Learning from patient experiences: A guide for practice managers

The South East Primary Care Network (PCN) Leadership Development Programme, initially designed for PCN leaders, offers valuable insights for practice business managers. In this article, we delve into the tools practice managers need to adapt to changing healthcare realities and contribute to a patient-centric healthcare environment.

CREDIT: This is an edited version of an article that originally appeared on NHS Confederation

Module two of the South East Primary Care Network (PCN) Leadership Development Programme brought together PCN leaders from the region to delve into how events unfold as systemic responses within the primary care system.

This module emphasised the importance for practice managers to craft their change hypotheses and gain a deeper understanding of their roles as PCN leaders, especially during challenging situations. They explored their negotiation preferences and their experiences in difficult conversations to enhance their leadership skills.

Patient and team experiences: The heart of service design

As primary care leaders, the module recognises the need to examine both patient and team member experiences within the healthcare context and shared history. They understand the value of delving into real-life scenarios to gain insights, but often, daily demands leave little room for reflection.

The leadership programme involved a case-mapping exercise, providing a holistic view of a patient’s journey within primary care. This exercise revealed patterns and encouraged them to question the status quo. It led them to adapt their leadership practices to align with evolving patient needs, prioritising flexibility over rigid norms.

Quality improvement tools for enhanced understanding

The Fuller stocktake encourages practice managers to view scenarios from the patient’s perspective, aiding in the identification of areas for improvement in access and care delivery. In this module, they explored the advantages of using Plan, Do, Study, Act (PDSA) and driver diagrams as tools to structure their understanding of why things happen the way they do. This module highlighted the varying familiarity with quality improvement (QI) methodologies among participants.

The impact of their actions

Their work within PCN delivery and leadership is shaped by how they engage in defining, shaping, and executing their roles. These aspects involve relational elements that may lead to challenging conversations and conflicts. While difficult conversations can be daunting, they often challenge assumptions and add value. Negotiation, collaboration, and conflict management emerge as crucial skills in primary care leadership. Understanding their conflict preferences equips them with structures and strategies to navigate such conversations.

Participant Reflections

Participants shared their insights:

• “Having a structure and being incredibly well-prepared is essential in difficult conversations. Knowing what to focus on is crucial.”
• “Understanding different personalities and how the team works is powerful, especially within diverse teams.”
• “Recognising one’s competitive style in conflict and employing a framework for handling difficult conversations has eliminated the fear of conflict.”

Challenging assumptions for improved care

Participants from the South East PCN Leadership Programme examined their personal assumptions and decision-making processes, shedding light on how they influence the course of events. This introspection encourages practice managers to challenge their leadership thinking and embrace flexibility, in order to lead their teams towards patient-centric and adaptive healthcare environments.