and improving services to patients 2. Working within teams 1. Have a clear sense of their role, responsibilities and purpose within the team 2. Adopt a team approach, acknowledging and appreciating efforts, contributions and compromises 3. Recognise the common purpose of the team and respect team decisions 4. Are willing to lead a team, involving the right people at the right time Leadership Framework: A Summary 7 3. Managing Services Effective leadership requires individuals to focus on the success of the organisation(s) in which they work.To do so, they must b e effective in: †¢ Planning by actively contributing to plans to achieve service goals †¢ Managing resources by knowing what resources are available and using their influence to ensure that resources are used efficiently and safely, and reflect the diversity of needs †¢ Managing people by providing direction, reviewing performance, motivating others, and promoting equality and diversity †¢ Managing performance by holding themselves and others accountable for service outcomes. . 1 Planning 1. Support plans for clinical services that are part of the strategy for the wider healthcare system 2. Gather feedback from patients, service users and colleagues to help develop plans 3. Contribute their expertise to planning processes 4. Appraise options in terms of benefits and risks 3. 2 Managing resources 1. Accurately identify the appropriate type and level of resources required to deliver safe and effective services 2.Ensure services are delivered within allocated resour ces 3. Minimise waste 4. Take action when resources are not being used efficiently and effectively 3. 3 Managing people 1. Provide guidance and direction for others using the skills of team members effectively 2. Review the performance of the team members to ensure that planned services outcomes are met 3. Support team members to develop their roles and responsibilities 4. Support others to provide good patient care and better services 3. Managing performance 1. Analyse information from a range of sources about performance 2. Take action to improve performance 3. Take responsibility for tackling difficult issues 4. Build learning from experience into future plans 8 Leadership Framework: A Summary 4. Improving Services Effective leadership requires individuals to make a real difference to people’s health by delivering high quality services and by developing improvements to services.To do so, they must demonstrate effective in: †¢ Ensuring patient safety by assessing and m anaging risk to patients associated with service developments, balancing economic consideration with the need for patient safety †¢ Critically evaluating by being able to think analytically, conceptually and to identify where services can be improved, working individually or as part of a team †¢ Encouraging improvement and innovation by creating a climate of continuous service improvement †¢ Facilitating transformation by actively contributing to change processes that lead to improving healthcare. 4. 1 Ensuring patient safety 1.Identify and quantify the risk to patients using information from a range of sources 2. Use evidence, both positive and negative, to identify options 3. Use systematic ways of assessing and minimising risk 4. Monitor the effects and outcomes of change 4. 2 Critically evaluating 1. Obtain and act on patient, carer and user feedback and experiences 2. Assess and analyse processes using up-to-date improvement methodologies 3. Identify healthcare i mprovements and create solutions through collaborative working 4. Appraise options, and plan and take action to implement and evaluate improvements 4. 3 Encouraging improvement and innovation 1.Question the status quo 2. Act as a positive role model for innovation 3. Encourage dialogue and debate with a wide range of people 4. Develop creative solutions to transform services and care 4. 4 Facilitating transformation 1. Model the change expected 2. Articulate the need for change and its impact on people and services 3. Promote changes leading to systems redesign 6. Motivate and focus a group to accomplish change Leadership Framework: A Summary 9 5. Setting Direction Effective leadership requires individuals to contribute to the strategy and aspirations of the organisation and act in a manner consistent with its values.To do so, they must demonstrate effective in: †¢ Identifying the contexts for change by being aware of the range of factors to be taken into account †¢ Applyi ng knowledge and evidence by gathering information to produce an evidence-based challenge to systems and processes in order to identify opportunities for service improvements †¢ Making decisions using their values, and the evidence, to make good decisions †¢ Evaluating impact by measuring and evaluating outcomes, taking corrective action where necessary and by being held to account for their decisions. . 1 Identifying the contexts for change 1. Demonstrate awareness of the political, social, technical, economic, organisational and professional environment 2. Understand and interpret relevant legislation and accountability frameworks 3. Anticipate and prepare for the future by scanning for ideas, best practice and emerging trends that will have an impact on health outcomes 4. Develop and communicate aspirations 5. 