Beverley Simpson is an organizational consultant specializing in people, teams, and systems development in health care agencies.
Bev works closely with organizational leaders:
- designing/delivering leadership development initiatives
- planning/facilitating change leadership projects
- developing programs to strengthen team collaboration
- conducting practice and program assessments
- planning enhancements to strengthen service delivery
Beverley Simpson, RN, MSc, CMC, works closely with organizational leaders seeking innovative solutions to complex practice and organizational issues.
Bev has an extensive health care background. Her broad experience in nursing staff, management, education and project leadership roles, a University of Toronto joint appointment, and a wide-ranging network of collegial relationships sustain her practice and lifelong learning. She has developed expertise in understanding complexity models and influencing complex adaptive systems, and gained knowledge in the development and application of many leadership and team performance tools including Appreciative Inquiry, Myers Briggs Typing Inventory, Kouzes and Posner’s Leadership Practices suite of tools, Kolb Learning Styles, Thomas Kilmann Conflict Styles Inventory, and others.
Bev earned a MSc from the University of Toronto, a BScN from McGill University, and certification in key human and organizational development models including:
i) Planned Change and Process Consulting (Michigan)
ii) Appreciative Inquiry (Case Western Reserve University)
iii) Master Facilitation, The Leadership Challenge (TheLeadershipChallenge.com)
Bev has served on boards, committees and task forces, and provided numerous consultations to professional organizations and government agencies. One of Bev’s greatest interests is the creation of innovations in health care education and learning. She worked closely with colleagues at the University of Toronto, Faculty of Nursing to create the first Acute Care Nurse Practitioner Programs in Canada. With Glenn Yaffee, she created one of the first staff leadership development programs for health professionals in Ontario. In 2001 with Judith Skelton Green and Julia Scott, she was instrumental in developing the award-winning Dorothy Wylie Nursing Leadership Institute (DWNLI) which brings together Canadian nurse leaders for a week-long leadership learning experience. The Canadian Nurses Association called the DWNLI a “National Treasure.”
In 2005 Bev and her colleagues developed the Health Leaders Institute to bring together all health professionals for a collaborative inter-professional leadership learning event. Since 2001 over 2400 health care leaders from every province and territory have participated and provided high praise to the Dorothy Wylie Nursing and Health Leaders Institute.
Scott, J. Simpson, B. Skelton Green, J. Munro, S. (2018). Building Healthcare Leadership Capacity: Strategy, Insights and Reflections. Canadian Journal of Nursing Leadership 31 (4) 10-21.
Simpson, B. Skelton Green, J. Scott, J. (2012) Promising Practices in Leadership Development. Canadian Journal of Nursing Leadership 24(3 )29-41.
Skelton-Green, J. Simpson, B, Scott, J. (2007). An Integrated Approach to Change Leadership. Canadian Journal of Nursing Leadership. 20 (3) online, 1-15.
Simpson, B. Skelton Green, J. Scott, J. Obrien Pallas, L. (2002) Building Capacity in Nursing: Creating a Leadership Institute. Canadian Journal of Nursing Leadership. 15 (3) 22-27.
Irvine, D. Sidani, S. Porter, H. O’Brien Pallas, L. Simpson, B. McGillis Hall, L. Graydon, J. Di Censo, A. Redelmeir, D. Nagel, L. (2000). Organizational Factors Influencing Nurse Practitioner Role Implementation. Canadian Journal of Nursing Leadership 13(3) 28-36.
Sidani, S. Irvine, D. Porter, H. O’Brien Pallas, L. Simpson, B. McGillis Hall, L. Nagel, L. Graydon, J. Di Censo, A. Redelmeir, D. (2000) Practice patterns of Acute Care Nurse Practitioners. Canadian Journal of Nursing Leadership 13 (3) 6-12.
Simpson, Beverley. (1997) An Educational Partnership to Develop Acute Care Nurse Practitioners. Canadian Journal of Nursing Administration. 10 (1) 69-84.
Fryer-Keene, Susan & Simpson, Beverley. (1997). Using metaphor to clarify emerging roles in patient care management teams. Canadian Journal of Nursing Administration. 10(2):67-76.
Simpson, Beverley. (1989). The role of the professional nurse: A report from the Task Force of the Department of Nursing at the Montreal General Hospital. Canadian Journal of Nursing Administration 2(2) 15-18.
Simpson, Beverley. (1996). Evidence-based Nursing Practice: The State of the Art. The Canadian Nurse 92(11) 22-25.
International peer-reviewed papers presented:
Virtual Facilitation. The Leadership Challenge Forum, San Diego, June. 2017
Liberating Structures. The Leadership Challenge Forum, San Francisco, June. 2015
Promising Practices in Leadership Development. Hadassah University, Jerusalem, June. 2012
Building capacity in Nursing Leadership: A Canadian Experience. Invited presentation at the International Nurses Conference on Managed Migration. Barbados, February. 2004
Leadership for the 21st Century: Building Capacity in Canadian Health Care Agencies. Presented at the Global Nursing Issues Conference in Rome, Italy, June. 2004
Leadership in 5 Key Roles. International Council of Nurses, Copenhagen, June. 2001
Evolution of Advanced Practice Roles: The Opportunities, Innovations and Challenges. NETS 98 Conference at University of Durham (UK). September. 1998
Developing Effective Research Utilization Programs: An Organization Development Approach. University of Honolulu, Hawaii, March. 1997