ABSTRACT
This chapter discusses how people joined up practice and theory; how they used learning to involve both practice and theory to shape and implement our Leicester approach. The Leicester approach to continuous improvement uses a range of tools that people learned work well, all underpinned with common sense. The leaders helped to remove barriers by allocating appropriate staff time and ensuring efficiency in action planning, decision making and process ownership. Setting up this group has been beneficial because it gives visibility of what is going on, reduces any duplication of effort and provides intelligence on the culture of the organisation. Staff involvement is key for all elements of the approach. The key to the shaping and development of the approach is learning. Theory comes from practice, practice comes from theory: learning is the glue between theory and practice.
