Paired Learning
The paired learning initiative is designed to pair-up managers and specialist registrar-level doctors within their healthcare organisation, in a way in which they can learn from each other’s experiences and expertise in developing and improving services for patients. The idea for the pilot project came from Dr Bob Klaber, who, in going through his postgraduate training in paediatrics, noticed how junior doctors and managers had very little understanding of each other’s roles and in many departments hardly ever spoke to each other.
Evidence shows there is a clear link between an organisation’s performance and the level of engagement between clinicians and managers (Medical Engagement Scale; NHS Institute of Innovation and Improvement, 2010). The paired learning initiative responds to this urgent need to develop strategies which enhance engagement and collaborative working between clinicians and managers.
Paired Learning was piloted within Imperial College Healthcare NHS Trust during 2011. There have also been smaller pilot programmes in North Middlesex University Hospital NHS Trust and Kings College Hospital NHS Foundation Trust. This work has been strongly supported by the NHS London Leading for Health team and also by the NHS Institute. The pilot was developed by a team of experienced clinicians, managers and educationalists and has been underpinned by a comprehensive evaluation strategy.
Aims of the Initiative
The basis of this initiative is the establishment of a number of manager-clinician pairs within each organisation, who can come together as a group for other learning opportunities.
The formation of these pairs aims to:
• Create a better understanding and new ways of working between clinicians and managers
• Support the personal development of each of the participants in achieving specific educational objectives around leadership and management
• Create an environment where enhanced engagement between clinicians and managers is role-modelled within the organisation
• Energise quality improvement work within the organisation, resulting in the output of at least one improvement project per pair
A common evaluation strategy across the different sites was been developed so that a clear assessment of the impact of the pilot can be made.