2 Applying knowledge and evidence 1. Use appropriate methods to gather data and information 2.Carry out analysis against an evidence-based criteria set 3. Use inf ormation to challenge existing practices and processes 4. Influence others to use knowledge and evidence to achieve best practice 5. 3 Making decisions 1. Participate in and contribute to organisational decision-making processes 2. Act in a manner consistent with the values and priorities of their organisation and profession 3. Educate and inform key people who influence and make decisions 4.Contribute a clinical perspective to team, department, system and organisational decisions 5. 4 Evaluating impact 1. Test and evaluate new service options 2. Standardise and promote new approaches 3. Overcome barriers to implementation 4. Formally and informally disseminate good practice 10 Leadership Framework: A Summary 6. Creating the Vision Effective leadership involves creating a compelling vision for the future, and communicating this within and across organisations.This requires individuals to demonstrate effectiveness in: †¢ Developing the vision of the organisation, looking to the future to determine the direction for the organisation †¢ Influencing the vision of the wider healthcare system by working with partners across organisations †¢ Communicating the vision and motivating others to work towards achieving it †¢ Embodying the vision by behaving in ways which are consistent with the vision and values of the organisation. 6. 1 Developing the vision for the organisation 1.Actively engage with colleagues and key influencers, including patients and public, about the future of the organisation 2. Broadly scan and analyse the full range of factors that will impact upon the organisation, to create likely scenarios for its future 3. Create a vision which is bold, innovative and reflects the core values of the NHS 4. Continuously ensures that the organisation’s vision is compatible with future developments within the wider healthcare system. 6. 2 Influencing the vision of the wider healthcare system 1.Seek opportunities to engage in debate abo ut the future of health and care related services 2. Work in partnership with others in the healthcare system to develop a shared vision 3. Negotiate compromises in the interests of better patient services 4. Influence key decision-makers who determine future government policy that impacts on the NHS and its services. 6. 3 Communicating the vision 1. Communicate their ideas and enthusiasm about the future of the organisation and its services confidently and in a way which engages and inspires others 2.Express the vision clearly, unambiguously and vigorously 3. Ensure that stakeholders within and beyond the immediate organisation are aware of the vision and any likely impact it may have on them 4. Take time to build critical support for the vision and ensure it is shared and owned by those who will be communicating it. 6. 4 Embodying the vision 1. Act as a role model, behaving in a manner which reflects the values and principles inherent in the vision 2. Demonstrate confidence, self belief, tenacity and integrity in pursuing the vision 3.Challenge behaviours which are not consistent with the vision 4. Identify symbols, rituals and routines within the organisation which are not consistent with the vision, and replace them with ones that are. Leadership Framework: A Summary 11 7. Delivering the Strategy Effective leadership involves delivering the strategy by developing and agreeing strategic plans that place patient care at the heart of the service, and ensuring that these are translated into achievable operational plans.This requires individuals to demonstrate effectiveness in: †¢ Framing the strategy by identifying strategic options for the organisation and drawing upon a wide range of information, knowledge and experience †¢ Developing the strategy by engaging with colleagues and key stakeholders †¢ Implementing the strategy by organising, managing and assuming the risks of the organisation †¢ Embedding the strategy by ensuring that strate gic plans are achieved and sustained. 7. 1 Framing the strategy 1. Take account of the culture, history and long term underlying issues for the organisation 2.Use sound organisational theory to inform the development of strategy 3. Identify best practice which can be applied to the organisation 4. Identify strategic options which will deliver the organisation’s vision 7. 2 Developing the strategy 1. Engage with key individuals and groups to formulate strategic plans to meet the vision 2. Strive to understand others’ agendas, motivations and drivers in order to develop strategy which is sustainable 3. Create strategic plans which are challenging yet realistic and achievable 4. Identify and mitigate uncertainties and risks associated with strategic choices 7. Implementing the strategy 1. Ensure that strategic plans are translated into workable operational plans, identifying risks, critical success factors and evaluation measures 2. Identify and strengthen organisational capabilities required to deliver the strategy 3. Establish clear accountability for the delivery of all elements of the strategy, hold people to account and expect to be held to account themselves 4. Respond quickly and decisively to developments which require a change in strategy 7. 