Case study: Patient activation
The Royal College of General Practitioners
Many studies have shown that patients who are activated, have the skills, ability and willingness to manage their own health have better health outcomes at lower costs compared with less activated patients. http://bit.ly/1n79ZR1
This guidance will be of help to all professionals on how to involve patients in the decision to prescribe medicine and on how to support patients in their subsequent use of medicines. http://bit.ly/1n6XzZj
Bargain hunter to business partner: The monumental opportunity facing procurement
Goal-oriented care is care that encourages each patient to achieve the highest level of health as defined by that individual http://bit.ly/1qZaFqA
Management Consulting Pulse Program
Monitoring costs will always be a top priority, but CPOs should take a more holistic and strategic approach to creating value across the business. http://bit.ly/1n6ekUg
1st Quarter 2014 KPMG Sourcing Advisory Global Pulse Survey
Management Consulting Pulse – an analysis of the top issues impacting organizations across the globe. http://bit.ly/1n67233
IBM, Apple Partnership Aims to Transform Enterprise Mobility
This edition of the global Sourcing Pulse reflects GBS market activity during 1Q14 as well as projections and predictions for the balance of 2014. http://bit.ly/1n5ZXzs
Eliminate the Fear Factor
Apple and IBM announced an exclusive partnership that teams the market-leading strengths of each company to transform enterprise mobility through a new class of business apps—bringing IBM’s big data and analytics capabilities to iPhone and iPad. http://bit.ly/1r9LeVo
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and most modern management texts emphasize leadership and motivation over directive control.
Yet if employee surveys are to be believed, around 70 percent of managers still operate in command-and-control mode. These managers rely on authority, discipline and fear to drive performance. And their team’s commitment to the organization and performance suffer accordingly.
It’s simply futile to tell people they must come up with a bright idea within the next 30 minutes or sanctions will be applied! Fear damages creativity and destroys openness; frightened people cannot work effectively in a knowledge economy.
If people are scared of being blamed, the last thing they’ll do is pass on accurate information about an issue or a problem. And effective management decision-making depends on the open transmission of bad news. Project controls staff must know what’s really happening and need honest estimates of future consequences to provide planning advice.
To understand how serious this problem can be, consider that one of the causes of the up to ₤425 million loss so far on the ₤2.4 billion U.K. Universal Credit program — ultimately credited to "weak management, ineffective control and poor governance" — was that no one in the development team felt able to highlight their problems to senior management. Fear of being blamed kept the knowledge of the problem from the people who needed to know.
Trusting and empowering your team, open communication, leadership and motivation are all closely interlinked and in combination create high-performance teams.
This is not a new concept. At the beginning of the 19th century, the Prussian military developed auftragstaktik (or mission command) under the core tenet of bounded initiative. The leader’s role is to clearly outline his/her intentions and rationale. Assuming people have proper training and the organizational culture is strong, subordinates can then formulate their own plan of action based on their understanding of the actual situation.
What do these ideas mean for project managers?
* Move from a position of telling to asking.
* Work to build open and trusting communication; don’t blame.
* Instead of using control tools such as schedules as a target to measure, use them as a means to collaborate.
* Be prepared to forgive mistakes — encouraging creativity always has the possibility of the idea not working.
How do you eliminate the “fear factor” from within your team? http://bit.ly/1r9zYYY