Charles Daniels

Hamas military leadership, just like most of Hamas's "resistance" infrastructure in the Gaza Strip, was hiding under the European Hospital in southern Gaza, when the group's chief, Mohammed Sinwar, was assassinated along with other terror operatives. How incredibly shameful & cowardly; even past Palestinian experiments with armed resistance (and I'm not endorsing or supporting them) never, ever behaved in such a treacherous, cowardly, and vile manner. The whole point of "resistance" is to protect people, but in Hamas's case, the people of Gaza exist to protect the "resistance" or Islamofascists who have hijacked the Palestinian national project and destroyed the Palestinian people. Shame on any moron in the Western world who marches for Hamas and supports their evil terrorism. Shame on all the Arabs, Muslims, and Palestinians in the diaspora who are still hesitant and reluctant to speak out against Hamas, opting to regurgitate morally bankrupt talking points that avoid any clarity or sense of collective responsibility. Hamas is an existential threat to the Palestinian people in Gaza. PS: The tunnels are right there - this isn't propaganda! Hamas really, really did build military tunnels under the 2nd biggest hospital in southern Gaza - like see for yourself!

3. Leadership is able to articulate the importance of data in promoting improvement and in ensuring data is used well and accurate

2. People have trust in the concept of using data for improvement and trust the data.

@QualityForum thanks Tamara Broughton. Adoption of QI Dashboard enabled by. 1. Cultivating a supportive team climate which accepts challenge, respect, safety and humour

@qualityforum. Thanks Tamara Broughton. Excellent insight into the importance of recognising the socio-organisational elements in the adoption and effective use of Improvement dashboards

Ange Postecoglou driving through London when he gets back Sections of the English press going to be utterly distraught he’s won Spurs a Trophy 🏆😂

@QualityForum @WLHT lovely poster showing the impact of work to enable Trust priorities to be enhanced by sitting structured and resourced Qi Support alongside staff

@QualityForum rosanna hunt showing how senseMaker can be used to identify the characteristics of what makes good and less good care

@QualityForum I love the idea of sieving gold from the healthcare river That gold i the knowledge and motivation of patients and staff

@QualityForumOrg Use of IKONE cocreation methodology to promote equity rather than equality.

@QualityForum turning words into data into insight into improvement.

Interesting way to engage executive team

@QualityForum exciting way to educate doctors in QI

@QualityForum. Excited to be attended this conference over the next 2 days. I will share highlights

I will give you three straight forward answers of how I believe Israel should have responded. 1. Israeli intelligence had indications of Hamas planning a large-scale operation as early as 2022, including a detailed document outlining the attack strategy. They should have acted on it. 2. IDF could have made it to Kibbutz Nir Oz in less than 6 hours. The Nahal Oz base is less than 5 miles away. No part of Israel is more than 5 or 6 hours away by car from any other part at normal legal speeds. 3. IDF could have rushed troops to border crossings to prevent hostages from being brough into Gaza. Don't tell me this has never been gamed out. You are free to tell me I am wrong and that any of these three things was just perfect as it was.

A new article by Harvard's Michael Beer & collaborator Johanna Pregmark identifies "seven silent killers" - leadership or organisational barriers that are publicly undiscussable yet consistently block the delivery of strategy & change. It builds on Beer's previous research that set out six such "killers": 1) A top-down or "hands-off" senior management style - top leaders who fail to confront conflict & actively lead change. 2) Unclear strategies & values - &/or or conflicting priorities 3) An ineffective senior management team that cannot effectively balance focus on the whole & the parts. 4) Poor coordination & collaboration across functions, units & borders, representing an inability to effectively organise, manage & lead the work. 5) Inadequate leadership skills & development, particularly the lack of investment in "down-the-line" leaders. 6) Poor vertical communication - insufficient engagement from top leaders to help people understand the strategy & lower-level leaders feeling unable to speak truth to power The new research confirms these six "killers" & suggests a seventh barrier essential to an organisation’s agility in a rapidly changing world: 7) Poor delegation of authority of decision rights - primarily related to the possibility for people across the organisation to make decisions to initiate & test new ideas & to innovate at their own level. There are some fantastic insights in this article: journals.aom.org/doi/full/10.54…. It's behind a paywall so here's Beer's earlier paper for those who can't access the article: openaccessgovernment.org/wp-content/upl….

Change is changing & our methods need to change too. In health & care, Gantt charts are the dominant method for managing projects. Yet in other sectors, there's a big shift away from them. As change gets more complex, project timelines get shorter & more changes & pivots are needed. In @McKinsey research: - 72% of project managers report Gantt charts become outdated within weeks of creation. - Teams spend an average of 4.5 hours per week just updating project timelines. Modern project management favours layered planning, where, say, quarterly plans outline big-picture goals & weekly plans keep track of immediate tasks. How to abandon your Gantt chart & plan big projects without micromanaging dependencies: @paco-cantero/why-gantt-charts-are-killing-your-project-success-and-what-to-do-instead-07a03be72502" target="_blank" rel="nofollow noopener">medium.com/@paco-cantero/…. By @PacocanteroW.

Love this although I think speaking up done well, can also be done helpfully in public

Watch Wes Streeting tear Victoria Atkins apart. "She was the 5th Secretary of State, & among the worst... but if she wants to lead with her chin & talk cronyism... let's talk cronyism... let's not even get into Michelle Mone & her £200m contract for PPE..."

Thank you to our Chief Operating Officer @JamesW_at_work for visiting us today!