In this article, we look at the vital role of the QI coach within an organisation. We also delve into more detail about what tools are available to assist those interested in QI coaching – as well as who should be a QI coach. We explore the key elements of a QI coach’s role and how they should provide support to other QI team members and share learning and methodology.
Maybe you would like to become a QI coach or you are in the process of choosing QI coaches for your organisation? In this article we look at what technical and interpersonal skills you might need to become a QI coach, as well as what you need to consider if you are choosing a QI coach. We also look in more detail at how you can build coaching skills and how coaches will help support your teams in your QI journey.
QI coaches may also need to coach individuals in one-to-one sessions, in order to complement their group teaching. In this piece, we look at how you can coach individuals to build their QI skills, using tools to help people understand QI methodology. We also look at how you can help people identify QI problems to solve, how to build teams effectively and how to fit quality improvement into daily work.
In this piece we look at the methods and tools you can use to help you coach improvement teams and the importance of team development and shared responsibility. We explore how you can go about creating a culture of open communication and team feedback and use recognition and reward to motivate your Quality Improvement (QI) teams. We look at how you can build these elements into your QI coaching to bring about an organisation-wide approach to improvement.
Quality improvement (QI) project team meetings can really help support and transform your improvement culture. In this article we’re going to be looking at how to plan for successful QI meetings, as well as tips on how to empower participants to engage in the QI conversation.
In this piece we look at the coaching container, a simple and powerful concept which sets out the boundaries for a session with a beginning, middle and end. We walk you through the process of choosing the subject to discuss, deciding the time you have, the desired outcome, how you will know you have achieved the outcome, what roles you will play in the session and where to start.
In this article we are focusing on the CLEAR model developed by Peter Hawkins in the 1980s which is widely used also in the healthcare sector to allow the conversation to flow in a structured way and help the coach not feel that the success of the session depends entirely on them. We’ll look at the different phases of the model: contract, listen, explore, action and review.
