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NHS Transformathon Leadership and change
| Date post: | 13-Apr-2017 |
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Leadership & Management |
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NHS TransformathonLeadership and change
The Art of Change Making
• Who we are we?
• Systems Leadership in relation to change
• Introduction to The Art of Change Making
• Technologies test
• What’s this like in real life?
• The future of The Art of Change Making
Our History
• 10 years! supporting leaders in public services
• A move from local government specifically to public services broadly.
• A focus on people and place!
We see the world as….
…this …more than this.
The work we do• Develop leadership capability in individuals, teams, organisations and
places
• Leaders at all levels
• Create space for new thinking, relationships and collaboration.
• Use a real issue to develop leadership capability
• ‘Wicked’ (needs leadership) not ‘tame’(needs management)
• Examples include: Total Place, Troubled Families, Community Budgets, Health & Social Care Integration Pioneers
• Coordinating the Systems Leadership Alliance & designing and delivering interventions.
Leadership in relation to change
• In England there’s a push for more integrated, seamless public services
• Financial pressures • Demographic pressure • User demand & expectation
• This means we have to think in a more interconnected way and change the way we operate.
• Worked with over 50 places in last 3 years to explore and develop capabilities for leading this type of change. Systems Leadership!
What the work tells us is…Ways of feeling
Ways of perceiving
Ways of thinking
Ways of relating
Ways of being
Ways of doing
Change doesn’t occur through structural modification alone (if at all)
It’s about RELATIONSHIPS and TRUST!
And…Systems act to preserve themselves.
Maturana & Varela – evolutionary biology
• Organisms, from single cells to eco-systems have a variety of characteristics in common
• They have evolved to be in a perfect relationship with their environment
• It is a symbiotic relationship, the organism/organisation defines the environment and the environment defines the organism
• Organisms are self-referencing, they act to preserve their own identity (autopoeisis)
Competing models for change…
If your current thinking got you to where you are now, then you need new thinking/experiences to develop the solution.
To change or develop something new we need to change the way we do change – or we will just get what we’ve always got.
How we work (shorthand)
Understand
BuildTest & Deliver
Politics
Relationships
LeadershipCi
tize
n
The Art of Change MakingTechnologies
Our ‘enablers’ got together to share ideas, tools and ways of thinking they use in places with the hope that it would help others to lead change in a different way.
A collection of over 70 different ways of understanding the interconnected world and tools and skills for leading and intervening to create change.
http://tiny.cc/TheArt
Three levels of Organisational Culture Edgar Schein
Level 1: Artefacts – how people behave, how it feels attitude. Dress code, décor, urgency and caring.
Level 2: Espoused values – how an organisation explains it culture.
Level 3: Tacit assumptions – Assumptions values and beliefs. The understood ways of being, doing, understanding.
Multiple Cause Diagrams Jake Chapman, Open University
• Think about the primary causes of this problem.
• Connect the causes to their effect • Now think about the causes of
those causes. • And connect, and ask again, and so
on. • Make sure paths make sense. • Review the diagram, explore and
discuss it. • Ask where can intervention be
made?
You have a go.. What do you notice?
• Think about the primary causes of this problem.
• Connect the causes to their effect • Now think about the causes of those
causes. • And connect, and ask again, and so
on. • Make sure paths make sense. • Review the diagram, explore and
discuss it. • Ask where can intervention be made?
Level 1: Artefacts – how people behave, how it feels attitude. Dress code, décor, urgency and caring.
Level 2: Espoused values – how an organisation explains it culture.
Level 3: Tacit assumptions – Assumptions values and beliefs. The understood ways of being, doing, understanding.
Away from theories & into the real world
Liz Goold Bernie Brooks
The Digital Art of Change Making
Concept 1
The Digital Art of Change Making
Concept 2
