After decades of workโฆ.when it really feels like a service, contribution to health of children, and not just a professional survivalโฆwhen you can see the smiles ๐๐๐on faces of children from the marginalised and underserved communities.
The "First Flow" project is such an act of service for the adolescent girls in underserved pre-urban communities.
Register Now:- https://t.co/AAIhIiVp8G
Accreditation is often seen as the benchmark of quality, but the true challenge lies in sustaining excellence, ensuring patient safety, driving continuous improvement, and building a culture of quality across healthcare organizations. Join us for an engaging discussion with distinguished healthcare leaders as they share practical insights, real-world experiences, and strategies to strengthen healthcare quality in India. Date: 25th June 2026 Time: 4:00 PM โ 5:00 PM IST Meet Our Speakers Dr Mahtab Singh, Director Operations & Management (NHI) A Public Health & Quality Improvement Leader Dr. Kedar Sawleshwarkar, Director, Neonatal & Pediatric Center of Excellence, Mahaveer Hospital, Chh Sambhaji Nagar, Maharashtra Moderator: Dr. Manisha Khurana, Editor-in-Chief, Voice of Healthcare | Founder, Next Edge Precision Medicine Insights
Register Now:- https://t.co/AAIhIiVp8G
NIWARA HealthCare Improvement #BeyondAccreditation #HealthcareQuality #PatientSafety
To follow & execute the Quality Improvement learnings of more than a decade, Dr Kedar Sawleshwarkar, NHI's Director Research & Documentation, has started this world class evidence based facility in an under developed area of the country.
Dr Mahtab Singh, Director Operation & Management participated as 'Guest of Honour'. The facility is going to save a lot of lives in the area to help achieve the set indicators for the area and the country.
NHI with its team congratulates him and extend the best wishes. @kedarpriya1@NNF_india@HelenBevan@PeterLachman@NHSRC_India@IHF_FIH
The teams that deliver the most in periods of rapid change are those that experiment the most & learn the fastest: Part 2.
A summary of comments in response to my last post from across multiple social platforms. I pulled out five themes:
1) Purpose and the why: Penny Triantafillou argued that building โsuperteamsโ is an investment, not an intervention. People can cope with uncertainty if they understand the why: purpose creates connection, energy and resilience. Jonathan Sunkersing extended this beyond formal leadership: if anyone were willing to be curious, learn from failure and think carefully about giving feedback, society as a whole benefits.
2) Structural barriers to experimentation: Anthony Lawton noted that most of the habits I described require โdiscretionary capacityโ: time, space, curiosity. NHS structures frequently consume that capacity before teams can use it. Assurance frameworks reward programme logic and penalise the iterative mess real improvement demands. Ish Ahmed, a surgeon, added that frontline experimentation often gets lost under governance layers, and meaningful innovation starts with small practical tests close to the work, not large centrally designed programmes. Richard Perry asked whether we need experimentation and learning rather than another competency framework.
3) Psychological safety as a prerequisite: Jamie Lackie observed that "what are you stuck on?" only works if the culture has made it safe to answer truthfully, and that teams have learned surfacing problems gets managed, not solved. Vik Chand stressed that teams learn faster when experiments feel safe, not career limiting. Binod Shankar added that many organisations do not have an innovation problem โ they have a fear problem. They say they want experimentation while โpunishingโ mistakes, so people stop trying.
4) Curiosity is how knowledge is accessed: Cheryl Hoare highlighted the line: "In change work, the formal leader rarely holds the crucial knowledge. Curiosity is how we access it." Josh Sarkar noted that performance problems are frequently coordination problems, and the biggest gains come from redesigning how people work together. Bill Powell added that teams which adapt through change treat setbacks as data to interpret; those that simply endure it treat them as failure to hide
5) Collective learning means sharing failure AND success: Arokia Antonysamy argued that the highest-performing teams create environments where learning, experimentation, feedback and shared ownership are part of the culture. The NHS could leverage this at scale if teams shared what failed as well as what worked. Odiri Oteri noted how small and simple these changes are โ catalysts that can transform an average team into a superteam with minimal effort. Maria Mentzer observed that innovation culture lives and dies with leader mindset and behaviour.
If I were to sum up the comments in a sentence, I๏ฟฝ๏ฟฝd say this: most teams have the potential to become "superteams" when we create the right conditions; e.g., a sense of purpose, curiosity, safety and time and space for shared learning.
Thanks to everyone who commented, These discussions are so rich and helpful.
La mesure de la qualitรฉ des soins dans les hรดpitaux progresse mais reste lacunaire et pas suffisamment centrรฉe sur les rรฉsultats effectifs, รฉpingle la Cour des comptes. Malgrรฉ l'obligation lรฉgale, les accidents mรฉdicaux graves restent sous dรฉclarรฉs.
