COACH, INNOVATION, TRUST

1. WHAT GOT YOU HERE
WON'T GET YOU THERE
Dr. Andrew Maxwell, Canadian Innovation Centre and York University
Keynote for COACH, September 30 2016
The innovator has for enemies all those who have done
well under the old conditions. Machiavelli

2. IF INNOVATION IS IMPORTANT,
WHY AREN’T WE BETTER AT IT?
Challenges:
• Pressure to cut costs, and improve service
• Adopt new technology that allows us to treat more conditions
• Better utilize data to make informed decisions
Struggles:
• We don’t fully understand what innovation is
• Our organizations/process are not designed to innovate
• Our people don’t know how to adopt innovation
It’s easy to come up with new ideas; the hard part is letting go of what worked for you
two years ago, but will soon be out of date. Roger von Oech

3. INNOVATION IS
• Any project that is new to your organization
and has an uncertain outcome
• Not improvement, but changing what your organization does, and how
people in your organization behave/make decisions
• But your organization is designed for improvement, not innovation, and an
improvement culture stifles innovation
Discovery consists of seeing what everybody has seen and thinking what
nobody has thought. Albert von Szent-Gyorgy

4. THE DICHOTOMY OF
ORGANIZATIONAL INNOVATION
Performance engine success
• Efficiency
• Repeatability
• Predicatability
Innovation engine success
• Speed
• Impact
• Failure
Great energy only comes from a correspondingly great
tension of opposites. Carl Jung

5. ORGANIZING FOR PERFORMANCE
CEO
Medical Programs Administration
Research Quality
Education
Human
Resources
If you always do what you always did, you will always get what you always
got. Albert Einstein

6. Director, Medical
Professional
Practice
Program Chiefs *
Medical
Department Chiefs
EVP Programs, Chief Medical
Executive
EVP, Chief Administrative Executive
Board of Directors
President &
Chief Executive Officer
President, Medical/Dental
Midwifery Staff Association
VP Communications &
Stakeholder Relations
Chair, Medical Advisory
Committee
EVP Programs
VP Research
Cancer Program
Cardiac Program
Trauma, Emergency &
Critical Care Program
Women and Babies
Program
Prehospital Medicine
Brain Sciences Program
Musculoskeletal
Program
St. John’s Rehab
Program
Veterans and
Community Program
- Veterans Centre
- Primary, Acute &
In-Patient Care
VP Corporate
Strategy and
Development,
Chief Information
Officer
VP Finance and
Chief Financial
Officer
Infection Prevention and
Control
Laboratories
Medical Imaging
OR and Related Services
Plant Operations &
Maintenance
Environmental Services
Food Services
Legal Services
Radiation Safety
Foundation President & CEO
VP Human Resources & Organizational
Development & Leadership
VP Education
VP Quality & Patient Safety,
Chief Nursing and Health Professions Executive

7. HOW TO BECOME MORE INNOVATIVE
TIME
100%PEOPLE
100%
100%PEOPLE
100%TIME
Learning and innovation go hand in hand. The arrogance of success is to think that what you
did yesterday will be sufficient for tomorrow. William Pollard

8. THE DICHOTOMY OF ORGANIZING
FOR INNOVATION
Innovation
Director
Medical Programs Administration
Services
Performance
Director
Medical Programs Administration
Services
Ambidextrous
Leader
The reasonable man adapts himself to the world; the unreasonable one persists in
trying to adapt the world to himself. Therefore all progress depends on the
unreasonable man. George Bernard Shaw

9. AMBIDEXTERITY
PERFORMANCE ENGINE
Characterized as exploitation
• Follow the rules and drive out
variance and slack
• Focus on serving existing
customers and their needs
• Manage and refine existing
competencies
• Optimize the organization for
existing rules
• Make money now
If you look at history, innovation doesn't come just from giving people incentives; it comes from
creating environments where their ideas can connect. Steven Johnson
INNOVATION ENGINE
Characterized as exploration
• Break the rules and promote
variance and slack
• Serve new customers with new
needs
• Develop and lead new
competences
• Develop new organization system
with new rules
• Make money later

10. Between the gaps in the organization and between organizations
• Innovation involves:
• Sharing ideas, knowledge and resources
• Collaboration and trust
• Increasing innovation capacity involves:
• Changing behaviors and working in new ways
• Creating new partners and relationships
Trust is the universal lubricant that enables innovation, it enables the innovation engine
to engage with the performance engine. Andrew Maxwell
BUT WHERE DOES INNOVATION HAPPEN?

11. • Team and cross-functional collaboration
• Sharing ideas with internal and external partners
• Two way, open, knowledge exchange,
• Deferred judgment and idea exploration
• Speedy decision making
• Experimentation and willingness to learn from failure
• Incentives that reward new activities
• Achieving balance between loose practices & tight processes
Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change
will have a better opportunity to manage the change that is inevitable. William Pollard
WHAT BEHAVIOURS INCREASE
INNOVATION CAPACITY?

