Tom Rollinson’s Post

"Rags to riches or Wealthy to wealthier..." Only 10% of those from working-class backgrounds make it into Britain’s higher professional and managerial occupations and, even when they do, go on to earn 16% less than their colleagues from more privileged backgrounds. Yet, 60% of people in Britain identity as working class – a figure that has not changed since 1983, despite working-class jobs declining sharply and now making up only 32% of the workforce. Why? The conclusions from the paper below suggest that: 👵Findings indicate that this misidentification is rooted in a self-understanding built on particular multigenerational ‘origin stories’ which act to downplay interviewees’ own, fairly privileged, upbringings and instead forge affinities to working-class extended family histories 📈By positioning oneself as ascending from humble origins, it show how these interviewees are able to tell an upward story of career success ‘against the odds’ from working-class backgrounds. Simple mistaken identity or something else. Thoughts? https://lnkd.in/e2GNFbBp

"The key is not to prioritize what's on your schedule, but to schedule your priorities" - Steven Covey The idea that having too many priorities can result in no priorities at all stems from focusing on many things at once means none of them get the attention they need. Which paradoxically can lead to low productivity and burnout. 🧯 This isn't to say those things don't need to be done...but do they need to be now? 📅 The Rule of Three If you have 2-3 priorities, you will complete 2-3 tasks. If you have 4-10, you will complete 1-2 (and feel based about the other 8). If you have more than 10, you will complete none (whilst figuring out where to get started). As a starting point - Prioritise your day - Limit your day to three MUSTs #II-III #Better #Prioritise

The all-rounder ↔️ Vs the expert↕️...in the age of AI "Being a generalist gives us something that language models don’t have: the capacity to learn quickly, and to see and solve novel problems in new domains"

"How do we turn the taps off..." An often used quote when it comes to "prevention" is "There comes a point where we need to stop just pulling people out of the river. We need to go upstream and find out why they’re falling in." - Desmond Tutu I heard a similar analogy recently where it pertains to healthcare services and how we need to "turn the tap off of demand" - in this case, how do we keep people well and prevent the need for healthcare services, rather than focussing efforts to mop up the excess demand as it overflows... Something we have heard lots about as a left shift out of hospitals and into the community. Preventive action is required not only to tackle current demand on the NHS – by targeting those at highest risk of ill health – but also to improve people’s health and delay their future need for health care. Yet, how do we do this. if only there was a big metaphorical tap to turn... The Health Foundation recently released a possible approach in England which outlines several key assumptions to realise personalised prevention: 1. data and technology will be used by health care professionals to provide more personalised care 2. polygenic risk scores and AI tools will be widely available and deliver superior clinical value 3. personalising prevention will deliver improved health outcomes and behaviour change 4. people will access, interpret and act upon their personal health data 5. condition self-management tools will reduce pressure on health services We are still far away from these being true, with need for policy changes and better incentives, but the question is does this go far enough to reduce the flow of healthcare demand and what do we do in the meantime? https://lnkd.in/esWZafYt https://lnkd.in/eyAan2cS

"Quality improvement in the era of boarding and burnout" Emerging Post Pandemic, along with financial constraints, there has been a need to pivot in how we deliver Improvement. Despite this, a recent paper reiterated the absolute cornerstone and requirement for staff engagement and involvement albeit in a different way... "While traditional quality improvement methods emphasize rapid prototyping and implementation, we prioritized a longer discovery phase targeted toward increased frontline engagement, emphasis on consensus building, tools to promote psychological safety, and multimodal outcomes that prioritize staff and patient needs."(1.) Improvement is a way and means to increase staff satisfaction, engagement and increasing it feels, avert staff burnout. It can often feel counter intuitive to ask someone to do "more", but increasingly in the conversation, we see that being able to take control, feel connected to colleagues and communities as well as your work at a deeper level empowers people (2.3.). This is by no means the total answer, but having delivered multiple Rapid Improvement Events/Kaizen/ Test of Change myself across dozens of organisations myself, its magical to see the impact bringing people together around a problem and enacting change can have on morale. Thoughts? 1. https://lnkd.in/eTBpiKXe 2. https://lnkd.in/ePvtvDuF 3. https://lnkd.in/eDivaTQZ Credit: https://lnkd.in/eh6V5Wjy