Northern Veterinary Show - May 2010
Vet Learning is committed to the recognition and development of the unique skills of the GP Vet, the provision of Best Evidence CPD and the sharing of research in related field. The slides provided below are freely available for personal use and formed the basis of two days “Learning” orientated talks at the Northern Veterinary Show.
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Profit from learning - evolving concepts
The role of learning in business has come a long way from when CPD was seen simply as hours served to a current position in which it is central to how organisations meet the needs of an increasingly demanding client base. Surveys by bodies such as CIPD have charted the attitudes to learning across a range of businesses over the years. Surveys by PDF of both small business and larger organisations have charted how individuals think about the organisations they work for in terms of how they support learning. This session will briefly look at some of these findings but will concentrate of what makes learning impact within the business so that personal, professional and business objectives are met. Simple and effective steps to ensure CPD works will be outlined.
KASH – investing in your learning
Traditional CPD has been heavily biased towards the Knowledge based learning that we all experienced at university. In this talk, we explore the three other main domains of CPD, Attitudes, Skills and Habits and focus especially on the potential for learning and real change in practise that can arise from working with habits of thinking and doing (expertise).
NVS - Chris Whipp - KASH, Investing in learning for your future
Clinical Governance 1
The first talk looks at the breadth of clinical governance and start by explaining just what the term means, as it causes much confusion. The RCVS are currently considering including mandatory clinical governance in the Guide to Professional Conduct, but what does that actually mean? To some extent or another we all have to be carrying out clinical governance to run our practices, and what is involved is often simply organising and documenting systems that are already in place.
What does it mean to be a professional - an emerging identity
In the past professionals were seen as providers of rational advice to passive clients who lacked the knowledge to make their own decisions. Professions where built around codified knowledge and conduct which marked out the professional. This view has increasingly been challenged. The emergence of competence models, free market in information, social networking and client belief in their power as consumers has created a challenge to professionals taking the traditional view. Professions are increasingly seen as “sites of social identity” – that is, what we do is negotiated in the exchange between client and professional. Understanding the importance of that change from provider to negotiator is critical to creating effective professional services for the future. This session will outline some of the areas that have to be addressed to create this new identity.
NVS - David Lane - What_does_it_mean_to_be_a_professional_-_an_emerging_identity
Organisational Barriers to Change
The first of two talks on change, it looks at the organisational barriers to change that tend to hamper change initiatives. It stresses the frequently ignored importance of practice culture to the effective implementation of change and provides a very brief introduction to systemic approaches to change that, whilst initially challenging, offer substantial hope if embraced.
Clinical Governance 2 – maximising clinical effectiveness
The second talk will focus on one aspect of clinical governance – the development of procedures to promote clinical effectiveness, and particularly the clinical audit cycle. This is a tool that can be used to measure and thus improve clinical performance, which can result not only in improved patient care, but also improved practice team-building and profitability, so it’s a win-win situation.
Transition into practice – New graduate support
Based on four years of doctoral research, this talk outlines the learning challenges facing the new graduate and asks the question “Are we doing enough”. Graduates perception of the support they receive is good but more could be done to the benefit of both the graduate AND the practice. A series of workshops over the summer will take this forward to provide practical solutions.
Personal Wellbeing
Drawing from his new book “Success in Veterinary Practice” and the newly developing field of positive psychology, Bradley provides provides an introduction and a range of insights into this most important of subjects.
Benefiting from Professional Development – linking personal and business objectives
It is both trite and powerful when employers say that people are their most important asset. Increasingly business has engaged with the task of making this assumption real through initiatives such as Investors in People. This clarifies the relationship between people and business results. Tools such as the Balanced Scorecard have been widely used to help organisations recognise the integrated nature of the elements that make for a successful business. Over the last ten years the engagement of people has been exemplified by the Best Companies awards and accreditations. This session looks at what it means to link personal and business objectives to ensure a fully engaged workforce.
NVS - David Lane - Vet_Linking_personal_and_business_objectives
Professional decision making – becoming an expert
How do experts make decisions – this has increasingly been the subject of research and some of that research makes difficult reading. Experts it seems are prone to a number of biases in their decision making and these are shared across very different professions. Early in their professional careers decision making tends to be more structured and later, experienced practitioners move to a pattern recognition model. This session looks at some of the debate on expert decision making and proposes a model for improving decision making that can be agreed and negotiated within a practice and used as a mutual framework which can be shared and critiqued.
Individual barriers to change
The second talk on removing barriers to change focuses on the individual barriers to change of both the change agent and those affected. The importance of individual fears is stressed as is the importance and potential of addressing habits of thinking and doing within the change process.
Consultation Skills
This talk highlights the critical importance of consultation skills both to the quality of service but also to the financial performance of the practice. Challenges and opportunities are highlighted as are links to Key Performance Indicators (KPI’s) for the practice.