โก๏ธ https://t.co/rW0O2roY3p
Ensuring accuracy, reliability, and excellence in laboratory practices is no longer optionalโitโs essential.
Join this insightful webinar to explore how you can elevate lab safety standards and drive quality improvements that directly impact patient outcomes. Gain practical insights, expert perspectives, and actionable strategies to transform your lab from good to excellent.
Date: 6th May 2026
Time: 4:00 PM โ 5:30 PM
Register for free here:
https://t.co/dnYicRpsUW
The Health outcome is directly proportionate to multiple of Utilization & Quality so if your quality is 0, the health outcome is also 0 automatically.
Meaningful access to healthcare services requires a commitment to quality to ensure that services are both reachable and effective. Providing access without ensuring quality is ineffective, wasteful, and unethical, as it fails to produce meaningful health outcomes.
Poor quality care causes 5 million deaths annually in low- and middle-income countries (LMICs), while 3.6 million deaths are due to insufficient access.
๐๐ฎ๐ซ๐ฌ๐๐ฌ ๐๐ซ๐ ๐๐๐ง๐ญ๐ซ๐๐ฅ ๐ญ๐จ ๐ญ๐ก๐ ๐๐๐ฅ๐ข๐ฏ๐๐ซ๐ฒ ๐จ๐ ๐ฌ๐๐๐ ๐๐ง๐ ๐ญ๐ข๐ฆ๐๐ฅ๐ฒ ๐๐๐ซ๐ ๐๐๐ซ๐จ๐ฌ๐ฌ ๐๐ฅ๐ฅ ๐ก๐๐๐ฅ๐ญ๐ก ๐ฌ๐ฒ๐ฌ๐ญ๐๐ฆ๐ฌ.
However, increasing pressure and limited support continue to affect their ability to respond effectively. Global workforce gaps further intensify this challenge, with a projected shortage of ๐.๐ ๐ฆ๐ข๐ฅ๐ฅ๐ข๐จ๐ง ๐ง๐ฎ๐ซ๐ฌ๐๐ฌ ๐๐ฒ ๐๐๐๐ (๐๐จ๐ซ๐ฅ๐ ๐๐๐๐ฅ๐ญ๐ก ๐๐ซ๐ ๐๐ง๐ข๐ณ๐๐ญ๐ข๐จ๐ง).
At the same time, sustained investment in the health workforce remains essential for strengthening health systems and ensuring reliable care delivery (Frontline Health Workers Coalition).
๐น๐๐๐ ๐ ๐๐๐ก๐๐๐๐ก ๐๐๐๐ ๐๐๐๐ก๐๐ฃ๐, ๐กโ๐๐ ๐๐ ๐๐๐๐ก๐๐๐๐.
When nurses are adequately supported, they are better positioned to deliver safe, consistent, and timely care. Evidence also shows that staffing pressures directly affect patient safety and quality of care (๐๐ง๐ญ๐๐ซ๐ง๐๐ญ๐ข๐จ๐ง๐๐ฅ ๐๐จ๐ฎ๐ง๐๐ข๐ฅ ๐จ๐ ๐๐ฎ๐ซ๐ฌ๐๐ฌ).
Through its Heart of ๐๐๐๐ฅ๐ญ๐ก๐๐๐ซ๐: ๐๐๐ฅ๐๐๐ซ๐๐ญ๐ข๐ง๐ ๐๐ฎ๐ซ ๐๐ฎ๐ซ๐ฌ๐๐ฌ ๐๐๐ฆ๐ฉ๐๐ข๐ ๐ง, the ๐๐จ๐ซ๐ฅ๐ ๐๐๐ญ๐ข๐๐ง๐ญ๐ฌ ๐๐ฅ๐ฅ๐ข๐๐ง๐๐ is advancing global awareness on the role of nurses in patient safety and calling for sustained investment in nursing workforce support.
Investing in nurses is not only a workforce priority. It is a patient safety imperative.
#HeartOfHealthcare #PatientSafety #SupportNurses #HealthSystems #NursingWorkforce
@WHOAFRO@WHO_Europe@UN@UNICEF@WorldBankGroup@OECD@SigmaNursing@ghc_global@IHF_FIH@ISQua@TheIHI@PLAN4ZERO@GlobalFund@NursingNow2020@HWAlliance2@PHealthupdate@HIMSS@ICNurses@HowardCatton@JHUNursing@NurseStandard@AAN_Nursing@YaleNursing@AmbCareNursing@DarlingtonUnion@ANANursingWorld@FHWCoalition
Organisations are not "fungible".