4 Embedding the strategy 1.Support and inspire others responsible for delivering strategic and operational plans, helping them to overcome obstacles and challenges, and to remain focused 2. Create a consultative organisational culture to support delivery of the strategy and to drive strategic change within the wider healthcare system 3. Establish a climate of transparency and trust where results are discussed openly 4. Monitor and evaluate strategic outcomes, making adjustments to ensure sustainability of the strategy 12 Leadership Framework: A Summary The following tables combine the indicators of behaviours at different leadership stages from each domain section.Please refer to the full domain pages f or the element descriptors. 1. DEMONSTRATING PERSONAL QUALITIES Effective leadership requires individuals to draw upon their values, strengths and abilities to deliver high standards of service. To do so, they must demonstrate effectiveness in demonstrating self awareness, managing themselves, continuing their personal development and acting with integrity. 2 Whole Service/Across Teams 3 Across Services/Wider Organisation Element Appreciates the impact they have on others and the impact others have on them. Routinely seeks feedback and adapts their behaviour appropriately.Reflects on their interactions with a wide and diverse range of individuals and groups from within and beyond their immediate service/organisation. Challenges and refreshes own values, beliefs, leadership styles and approaches. Overtly role models the giving and receiving of feedback. Successfully manages a range of personal and organisational demands and pressures. Demonstrates tenacity and resilience. Overcomes s etbacks where goals cannot be achieved and quickly refocuses. Is visible and accessible to others. Acts as an exemplar for others in managing their continuous personal development.Facilitates the development of a learning culture. 1 Own Practice/Immediate Team 4 Whole Organisation/Wider Healthcare System Uses sophisticated tools and sources to continuously learn about their leadership impact in the wider health and care community and improve their effectiveness as a senior leader. Understands how pressures associated with carrying out a high profile role impact on them and their performance. Remains focused on strategic goals when faced with competing and, at times, conflicting demands arising from differing priorities.Identifies where they need to personally get involved to achieve the most benefit for the organisation and wider healthcare system. Develops through systematically scanning the external environment and exploring leading edge thinking and best practice. Applies learnin g to build and refresh the service. Treats challenge as a positive force for improvement. 1. 1 Developing Self Awareness Reflects on how factors such as own values, prejudices and emotions influence their judgement, behaviour and self belief. Uses feedback from appraisals and other sources to consider personal impact and change behaviour.Understands personal sources of stress. 1. 2 Managing Yourself Plans and manages own time effectively and fulfils work requirements and commitments to a high standard, without compromising own health and wellbeing. Remains calm and focused under pressure. Ensures that own work plans and priorities fit with the needs of others involved in delivering services. Demonstrates flexibility and sensitivity to service requirements and remains assertive in pursuing service goals. Leadership Framework: A Summary Puts self forward for challenging assignments and projects which will develop strengths and address development areas.Acts as a role model for others in demonstrating integrity and inclusiveness in all aspects of their work. Challenges where organisational values are compromised. 1. 3 Continuing Personal Development Takes responsibility for own personal development and seeks opportunities for learning. Strives to put learning into practice. 1. 4 Acting with Integrity Behaves in an open, honest and inclusive manner, upholding personal and organisational ethics and values. Shows respect for the needs of others and promotes equality and diversity.Creates an open, honest and inclusive culture in accordance with clear principles and values. Ensures equity of access to services and creates an environment where people from all backgrounds can excel. Assures standards of integrity are maintained across the service and communicates the importance of always adopting an ethical and inclusive approach. Generic behaviours observed if individual is not yet demonstrating this domain: †¢ Demonstrates behaviours that are counter to core valu es of openness, inclusiveness, honesty and equality †¢ Lacks confidence in own abilities to deliver results Does not understand own emotions or recognise the impact of own behaviour on others †¢ Approaches tasks in a disorganised way and plans are not realistic †¢ Unable to discuss own strengths and development needs and spends little time on development 13 14 2 Whole Service/Across Teams 3 Across Services/Wider Organisation 4 Whole Organisation/Wider Healthcare System Works across