Hewitt review: the case for ‘glaziers’
Hewitt review: the case for ‘glaziers’
We are pleased to see three key themes coming through loud and clear in the Hewitt Review.
We’ve been supporting a range of health and care systems to plan their response to Covid-19, and what is particularly striking is that a crisis really can bring out the best in humankind. It is a privilege to work alongside people who are working so effectively despite the enormous pressure they are under.
It is also clear that the health and care systems are radically and rapidly changing. Digital developments have been adopted at lightspeed, new ways of working have materialised overnight, and health planners and Public Health England have suddenly emerged as the centre of the world. The removal of organisational, professional and financial barriers to change has enabled change processes to be fast-forwarded, swiftly dismantling the artificial and behavioural constraints that previously prevented them from occurring. Change that has been blocked for years has been delivered in weeks – a valuable insight that must not be lost when this crisis is over.
But right now, the health sector needs to put in place the infrastructure that will enable it to look beyond survival, support its staff and patients through the crisis and maximise the opportunities this pandemic has created. That would be a big ask at any time, but it is made even more challenging by the need to do this during an emergency. However, we believe that this response can usefully be informed from what might be considered an unexpected discipline – mindfulness.
For Professor Mark Williams of the University of Oxford, mindfulness means “knowing directly what is going on inside and outside ourselves, moment by moment”. Knowing everything that is going on is not possible at the current time – things are moving too quickly and there are too many unknowns. But what we can seek to understand is what is going on inside of each of us, and therefore how we can best support others to support themselves.
Using this perspective, we have set out some tactical actions for supporting your workforce through the challenges ahead:
Going forward, there is clearly a great deal of uncertainty over almost every aspect of health and care. But incorporating aspects of mindfulness in the way we approach ourselves and the teams we lead can help us ensure that we use today to inform tomorrow.