Professional Development Series

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Course information

Date: Upon request

Location: Postgraduate Medical Institute, Anglia Ruskin University, Bishop Hall Lane, Chelmsford, Essex CM1 1SQ


The Postgraduate Medical Institute is committed to providing professional development to all healthcare professionals.

Our Professional Development Series of workshops and short courses are suitable for all those who work in the NHS or other healthcare providers. Bespoke programmes can be arranged on particular dates/times if required. Please contact to discuss your individual requirements.

Change management

One of the most challenging aspects of working in the NHS today is the rate and extent of change, particularly if you also have a responsibility to help others through it. This workshop is designed to help clinicians understand the change process and know how to help individuals and teams make the transition more smoothly.

Workshop objectives

  • Understand the change process, identify its stages, and learn what  actions are best at each stage
  • Consider the range of motivators during change and how they might each be satisfied
  • Examine the crucial emotional gateways in change, and plan how to manage each.
  • Examine how different personalities get to grips with change, and what specific sorts of information they need
  • Identify what changes are actually required, and at what level
  • Discuss how to support a whole team through change, and consider how to help build critical mass
  • Review how to build consensus and momentum
  • Design a facilitated meeting to help shift team approach to a required change.
  • Action Plan

Outline content/ sessions of day

The change curve, how people behave at each stage, and how to manage them

Personality differences in the need for information - big chunk or small chunk?

Building critical mass for change

Situational Leadership

Case studies – identifying the right degree of direction and support

Team learning and how the team leader can speed and smooth change

Maintaining momentum


Team Leaders, Trainers, Service Improvement Leads, Professional Development staff and all  those who want to enhance their change management skills.

Working in teams

All health service staff work in teams, many lead them, and most have experienced both good and bad teamwork in the NHS. Recent evidence says that high performing teams;

  • Deliver better services
  • Are committed to quality and innovation, and those with high diversity are MUCH better at it
  • Improve safety for patients (and themselves)
  • Are cost effective
  • Increase patient and staff satisfaction
  • Improve mental health of members

This workshop examines what makes a high performing team, and what all team members can do to improve their individual and collective performance and morale.

Workshop objectives

  • To identify common team problems and how to understand and tackle them
  • To explore the similarities and differences between teams and work groups.
  • To review the characteristics of effective teams, and map them against participant experience
  • To assess three crucial aspects of teamwork; task focus, relational, and environmental
  • To consider how people’s work preferences differ, how those differences can be understood and influenced, and what each preference offers to a team. 
  • To understand the importance of diverse preferences in a team
  • To review how to lead and participate in effective team meetings
  • To explore some effective team processes for use on sticky problems
  • To understand the team learning cycle, and how to negotiate the emotional as well as intellectual gateways to change
  • To map the stages of team development and maturity against the appropriate leadership style.
  • To action plan

Outline content/ sessions of day

Types of group and team, and common issues for them

Characteristics of productive teams

What and how different people contribute

Managing team meetings- task, process and climate

Team leadership, management and facilitation

Six hats method

Team learning and how the team leader can speed and smooth change


Team Leaders from any discipline.

Regaining control

Time and Stress Management

There are times in any clinician’s career when they feel that they do not have enough control over their own work (and life) balance. This workshop looks at how to reclaim control, reviews a variety of approaches, and helps each participant identify their own optimum energy management system.

Workshop objectives

  • To step back and review what is most important
  • To review some popular approaches to time management
  • To review current allocation of priorities against the important/urgent matrix
  • To consider key roles and the time allocated to them
  • To explore how to manage resistance
  • To practice some techniques for ‘push’ tasks
  • To learn how to create a ‘pull’ motivation for the important tasks
  • To explore mind-body states and how they influence physiology
  • To understand own stress early warning system and how to contain stress
  • To recognise how to access  own relaxed-alert state
  • To action plan

Outline content/ sessions of day

The big questions – purpose and time

The important/urgent matrix

Key roles and time allocation review

Resistance -  how to stop it immobilising you

Push and pull motivations

Mind-body states

Resourceful self-management


All clinicians who want to take a step back to plan how to better manage their time and stress.

Tricky conversations

Everyone in the working lives, at some time or another, has to have a conversation that is challenging or difficult. This may be with those who we manage, or colleagues, managers or bosses. Being prepared and able to have effective tricky conversations is a key skill of managing ourselves and bringing about improvement in the workplace system and climate.

This interactive workshop explores several aspects of having ‘difficult’ conversations, including how we resource and manage ourselves, how to have authoritative interpersonal conversations, assertion skills, and tactical influencing - how can we best tailor messages to particular individuals. The workshop is for people who want to find better ways to do their job and deliver their services.

Aim of the workshop

To equip participants to have their tricky conversations sooner, and more effectively.

 Workshop objectives

  • Review participants’ tricky conversations
  • Consider the different components that make up an effective conversation; context, self, others, and system
  • Examine each component in detail
  • Explore practical techniques
  • Action plan

Outline content/ sessions of day

Tricky Conversations – what are they and when do they need to happen?

Levels of influence

Risks and benefits, drivers and obstacles to effective conversations

Tactical influencing

Assertion and authority


All those who want to manage their tricky conversations clearly and cleanly

Practical leadership

Band 5 and 6’s are at the start of their leadership experience. Management and leadership can be challenging, energising, demanding and fulfilling. This interactive workshop focuses on the practical aspects of leadership, examining how to manage both the work and the people effectively, while role-modelling good leadership. 

Aim of the workshop

To equip participants with to have their tricky conversations sooner, and more effectively.

Workshop objectives

  • Review participants’ management and leadership responsibilities
  • Examine the Band 5 and 6 role: what is essential, what is desirable, what are the role responsibilities and accountabilities?
  • Styles of leadership; what do you need and when do you need it?
  • Explore the evidence on effective teams
  • Consider basic service improvement tools and techniques
  • Discuss development, delegation and accountability
  • Examine supporting teams through change
  • Action plan

Outline content/ sessions of day

Management vs leadership; similarities and differences

Leadership styles

Stakeholder Mapping

Bands 5 and 6  Management role: definitions, rights and responsibilities

Creating effective teams

What is service improvement? How do we do it?

The change curve and the right interventions at each stage

Effective teamwork: the research and what it means for leaders


Nurses and AHPs who have started to lead and manage shifts, wards, or services

Working with groups for a purpose

Working in the NHS today involves working in multiple groups and teams, yet people rarely receive any training about how to do that productively. This half-day workshop is for anyone who has responsibility for gathering groups of people together for a purpose; whether it be groups of patients or carers, or clinical staff. It will look at the basics of facilitation and provide participants with a sound basic framework, some tools and techniques, and practice in designing a real-life session.

If you want to work with any sort of group more effectively, this workshop is for you. If you are a team manager or leader, it is essential!

Aim of the workshop

To explore and practice key facilitation skills for working with a variety of groups and teams

Workshop objectives

  • To review the types of group meeting that participants regularly hold
  • To identify the features of a productive group session
  • To identify three types of purpose in meetings, and what methods work best with each
  • To understand the role of emotions in group management, and plan how to work with them productively
  • To consider a variety of group techniques to generate a ‘toolbox’ of activities for productive group work
  • To explore the role of the facilitator and how it differs from that of manager
  • To design a real future meeting and discuss it

Outline content/ sessions of day

Types of Meetings

Principles of facilitation

Managing task, process and climate

The role of the facilitator

Managing intellectual and emotional aspects

Design Top Tips


All staff who work with groups, whether with patients, carers, in their own team or with others.