boundaries creating networks which facilitate high levels of collaboration within and across organisations and sectors.Builds and maintains sustainable strategic alliances across the system and other sectors. Has high impact when interacting with others at all levels. Uses networks to bring individuals and groups together to share information and resources and to achieve goals. Identifies and builds effective networks with a range of influential stakeholders internal and external to the org anisation. Builds and maintains relationships with a range of individuals involved in delivering the service. Manages sensitivities between individuals and groups.Creates a supportive environment which encourages others to express diverse opinions and engage in decisionmaking. Constructively challenges suggestions and reconciles conflicting views. Helps lead others towards common goals, providing clear objectives and offering appropriate support. Shows awareness of team dynamics and acts to promote effective team working. Appreciates the efforts of others. Integrates the contributions of a diverse range of stakeholders, being open and honest about the extent to which contributions can be acted upon.Builds and nurtures trusting relationships at all levels within and across services and organisational boundaries. Creates systems which encourage contribution throughout the organisation. Invites contribution from different sectors to bring about improvements. Takes on recognised positio nal leadership roles within the organisation. Builds high performing inclusive teams that contribute to productive and efficient health and care services. Promotes autonomy and empowerment and maintains a sense of optimism and confidence. Contributes to and leads senior teams.Enables others to take on leadership responsibilities, building high level leadership capability and capacity from a diverse range of backgrounds. †¢ Does not encourage others to contribute ideas †¢ Does not adopt a collaborative approach 2. WORKING WITH OTHERS Effective leadership requires individuals to work with others in teams and networks to deliver and improve services. This requires them to demonstrate effectiveness in developing networks, building and maintaining relationships, encouraging contribution, and working within teams. Element 1 Own Practice/Immediate Team . 1 Developing Networks Identifies where working and cooperating with others can result in better services. Endeavours to work co llaboratively. 2. 2 Building and Maintaining Relationships Communicates with and listens to others, recognising different perspectives. Empathises and takes into account the needs and feelings of others. Gains and maintains trust and support. 2. 3 Encouraging Contribution Seeks and acknowledges the views and input of others. Shows respect for the contributions and challenges of others. Leadership Framework: A Summary 2. 4 Working within TeamsUnderstands roles, responsibilities and purpose within the team. Adopts a collaborative approach and respects team decisions. Generic behaviours observed if individual is not yet demonstrating this domain: †¢ Fails to network with others and/or allows relationships to deteriorate †¢ Fails to win the support and respect of others 3. MANAGING SERVICES Effective leadership requires individuals to focus on the success of the organisation(s) in which they work. This requires them to be effective in planning, managing resources, managing peo ple and managing performance. Whole Service/Across Teams 3 Across Services/Wider Organisation 4 Whole Organisation/Wider Healthcare System Anticipates the impact of health trends and develops strategic plans that will have a significant impact on the organisation and wider healthcare system. Ensures strategic objectives are translated into operational plans. Strategically manages resources across the organisation and wider healthcare system. Element Works collaboratively to develop business cases and service plans that support organisational objectives, appraising them in terms of benefits and risks.Leads service design and planning processes. Communicates and keeps others informed of strategic and operational plans, progress and outcomes. 1 Own Practice/Immediate Team 3. 1 Planning Contributes ideas to service plans, incorporating feedback from others including a diverse range of patients, service users and colleagues. 3. 2 Managing Resources Understands what resources are availabl e and organises the appropriate type and level of resources required to deliver safe and efficient services. Identifies resource requirements associated with delivering services.Manages resources and takes action to ensure their effective and efficient use. Forecasts resource requirements associated with delivering complex services efficiently and effectively. Manages resources taking into account the impact of national and local policies and constraints. Motivates and coaches individuals and teams to strengthen their performance and assist them with developing their own capabilities and skills. Aligns individual development needs with service goals. Leadership Framework: A Summary Provides others with clear purpose and direction.Helps others in developing their roles and responsibilities. Works with others to set and monitor performance standards, addressing areas where performance objectives are not achieved. †¢ Does not effectively manage and develop people †¢ Fails to identify and address performance issues 3. 