โFungibilityโ is an assumption that if you redesign an organisation & replace one set of people with a different set, you will still get equivalent outputs. This mistaken belief underlies many organisational restructures: that you can redistribute roles, reporting lines & teams without meaningful loss.
I've been reading "Communities Are Not Fungible", a recent essay by @JoanWesten7568. She examines 1960s urban renewal, when planners believed demolishing old neighbourhoods & rehousing residents would allow communities to reform. They didn't. The residents moved. The community did not. A community is not a set of people: it is a historically produced web of relationships between them. Destroy the web, & you have strangers in a building. The parallel to organisational life is uncomfortable.
When we restructure, we may preserve many of the people but destroy the relational infrastructure that made them effective. The informal trust that lets someone ask for help. The shared knowledge of who to call when a process stalls. The accumulated understanding of each other's judgment. These live in relationships, not individuals. Redrawing an org chart doesn't transfer them.
Research backs this up. Tacit knowledge - the "knowing how" driving real-world performance - depends on trust to flow. Break those relationships & you block the transfer. Studies show informal networks persist along old lines long after formal structures change, creating tension between old loyalties & new mandates. Social capital is the value created by connectedness. It can be destroyed in restructuring & take years to rebuild โ a cost that almost never appears in a business case.
What leaders can do to protect collective value:
1. Audit informal networks before redesigning formal structures. Use, eg., System Network Analysis or Relational Coordination. Breaking key network nodes causes capability losses no productivity model captures.
2. Treat relational capital as a real cost. Business cases for restructuring rarely account for social capital destruction. Making it visible leads to better decisions & stronger cases for change.
3. Design around high-value relationships. Identify relationships carrying the most trust & history & actively design the new structure to protect them while enabling necessary change.
4. Invest deliberately in building new relationships. Create conditions for them to form through shared work, peer learning & social connection.
5. Give explicit attention to belonging & psychological safety for everyone (not just those who lose or change roles): This creates conditions for the discretionary effort that makes new structures succeed.
6. Slow down at the point of irreversibility. Ask not only "what do we gain?" but "what do we lose - & can we recover it?"
The value of an organisation is not the sum of its people's individual capabilities. It is the web of relationships between them. That web is not fungible.
Link to Joan Westenberg's essay: https://t.co/GFZo1McA7V. Thanks to @charlie_psych who sent me the essay.
๐ฏ This Viewpoint argues that recognising specific association between the conduct of clinical practice and the quality of scientific evidence is a critical step to effectively improving healthcare quality.
A new framework maps clinical scenarios across 2 key dimensions: evidence strength (weakโstrong) & practice variation (lowโhigh) with each quadrant requiring a different improvement strategy
The message: match your improvement strategy to the specific evidence-practice relationship you're facing. Work smarter, not harder ๐ก
https://t.co/q7Y8X4eDsD
NABH at AI Bharat Expo 2026 | ๐๐ ๐ฅ๐ : ๐ฅ๐ฒ๐ถ๐บ๐ฎ๐ด๐ถ๐ป๐ถ๐ป๐ด ๐๐ป๐ฑ๐ถ๐ฎ'๐ ๐๐ฒ๐ฎ๐น๐๐ต๐ฐ๐ฎ๐ฟ๐ฒ & ๐ฃ๐ต๐ฎ๐ฟ๐บ๐ฎ ๐๐๐๐๐ฟ๐ฒ
NABH marked its presence at AI Bharat Expo 2026, with Mr. Avinash Pandey, Group Leader โ Digital Health, NABH, joining as a panel speaker on the evolving role of artificial intelligence in healthcare.
He emphasised the importance of NABH Digital Health Standards as a foundational framework for enabling safe, reliable, and trustworthy digital systemsโcritical for the responsible adoption of tech & AI in healthcare.
NABH continues to focus on three key pillars:
1. Data Quality โ Accurate, standardised data
2. System Reliability & Validation โ Consistent, validated system performance
3. Patient Safety & Accountability โ Patient-centric care with clear accountability
As healthcare advances digitally, NABH is strengthening quality frameworks through its standardsโnot only for healthcare organisations, but also for the digital systems that support them. Building trust through robust standards, certification, and continuous monitoring remains essential for scaling AI in India.
#DigitalHealthStandards #AIinHealthcare #HealthTech #PatientSafety #QualityCare #AIBharatExpo #NABH
@jaxayshah l @rizwankoita l @ct_kannan@QualityCouncil
Does Confidence = Competence in Medicine? ๐ค
We often assume a clinicianโs certainty reflects diagnostic accuracy. It doesnโt.
A systematic review of 77 studies shows that confidence and accuracy are driven by different factors and miscalibration directly affects patient care.
