💬 Reducing unwarranted clinical variation through audit and feedback, and three challenges executives face

Hiya 👋

We’re back with another edition of the digital pharmacist digest!

Here are this week's links that are worth your time.

Thanks for reading,
Kevin

👂 Currently Listening: Lex Fridman Podcast - Jeff Bezos: Amazon and Blue Origin

📖 What I'm reading

3 challenges executives face and how to solve them
💭 Work life and Productivity

"Executives said that the majority of their teams do not sit shoulder-to-shoulder (even if individual members frequently go into offices), work will only become increasingly distributed, and how their teams collaborate is more of a pressing problem than where they work...

Executives rated low productivity as their top organizational challenge...

Tracking progress against goals may be executives’ second biggest challenge due the fact that team-level goals are often not clear or aligned...

Leaders rated collaboration as their top priority in the year ahead, and reported that employees struggle most with how to collaborate and with whom.

How to enter flow state
💭 Work life and Productivity

'Learn how to get yourself into a flow state' is the most common advice I give people when asking me how to improve their efficiency and productivity.

"Flow is more than just concentrating or paying attention. Psychologists go so far as to define flow as an altered state of consciousness with several defining features.
First, those in a flow tend to feel so effortlessly engaged in a task that time seems to fly by....
Flow also tends to diminish feelings of worry or self-judgement in turn fostering creativity."

Audit and feedback to reduce unwarranted clinical variation at scale: a realist study of implementation strategy mechanisms
💊📈 Patient Safety

"Unwarranted clinical variation in hospital care includes the underuse, overuse, or misuse of services...

The program’s audit and feedback implementation strategy operated through eight mechanistic processes. The strategy worked well when clinicians
(1) felt ownership and buy-in,
(2) could make sense of the information provided,
(3) were motivated by social influence, and
(4) accepted responsibility and accountability for proposed changes....

The success of the strategy was constrained when the audit process led to
(5) rationalising current practice instead of creating a learning opportunity,
(6) perceptions of unfairness and concerns about data integrity,
(7) development of improvement plans that were not followed, and
(8) perceived intrusions on professional autonomy."

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