3 Managing People Supports others in delivering high quality services and excellence in health and care. Inspires and supports leaders to mobilise diverse teams that are committed to and aligned with organisational values and goals. Engages with and influences senior leaders and key stakeholders to deliver joined up services. . 4 Managing Performance Uses information and data about performance to identify improvements which will strengthen services. Establishes rigorous performance measures. Holds self, individuals and teams to account for achieving performance standards. Challenges when service expectations are not being met and takes corrective action. Promotes an inclusive culture that enables people to perform to their best, ensuring that appropriate performance management systems are in place and that performance data is systematically evaluated and fed into future plans.Generic behaviours observed if individual is not yet demonstratin g this domain: †¢ Disorganised or unstructured approach to planning †¢ Wastes resources or fails to monitor them effectively 15 16 2 Whole Service/Across Teams 3 Across Services/Wider Organisation 4 Whole Organisation/Wider Healthcare System Creates a culture that prioritises the health, safety and security of patients and service users. Delivers assurance that patient safety underpins policies, processes and systems. Reviews practice to improve standards of patient safety and minimise risk.Monitors the impact of service change on patient safety. Develops and maintains audit and risk management systems which will drive service improvement and patient safety. Engages with others to critically evaluate services and create ideas for improvements. Synthesises complex information to identify potential improvements to services. Identifies potential barriers to service improvement. Benchmarks the wider organisation against examples of best practice in healthcare and other sectors . Evaluates options for improving services in line with future advances.Acts as a positive role model for innovation. Encourages dialogue and debate in the development of new ideas with a wide range of people. Challenges colleagues’ thinking to find better and more effective ways of delivering services and quality. Accesses creativity and innovation from relevant individuals and groups. Drives a culture of innovation and improvement. Integrates radical and innovative approaches into strategic plans to make the NHS world class in the provision of healthcare services. Focuses self and others on achieving changes to systems and processes which will lead to improved services.Energises others to drive change that will improve health and care services. Actively manages the change process, drawing on models of effective change management. Recognises and addresses the impact of change on people and services. Inspires others to take bold action and make important advances in how servi ces are delivered. Removes organisational obstacles to change and creates new structures and processes to facilitate transformation. †¢ Maintains the status quo and sticks with traditional outdated ways of doing things †¢ Fails to implement change or implements change for change’s sake 4.IMPROVING SERVICES Effective leadership requires individuals to make a real difference to people’s health by delivering high quality services and by developing improvements to services. This requires them to demonstrate effectiveness in ensuring patient safety, critically evaluating, encouraging improvement and innovation and facilitating transformation. Element 1 Own Practice/Immediate Team 4. 1 Ensuring Patient Safety Puts the safety of patients and service users at the heart of their thinking in delivering and improving services. Takes action to report or rectify shortfalls in patient safety. . 2 Critically Evaluating Uses feedback from patients, carers and service users t o contribute to healthcare improvements. Leadership Framework: A Summary 4. 3 Encouraging Improvement and Innovation Questions established practices which do not add value. Puts forward creative suggestions to improve the quality of service provided. 4. 4 Facilitating Transformation Articulates the need for changes to processes and systems, acknowledging the impact on people and services. Generic behaviours observed if individual is not yet demonstrating this domain: Overlooks the need to put patients at the forefront of their thinking †¢ Does not question/evaluate current processes and practices 5. SETTING DIRECTION Effective leadership requires individuals to contribute to the strategy and aspirations of the organisation and act in a manner consistent with its values. This requires them to demonstrate effectiveness in identifying the contexts for change, applying knowledge and evidence, making decisions, and evaluating impact. 