‘Design for Dementia’ is a Design Guide which aims to assist designers and others working in the built environment to tackle the challenge of dementia in society. Dementia is a growing issue associated with the demographic of an ageing population.
The premise of ‘Design for Dementia’ is that 70-80% of people living with dementia continue to live in their own homes rather than in any specialised form of housing. They continue living in the same neighbourhoods and use the same local facilities and centres. Read more…..
This question takes us back to three core principles:
The first is that the experience of living with dementia can only be understood within the social model of disability. That is to say that, while the clinical symptoms of dementias can have a big impact on the way we function in the world, society and the world itself also throw up many barriers. The social model teaches us that by removing these obstacles – whether they are physical or attitudinal – we can make the world an easier place, not just for people with dementia in fact, but for all of us to live in.
The United Nations agree slavery is prohibited, the Universal Declaration of Human Rights (1948) states:
“No one shall be held in slavery or servitude: slavery and the slave trade shall be prohibited in all their forms.”
For many, if not most of us, the concept of slavery was something historical and ‘other’ to our experience of being in the world. Yet, more than 40 million people do not live in freedom, and in Europe alone 800,000 people are enslaved.
Modern Slavery encompasses:
From 31 July 2015, in all UK referrals, the Competent Authority (trained decision makers) must consider whether the person is a victim of human trafficking. In England and Wales, if someone is found not to be a victim of trafficking, the Competent Authority must go on to consider whether they are the victim of another form of modern slavery, which includes slavery, servitude and forced or compulsory labour.
Ok, so it’s obvious that the business world is no war. Yet, operating in a fierce business environment requires a combat strategy. Officers and Senior Non-Commissioned Officer (SNCOs) who have served in the armed forces know how to make decisions in extreme conditions and cope with stress in high pressured environments.
Often, people in the armed forces gain leadership skills. Some people are born to be natural leaders, from an early age, they are willing to take charge of situations. Yet, we are all born with the potential to become a leader, if nurtured.
Onboarding Officers is a unique development programme specialising in accelerated non-executive director training to help develop and nurture the skills of exiting military officers and senior NCOs to become world class Non-Executive Directors (NEDs).
If we take a step back, many successful organisations would suggest so, the biggest names in business who have world-class and, in some cases, award-winning skills – have a military background.
So, what lessons can businesses learn from exiting military officers and SNCOs? Very few organisations teach management, logistics and efficiency like the armed forces, so it comes to no surprise that many exiting military officers are now climbing the business ladder to success.
“Look after your employees and your employees will look after your business”
This statement has been known to organisations for decades (or at least since workers rights became a little more prominent).
A good leader knows that in order to work towards success, you need to have support from inspired, knowledgeable professionals to encourage behaviours that drive the organisation’s vision.
However, many leaders forget that basic needs of their staff need to be met in order for these professionals to operate at maximum capacity – Your team need to be happy, motivated and healthy!
The consensus from a Flexspace Business Sentiment Survey found that 80% of respondents expect moderate or substantial growth in 2018, and 78% expect confidence in the UK economy to stagnate or grow for the remainder of the year.
This is despite economists forecasting a potential dip in GDP in Q4 of 2018 and Q1 of 2019.
So, where is this enthusiasm coming from?
With the rise of the internet, information is more accessible and with the right skills, strategy and experience behind you, you can make a big impression online without incurring high expenses for doing so.
Business owners are now becoming savvier, however, they still struggle to tackle all of the demands on their time. Being time-poor is one of the biggest barriers that many SME’s face when working to expand and grow their business.
This means that essential strategic planning stages can be missed, only to cause problems later down the line as too many directors are opting for quick wins over long-term sustainability.
The solution to this is learning how to implement time-effective and realistic strategic planning. Discover how you can do this here.
Proton therapy cancer treatment: Are UK healthcare professionals ready?
Cancer treatment has moved forward in leaps and bounds since radiotherapy was first introduced at the start of the 19th century after the discovery of “A New Kind of Ray” by German physics professor, Wilhelm Conrad Roentgen.
Proton therapy is the next revelation to follow a long line of advancements that have been made since then and it looks like it’s about to take the UK by storm.
The first proton beam therapy cancer treatment centre of this kind in the UK went into operation in August 2018 at The Christie Manchester. With a second opening planned in London, it is clear to see that involvement in this development is set to grow.
Therefore, it makes sense to update the knowledge and best practices of cancer treatment staff now so that you can prepare treatment options and keep standards high for your patients.
With any advancement in medical technology or treatment, healthcare staff need knowledge and training in order to be able to provide the best care and patient outcomes possible, as well as helping new treatments to work effectively.
For those who are keen to stay ahead, we have some exciting news!
However, in difficult times, when cash flow isn’t quite balanced and money is tight, people can change…
The boss that was once an advocate for positive attitudes and working together to make progress, all of a sudden becomes the devil in disguise and makes the lives of their subordinates the equivalent to living in the pits of hell.
When push comes to shove and there are demons at your door, some bosses go into self-preservation mode and as a result choose to disregard the potential impact of their decisions on customers and suppliers, as well as staff.
This isn’t the case 100% of the time, but most of you will have heard horror stories of this occurring and been disgusted by the attitude of those involved.
Businesses are very much like ships at sea, and like any ship, your business requires a captain to ensure it reaches its destination.
You are the leader of your vessel, which means it’s your challenge to navigate your way through the rough and stormy seas whilst keeping your crew safe. As part of this responsibility, it’s up to the captain to identify when things are not running smoothly.
A great captain can identify when their ship is running into dangerous waters or even predict when their crew is under pressure. Perhaps at this point of realisation, the captain must act quickly to solve the problem, restore employee productivity and improve business performance; so that their ship can stay afloat.
With this in mind, perhaps, business coaching is not far from sports coaching. Think of the manager as the coach and the players are the employees.
Organisations now require a new breed of manager that acts as a coach for their team and their players.
Coaches and managers have many important things in common; teamwork, motivation and people management. Therefore, it’s fair to say that professional sports coaches provide great role models for managers.
Essentially, the parallels between the sporting world and the business world are numerous.
But, how important is coaching and mentoring to your organisation?
Well, a staggering “93% of managers need training in coaching employees”
And “30% of employees said they had benefited from the advice and guidance of a mentor”
This means that organisations need to start focusing on ‘coaching their managers’ to get the most out of and retain their best employees.
So, where do you start?