所有的高质量照顾
NHS于2008年达到60岁，这是它的愿望。而且它是一个相当的愿望。作为世界上最大的雇主之一，NHS总是将令人生畏的任务试图实现一致性和高标准，并实现其目标。令人生畏，是的。不可能的？这是争议的，这是我们对辩论的作用。
In the past few years, we have been increasingly asked by a number of NHS hospitals to provide a variety ofsoft skills training。在我们的经验中，从护士到外科医生，高级管理人员的劳动力从护士到高级管理人员都是专注的;没有其他词来描述他们带来工作的承诺。什么工作！想想它我们的医疗保健休息在他们手中，而且往往会发生什么，这是所有这些专用的人都收到砖蝙蝠，而不是玫瑰。
难怪有时候他们感到虐待和磨损。
人们工作长期，经常令人沮丧的时间，经常不得不反抗缺乏资金，不断增加的政府举措，不断变化的目标（我们没有说倡议和目标是错误的，它只是他们增加了一个已经繁琐的工作量）。当然，有标题抓住医院感染的流行病问题，典范的票据等等等等。
除了NHS提供的所有优秀，积极的服务，它还不断面临许多我们所知道的挑战，我们所知道的许多人可以归因于差的沟通，不同的需求和需求，看法，发达的管理技能和最重要的是，杂耍预算和成本，带紧缩和新的需求。
Functioning within the NHS, whatever the role nurse, consultant, administrator, manager, etc. is not easy and often is ridiculously hard.
这就是为什么当我们被单独的医院接近时，我们很高兴参加工作，因为我们的专业领域人们与其他人沟通更好，无论他们是谁，他们往往“只是医生订购的东西”。
Our first foray within this sector began with the Mayday NHS Trust University Hospital where we ran a Forum Theatre style event on motivation for 60 members of staff. That was back in 2005 and since then, we have worked for a number of trust hospitals running a variety of intensive and in-depth trainings.
Impact Factory has worked with the Management Executive Team and The Trust Board at theRoyal Marsden NHS基金会信托，管理执行团队epsom和圣赫尔尔大学医院NHS Trust，西部米德尔斯大学医院NHS信托和舍伍德的管理执行团队森林医院NHS基金会信托at a crucial time in their history.
Indeed, it does seem as though we are often approached by NHS hospitals at real turning points in their lives, when our brand of facilitation, motivation and ability to work with contrasting groups and get them talking and making agreements, can make all the difference.
不仅如此，我们对2007年的BBC系列非常感兴趣 -Gerry Robinson可以修复NHS吗？
格里·罗宾逊专注的大部分是需要改变罗瑟勒姆综合医院的普遍文化，但我们知道罗瑟勒姆可以在英国的大部分医院信托的话中居住。
Culture change is what's needed and yet that is often the hardest challenge of all: changing attitudes, died in the wool patterns of working and ways of thinking; trying out something that may be diametrically opposite to the way people have been doing things for years; unblocking communication log-jams. This list is endless and his task was certainly a daunting one.
为什么我们的系列感兴趣是他所建议的大部分内容与我们沟通方式的工作相似：他立即发现了医院内存的动态，只是让人们谈论和互相倾听彼此倾听。要求他们爬上珠穆朗玛峰。与如此多的组织中，根深蒂固和顽固的态度和信仰总是缓慢进展。
当然，我们肯定很多医院和在他们内部工作的人会在系列中展示愤世嫉俗的眼睛：他并不是现实，他无法真正知道他们正在经历，如果他不得不打交道随着日常的一天，它不会那么容易。所有有效的参数，但通常有助于保持现状卡住的参数。
您必须从某个位置开始为了启动change, and if Gerry Robinson added to the debate, hats off to him!
好吧，我们不是格里罗宾逊，我们没有进入NHS医院，六个月。我们经常在医院内有一组或两天进行一组，甚至只是几个小时。但是每天有什么区别！
Have a read of some of our NHS snacks to learn about the slightly more modest and yet hugely effective work we have done recently.
If you'd like more information about our work in the NHS please contact +44 (0)20 7226 1877
或电子邮件给我们enquiries@impactfactory.com
To ensure that the courses you attend are of the highest quality, offering the best professional tuition possible, all our Open Courses are evaluated and accredited.
这一认可的课程适用于企业和公共部门继续专业发展计划和投资组合。
阅读关于培训师认证