2 Whole Service/Across Teams 3 Across Services/Wi der Organisation 4 Whole Organisation/Wider Healthcare System Synthesises knowledge from a broad range of sources.Identifies future challenges and imperatives that will create the need for change and move the organisation and the wider healthcare system in new directions. Influences the context for change in the best interests of services and service users. Uses knowledge, evidence and experience of national and international developments in health and social care to influence the future development of health and care services. Ensures that corporate decision-making is rigorous and takes account of the full range of factors impinging on the future direction of the organisation and the wider healthcare system.Can operate without all the facts. Takes unpopular decisions when in the best interests of health and care in the long term. Identifies gains which can be applied elsewhere in the organisation and incorporates these into operational/ business plans. Disseminates learning from ch anges which have been introduced. Synthesises learning arising from changes which have been introduced and incorporates these into strategic plans. Shares learning with the wider health and care community. Element Identifies the external and internal drivers of change and communicates the rationale for change to others.Actively seeks to learn about external factors which will impact on services. Interprets the meaning of these for services and incorporates them into service plans and actions. 1 Own Practice/Immediate Team 5. 1 Identifying the Contexts for Change Understands the range of factors which determine why changes are made. 5. 2 Applying Knowledge and Evidence Gathers data and information about aspects of the service, analyses evidence and uses this knowledge to suggest changes that will improve services in the future. Involves key people and groups in making decisions.Actively engages in formal and informal decision-making processes about the future of services. Obtains and analyses information about services and pathways to inform future direction. Supports and encourages others to use knowledge and evidence to inform decisions about the future of services. Understands the complex interdependencies across a range of services. Applies knowledge to set future direction. Leadership Framework: A Summary Evaluates and embeds approaches and working methods which have proved to be effective into the working practices of teams and individuals. 5. 3 Making DecisionsConsults with others and contributes to decisions about the future direction/vision of their service. Remains accountable for making timely decisions in complex situations. Modifies decisions and flexes direction when faced with new information or changing circumstances. 5. 4 Evaluating Impact Assesses the effects of change on service delivery and patient outcomes. Makes recommendations for future improvements. Generic behaviours observed if individual is not yet demonstrating this domain: †¢ Makes poor decisions about the future †¢ Fails to evaluate the impact of previous decisions and actions Unaware of political, social, technical, economic, organisational factors that impact on the future of the service/organisation †¢ Does not use an evidence-base for decision-making 17 18 ELEMENT DESCRIPTORS (see also page 11) 4 Whole Organisation/Wider Healthcare System Actively engages key stakeholders in creating a bold, innovative, shared vision which reflects the future needs and aspirations of the population and the future direction of healthcare. Thinks broadly and aligns the vision to the NHS core values and the values of the wider healthcare system.Actively participates in and leads on debates about the future of health, wellbeing and related services. Manages political interests, balancing tensions between organisational aspirations and the wider environment. Shapes and influences local, regional and national health priorities and agendas. Clearly communicates t he vision in a way that engages and empowers others. Uses enthusiasm and energy to inspire others and encourage joint ownership of the vision. Anticipates and constructively addresses challenge. Consistently displays passion for the vision and demonstrates personal commitment to it through their day-to-day actions.Uses personal credibility to act as a convincing advocate for the vision. †¢ Misses opportunities to communicate and share understanding of the vision with others †¢ Lacks enthusiasm and commitment for driving the vision 6. CREATING THE VISION Those in senior positional leadership roles create a compelling vision for the future, and communicate this within and across organisations. This requires them to demonstrate effectiveness in developing the vision for the organisation, influencing the vision of the wider healthcare system, communicating the vision and embodying the vision.Element 6. 1 Developing the Vision for the Organisation †¢ Actively engage with c olleagues and key influencers, including patients and public, about the future of the organisation †¢ Broadly scan and analyse the full range of factors that will impact upon the organisation, to create likely scenarios for its future †¢ Create a vision which is bold, innovative and reflects the core values of the NHS †¢ Continuously ensures that the organisation’s vision is compatible with future developments within the wider healthcare system . 