WWL ClinicalInformatics

We have never been prouder to be accredited the GOLD ASPIRE Award today. Well done, team, and thanks to the assessors for their great feedback . First Gold in the Digital Services ✨️ 🥳👏✨️ @WWLNHS @RichardMundon @maluki_f

Happy neurodiversity celebration week 🤩 We are lucky to have you Nathan! Thanks for all you do 🙌🏻

It’s #InternationalWomensDay 💜 At WWL there are many incredible women who lead, care, innovate & make a difference every day - thank you Our CEO, Mary, says: “I feel incredibly proud & fortunate to work alongside so many remarkable women across our Trust & partner organisations”

Thank you for all you do! 💙 We thank all our multidisciplinary International team members and across @WWLNHS

Members of the team at today’s Learning from Safety event @WWLNHS . Strong reminder that when digital and clinical workflows align, care becomes safer, smoother, and easier for teams and patients alike. @WWL_CA

Productive day in @InformaticsWWL! 💻 ✅ Finalised requirements for inpatient TIA clinic referrals. ✅ Requirements for optimisation of Nursing Admission docs with auto-referral for smoking cessation. 🚭 ✅ Delivered 2 shadowing sessions for staff interested in digital health.

@ODPAHPNathan @InformaticsWWL Thank you for your support @ODPAHPNathan 🌟🌟

Fantastic piece of work 👌🏻

Awesome! 👏🏻

Final site go-live complete! 🚀 Supported the launch of the Provation iPro Anaesthesia system at Wigan Infirmary today. 🏥 That’s 3/3 sites now live, bringing fully digital anaesthetic records to the Trust. @WWLNHS @InformaticsWWL

Very proud! 👏🏻

Most change initiatives don’t fail in the plan - they fail in what leaders don’t notice. I want to reflect on a new Manfred Kets de Vries article: “You look, but you don’t see: leadership & the paradox of perception,” for leaders of change. It reinforces that change initiatives are rarely governed by the “visible layer” (methods, metrics, milestones, RAG, governance, etc). These may appear “under control” while the most decisive forces remain under the surface: anxiety, fear, grief, resentment, rivalry, shame. What is labelled “resistance” may be self-protection; “alignment” may be passive compliance; “clarity” may be premature closure. Leading change is not only about implementing the plan but reading the emotional system the plan is landing in. The article’s core idea is that “seeing” is an active leadership discipline, needing patience & humility. Change is less likely to be derailed by technical error than by psychological blindness: familiarity is mistaken for understanding, data for perception & analysis for awareness. Curiosity must override certainty. Certainty is seductive, signalling competence, control & momentum. It also shuts down sense-making, especially if people are anxious. Curiosity keeps leaders open to contradiction & surprise. It reframes “what’s going wrong?” into “what’s being protected here?” & slows premature action. We should use ourselves as instruments of "seeing": noticing what others evoke in us & treating it as data rather than noise. Feeling bored, confused, irritated or anxious in a meeting can be data about what’s happening relationally (avoidance, unspoken conflict, dependency, power etc). How can leaders of change put on leadership glasses & see more clearly? 1) Build regular reflection time into change efforts (e.g., before key decisions & after difficult meetings) so we can notice patterns rather than just react. 2) Ask, “What emotion is driving this?” & “What might people be protecting?” to look beyond stated positions. 3) Use our own reactions as data: treat our feelings as signals to explore what’s happening in the relationship or group before pushing ahead. 4) Replace certainty with curiosity by framing early conclusions as “working theories,” then test them with questions like “What doesn’t fit?” & “What else could be true?” 5) Practise humility out loud: admit what we don’t know yet, invite challenge & revise our view openly so the system learns that learning is safe during change. Too often, we look but we don’t see. “Seeing” means practising an enhanced kind of leadership: paying attention to human dynamics beneath surface data; making space for what doesn’t fit; holding tensions, contradictions & uncertainties & staying open to the unexpected. What becomes visible to those who practise “seeing” often determines whether change becomes movement rather than just motion. The article in @Medium: @manfred.ketsdevries_62226/you-look-but-you-dont-see-leadership-and-the-paradox-of-perception-6d36b64966ba" target="_blank" rel="nofollow noopener">medium.com/@manfred.ketsd….

Fantastic 👏🏻

Great team collaboration @WWLNHS

Busy, busy 👨‍💻👩‍💻

Happy New Year from your Chaplains. 🙏💜🙏 @WWLNHS @max_mcallister8 @k_mantron @melaniejaynepi1 @Melanie0985 @WWLPatientExp @InformaticsWWL @ThreeWishesWWL @WWL_NHS_PET

🎄✨ Merry Christmas Eve! 🎉 Shout out to all working today…your dedication shines! Here’s to the unsung heroes brightening the season. Wishing you joy, laughter, and festive magic! Stay safe! 🎅🤶 @WWLNHS #Christmas2025

✨ Proud moment for Langtree Ward! Today our team received an award from the Safeguarding Team for our hard work and dedication during a very challenging situation. Huge thanks to everyone involved amazing teamwork. ✨ #NHS #Safeguarding #TeamWork

A huge thank you to Chaplaincy/ volunteers and @WWLPatientExp for joining the Carol Snake, singing carols on all the wards at RAEI this afternoon. Thank you, too, to all the staff and patients for joining in. 🌲🙏🌲 @WWLNHS @max_mcallister8 @k_mantron @melaniejaynepi1

@Melanie0985 @WWLNHS Thanks for bringing them to us 🎄

@InformaticsWWL @WWLNHS Love this 😀

We welcomed the Posada into some of our offices this week. They checked some of the pc's and wondered how many staff have had their flu jabs 🤔 @WWLNHS