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A2:领导风格和思维模式.pdf

上传人: 彩旗 编号:1158752 2026-03-02 37页 2.72MB

1、KINDNESS AND WHAT MATTERS TO YOU?How two global social movements are changing how we do things in healthcare A2:THEORY INTO EVIDENCE AND PRACTICE PLEASE,WHILST WE WAIT TO BEGIN FIND A SEAT,AND INTRODUCE YOURSELF TO YOUR NEIGHBOURSPlease turn to the person next to you and introduce yourself.(a)Your n

2、ame(b)Your region or country(c)Why you chose this sessionINTRODUCTION WHO WE ARE WHAT MATTERS TO YOUCONVERSATIONS FOR KINDNESSMathieu Louiset,PAQS;BelgiumGran Henriks,Region Jnkping;SwedenAnders Vege,Nowegian Directorate of Health;NorwayAnette Nilsson,Region Jnkping;Sweden Maureen Bisognano,IHI;USA

3、Suzie Bailey,The Kings Fund;UKCONVERSATIONS FOR KINDNESSDominique Allwood,Imperial College Healthcare NHS Trust;UKBob Klaber,Imperial College Healthcare NHS Trust;UKJames Mountford,Galileo Global Education;France/UKMaureen Bisognano,IHI;USANicki Macklin,The University of Auckland;New ZealandGabriell

4、e Mathews,Health Select Committee/National Audit Office;UKCath Crock,Hush Foundation;Australia OUR AGENDA TODAY Introduction to Kindness what it is,and what it is not.What is What Matters to You and why does it matter?Why does kindness matter?How do these concepts relate to each other?Stories from t

5、he frontline Participant discussion/mentimeter What gets in the way of kindness and WMTY?The evidence:How do we create more supportive environments for WMTY and kindness to flourish?Closing thoughts and an invitation to join our global online communitiesWhat is Kindness?!?Weaponised Toxic Kindness v

6、s.Positivity Macklin,N.,Wilkinson-Meyers,L.,&Dowell,A.(2024).Kindness:Poor cousin or equal kin to Compassion and Empathy in the Healthcare Literature?A Scoping Review.BMJ Leader,leader-2024-001034.KINDNESS:Deliberate actions motivated by a desire to support or elevate another person.Kindness can be

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1. **核心概念**:Kindness(善意)是主动/ reactive、支持他人的行动,非“agreeability”;“What Matters to You”(WMTY)是从“病症”转向“患者需求”的对话模式。 2. **实践案例**:挪威WMTY路径(3天内访视、2周内GP跟进、5周评估),提升患者目标(如“能打扫房子”占比40.3%)。 3. **障碍与策略**:障碍包括系统性压力;策略需将善意/WMTY纳入专业能力、领导问责,构建“信任-心理安全-社会支持”循环。 4. **全球倡议**:通过“Conversations for Kindness”和WMTY社区推动变革,强调善意是高绩效组织的战略必需。
** kindness vs. niceness?** (探讨善意与友善的区别,引发对医疗行为本质的思考) ** WMTY如何改变医疗?** (聚焦“对你而言什么最重要”运动的实际影响,吸引关注实践变革的受众) ** kindness的障碍是什么?** (直击善意实践中的挑战,激发对医疗系统改进的讨论)
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