๐ด Overconfidence โ missed diagnoses, ignored cues, resistance to correction
๐ต Underconfidence โ unnecessary tests, delayed treatment, reluctance to escalate
Diagnostic confidence is frequently misaligned with true accuracy, shaping decisions around testing, prescribing, and referrals.
๐ง What doesnโt predict accuracy:
- Time spent deciding
- Volume of information considered
- Clinician mood or personality
โ What does help:
- Strong medical knowledge
- High-quality information gathering
- Feedback on diagnostic outcomes
The review proposes a 3-level model to support better calibration through education, cognitive tools, and targeted system-level interventions.
Read the full systematic review to learn how clinicians, educators & health systems can improve diagnostic confidence here: https://t.co/NObqAJZnwf
The truth is out, and itโs sobering. According to the ๐๐๐ ๐๐ฎ๐ซ๐จ๐ฉ๐: ๐๐๐๐ฅ๐ข๐ง๐ ๐๐๐ง๐๐ฌ โ ๐๐ฎ๐ซ๐ญ๐ข๐ง๐ ๐๐ข๐ง๐๐ฌ (๐๐๐๐) ๐ซ๐๐ฉ๐จ๐ซ๐ญ, the very people keeping our healthcare systems alive are at a breaking point.
Over ๐๐% ๐จ๐ ๐ง๐ฎ๐ซ๐ฌ๐๐ฌ are reporting symptoms of anxiety and burnout. We arenโt just facing a "๐ฌ๐ญ๐๐๐๐ข๐ง๐ ๐ฌ๐ก๐จ๐ซ๐ญ๐๐ ๐", we are witnessing the rise of "๐๐ฎ๐ซ๐ฌ๐ข๐ง๐ ๐๐๐ฌ๐๐ซ๐ญ๐ฌ," where entire communities are losing access to the care they need to survive.
At the ๐๐จ๐ซ๐ฅ๐ ๐๐๐ญ๐ข๐๐ง๐ญ๐ฌ ๐๐ฅ๐ฅ๐ข๐๐ง๐๐, we know that you cannot have Patient Safety without Nurse Well-being. When the "๐๐๐๐ซ๐ญ ๐จ๐ ๐๐๐๐ฅ๐ญ๐ก๐๐๐ซ๐" is hurting, the entire system is at risk.
Itโs time to move beyond the applause.
๐๐ ๐๐๐๐:
Safe staffing ratios that prevent exhaustion.
Fair, livable wages that reflect their expertise.
Real mental health support for frontline workers.
We are taking this data to the global stage, but we need your voice.
๐๐๐๐๐ ๐ญ๐ก๐ข๐ฌ ๐ฉ๐จ๐ฌ๐ญ ๐ญ๐จ ๐๐ซ๐๐๐ค ๐ญ๐ก๐ ๐ฌ๐ข๐ฅ๐๐ง๐๐ ๐จ๐ง ๐ญ๐ก๐ ๐ก๐๐๐ฅ๐ญ๐ก๐๐๐ซ๐ ๐๐ซ๐ข๐ฌ๐ข๐ฌ.
๐๐๐ ๐ ๐ก๐๐๐ฅ๐ญ๐ก๐๐๐ซ๐ ๐ฐ๐จ๏ฟฝ๏ฟฝ๏ฟฝ๐ค๐๐ซ who deserves more than just a "๐ญ๐ก๐๐ง๐ค ๐ฒ๐จ๐ฎ" today.
๐๐๐ญ๐ ๐๐จ๐ฎ๐ซ๐๐: ๐๐๐ ๐๐ฎ๐ซ๐จ๐ฉ๐ (๐๐๐๐). Healing hands โ hurting minds: Survey on the mental health of health and care workers.
#WorldPatientsAlliance #HeartOfHealthcare #NurseBurnout
@WHOAFRO
@WHO_Europe
@UN
@UNICEF
@WorldBankGroup
@OECD
@SigmaNursing
@ghc_global
@IHF_FIH
@ISQua
@TheIHI
@PLAN4ZERO
@GlobalFund
@NursingNow2020
@HWALLIANCE
@mentalhealth
@PublicHealth
@HIMSS
@ICNurses
@HowardCatton
@JHUNursing
@NurseStandard
@AAN_Nursing
@YaleNursing
@AmbCareNursing
@DarlingtonUnion
@ANANursingWorld
@HelenBevan@SessionLab This si something people should consider while conducting chain of trainings or workshops without proper handholding mechanisms.
Thanks for sharing Helen.
Register to join us for our 'Tea-Time QI webinar' on 19th March 2026 to learn how to do process flow mapping in healthcare facilities.
Click the link below or scan the QR code:-
https://t.co/iPXIfWYXop