2 Influencing Vision in the Wider Healthcare System †¢ Seek opportunities to engage in debate about the future of health and care related services †¢ Work in partnership with others in the healthcare system to develop a shared vision †¢ Negotiate compromises in the interests of better patient services †¢ Influence key decision-makers who determine future government policy that impacts on the NHS and its services Leadership Framework: A Summary 6. 3 Communicating the Vision Communicate their ideas an d enthusiasm about the future of the organisation and its services confidently and in a way which engages and inspires others †¢ Express the vision clearly, unambiguously and vigorously †¢ Ensure that stakeholders within and beyond the immediate organisation are aware of the vision and any likely impact it may have on them †¢ Take time to build critical support for the vision and ensure it is shared and owned by those who will be communicating it 6. 4 Embodying the Vision Act as a role model, behaving in a manner which reflects the values and principles inherent in the vision †¢ Demonstrate confidence, self belief, tenacity and integrity in pursuing the vision †¢ Challenge behaviours which are not consistent with the vision †¢ Identify symbols, rituals and routines within the organisation which are not consistent with the vision, and replace them with ones that are Generic behaviours observed if individual is not yet demonstrating this domain: Does not involve others in creating and defining the vision †¢ Does not align their vision with the wider health and care agenda 7. DELIVERING THE STRATEGY Those in senior positional leadership roles deliver the strategic vision by developing and agreeing strategic plans that place patient care at the heart of the service, and ensuring that these are translated into achievable operational plans. This requires them to demonstrate effectiveness in framing the strategy, developing the strategy, implementing the strategy, and embedding the strategy. ElementELEMENT DESCRIPTORS (see also page 12) 4 Whole Organisation/Wider Healthcare System Critically reviews relevant thinking, ideas and best practice and applies whole systems thinking in order to conceptualise a strategy in line with the vision. 7. 1 Framing the Strategy †¢ Take account of the culture, history and long term underlying issues for the organisation †¢ Use sound organisational theory to inform the development of strate gy †¢ Identify best practice which can be applied to the organisation †¢ Identify strategic options which will deliver the organisation’s vision . 2 Developing the Strategy †¢ Engage with key individuals and groups to formulate strategic plans to meet the vision †¢ Strive to understand others’ agendas, motivations and drivers in order to develop strategy which is sustainable †¢ Create strategic plans which are challenging yet realistic and achievable †¢ Identify and mitigate uncertainties and risks associated with strategic choices Integrates the views of a broad range of stakeholders to develop a coherent, joined up and sustainable strategy.Assesses organisational readiness for change. Manages the risks, political sensitivities and environmental uncertainties involved. Leadership Framework: A Summary 7. 3 Implementing the Strategy †¢ Ensure that strategic plans are translated into workable operational plans, identifying risks, critic al success factors and evaluation measures †¢ Identify and strengthen organisational capabilities required to deliver the strategy †¢ Establish clear accountability for the delivery of all elements f the strategy, hold people to account and expect to be held to account themselves †¢ Respond quickly and decisively to developments which require a change in strategy Responds constructively to challenge. Puts systems, structures, processes, resources and plans in place to deliver the strategy. Establishes accountabilities and holds people in local, regional, and national structures to account for jointly delivering strategic and operational plans. Demonstrates flexibility when changes required. 7. 4 Embedding the Strategy Support and inspire others responsible for delivering strategic and operational plans, helping them to overcome obstacles and challenges, and to remain focused †¢ Create a consultative organisational culture to support delivery of the strategy and t o drive strategic change within the wider healthcare system †¢ Establish a climate of transparency and trust where results are discussed openly †¢ Monitor and evaluate strategic outcomes, making adjustments to ensure sustainability of the strategy Enables and supports the conditions and culture needed to sustain changes integral to the successful delivery of the strategy.Keeps momentum alive by reinforcing key messages, monitoring progress and recognising where the strategy has been embraced by others. Evaluates outcomes and uses learnings to adapt strategic and operational plans. Generic behaviours observed if individual is not yet demonstrating this domain: †¢ Absolves oneself of responsibility for holding others to account †¢ Fails to enable an organisational culture that embraces the strategy †¢ Does not align the strategy with local, national and/or wider health care system requirements †¢ Works to develop the strategy in isolation without input or feedback from others 19