Latest

There’s a lot of hype around artificial intelligence (AI). The discussions swing between AI killing off cancer to AI killing us via autonomous robots. These technologies are not science fiction, they are here now – in retail, finance, those recommendations you get on Amazon and Netflix.

If “sugar is the tobacco of the new millennium” and “sitting is the new smoking” then what needs to change? ​Is it individuals, their habits and the choices they make? Or is it in fact their environments, the places where they live, work and socialise, that will determine whether or not they will live long healthy lives?

Our event series with AbbVie UK, involving face-to-face and digital events with a host of interesting and inspiring speakers, has focused on the nitty gritty of how change happens.

Incivility between healthcare professionals is damaging. Rudeness impacts on the recipient in ways far greater than making them upset. It disrupts their ability to think, to work in a team and it impacts on their willingness to help others, it even impacts on the people they care for.

The NHS is fragmented, but that doesn’t mean it’s broken. It would perhaps benefit from a new type of thicker glue. Learning networks have the potential to be the stronger bond to stop the shattering, prevent new fragmentations forming, and maybe even heal damage done.

​Having recently returned home to England from a nine-year stint across the pond, I've spent the last few months reading articles, asking questions and drawing diagrams. 

Why is behavioural science important in health? ​The operating manual for a healthy human mind and body is not a simple one. Successful maintenance requires us to make decisions based on uncertain futures, confront fear and embarrassment, and stick to habits often at odds with modern life.

There are lots of different styles of clinical leadership, for example transactional, transformational or situational. There are also lots of roles undertaken by clinical leaders, such as medical director, chief clinical information officer or chief nurse at a clinical commissioning group.​

The joy I had in my work in the 1980s caused me to create Buurtzorg in 2007. We now employ 14,000 people in Holland, and are expanding across the world – including in the UK. The government came to play an important part in our growth in Holland, but not by accident. 

"In a hierarchy every employee tends to rise to their level of incompetence." It was in the late 1960s that Laurence J. Peter introduced us to the Peter Principle in his book ‘The Peter Principle: Why things always go wrong’. His view - people are promoted based on performance in their current role. They eventually rise to a point where they are hopelessly out of their depth.