12. TRUST AS A BEHAVIOURAL CONSTRUCT
• Moving trust from a sentiment, to a behaviour that
can be audited.
• Developed Behavioural Trust Framework (BTF) to
enable individuals to understand how to build,
damage or violate trust.
• Enables individuals to decide who to trust and
build trust based relationships
• Higher levels of trust reduce relationship risk and
foster innovation

13. INNOVATION
Innovation Capacity is a ƒ(level of trust)
The level of trust =
∫(Trust building - trust damaging) behaviours – ƒ(controls)
MEASURING INNOVATION CAPACITY
Collaboration is important not just because it's a better way to learn. The spirit of collaboration is
penetrating every institution and all of our lives. So learning to collaborate is part of equipping yourself
for effectiveness, problem solving, innovation and life-long learning in an ever-changing networked
economy. Don Tapscott

14. Trusting:
• Disclosing: Shows vulnerability by sharing confidential information
• Reliance: Willingness to be vulnerable through reliance on others
• Receptive: Demonstrates ‘coachability’ and willingness to change
Capability:
• Competent: Displays relevant technical and/or business ability
• Experienced: Demonstrates relevant work/training experience
• Judgment: Shows ability to make accurate / objective decisions
Trustworthiness:
• Consistent: Displays of behavior that confirm previous promises
• Benevolent: Exhibits concern about well-being of others
• Alignment: Actions confirm shared values and/or objectives
Communication:
• Accurate: Provides truthful and timely information
• Explanation: Explains details & consequence of information provided
• Openness: Open to new ideas or new ways of doing things
14Behavioural Trust Framework

15. !
!
!
!
!
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!CAPABILITY! !
Competen
ce!!
Values!and!displays!
technical!and!business!
mastery!
Displays!strong,!directly!
relevant!technical!
and/or!business!ability!
Demonstrates!related!
technical!and/or!
business!ability!
Lacks!context<specific!
technical!and/or!
business!ability!
Relies!on!irrelevant!
and!inappropriate!
technical!and/or!
business!ability!to!
make!decisions!
Discounts!
importance!of!or!
undervalues!
technical!and/or!
business!ability!
Misrepresents!ability!
by!claiming!non<
existent!competence!
Experience!
Values!expertise!and!Is!
recognized!as!an!
expert!!
Demonstrates!strong,!
directly!relevant!
knowledge,!skills,!and!
expertise!
Demonstrates!related!
knowledge,!skills,!and!
expertise!
Lacks!relevant!and!
related!knowledge,!
skills,!and!expertise!!
Applies!irrelevant!and!
inappropriate!
knowledge!and!skills!
when!making!
decisions!
Discounts!
importance!of,!or!
undervalues!
knowledge!and!skills!
Misrepresents!
expertise!by!claiming!
non<existent!
knowledge!and!skills!
Judgment!
Seeks!out!information!
and!consistently!
applies!a!recognized!
process!of!deliberation!
to!draw!conclusions!
and!make!decisions!
Demonstrates!accurate!
and!well<considered!
conclusions!and!
decisions!
Generates!considered!
conclusions!and!
decisions!
Has!difficulty!
deliberating!and!
reflecting!in!order!to!
form!conclusions!and!
make!decisions!
Relies!inappropriately!
on!own!unconfirmed!
assumptions,!third<
parties!or!erroneous!
information!when!
forming!conclusions!
and!making!decisions!
Discounts!all!but!
own!sources!of!
information!and!
comes!to!conclusions!
and!decisions!
without!the!benefit!
of!deliberation!or!
reflection!!
Gathers!irrelevant!
and!misleading!or!
false!information!to!
support!own!
conclusions!and!
decisions!
! +5! +3! +1! 0! >1! >3! >5!
TRUSTWORTHINESS!!
Consistency!
Proactively!articulates!
promises!and!
agreements!and!holds!
self!accountable!for!
meeting!them!
Takes!actions!to!
achieve!stated!
promises!and!keep!
agreements!
Demonstrates!efforts!
to!meet!stated!
promises!and!keep!
agreements!
Exhibits!
unpredictability!in!
meeting!promises!and!
keeping!agreements!
!
Shows!contradictions!
between!promises/!
agreements!and!
actions!
Fails!to!keep!
promises!and!
agreements!
Makes!promises!and!
agreements!without!
intention!to!keep!
them!
Benevolence!
!
Puts!well<being!of!
others!ahead!of!own!
interests!in!decisions!
and!actions!
!
Demonstrates!concern!
about!the!well<being!of!
others!in!decisions!and!
actions!
Considers!the!well<
being!of!others!in!
decisions!and!actions!
Unaware!of!the!impact!
of!decisions!and!
actions!on!others!
Ignores!the!well<
being!of!others!in!
decisions!and!actions!
Shows!self<interest!
ahead!of!others’!
well<being!in!
decisions!and!actions!
Takes!advantage!of!
others!when!they!are!
vulnerable!
Alignment!
Works!to!uncover!and!
realize!shared!values!
and/or!objectives!
Takes!actions!to!
achieve!shared!values!
and/or!objectives!
Takes!actions!that!
support!shared!values!
and/or!objectives!
Unwittingly!takes!
actions!without!
consideration!of!
shared!values!and/or!
objectives!
Ignores!shared!values!
and/or!objectives!
when!taking!actions!
Acts!in!ways!that!
contravene!shared!
values!and/or!
objectives!
Disrespects!shared!
values!and/or!
objectives!
Behavioural TrustFramework:
Trustworthiness/Capability

16. !
!
! +5! +3! +1! 0! >1! >3! >5!
TRUSTING!
Disclosure! Shows!vulnerability!by!
appropriately!sharing!
confidential!
information!
Responds!to!others!who!
share!confidential!
information!by!
reciprocating!
appropriately!
Accepts!confidential!
information!from!
others!respectfully;!
does!not!reciprocate!
Avoids!or!skirts!
situations!involving!
confidential!
information!
Withholds!information!
or!shares!confidential!
information!without!
considering!the!
consequences!
Inappropriately!
shares!confidential!
information!or!
withholds!needed!
information!
Uses!inappropriate!
methods!&!contacts!
to!unearth!or!
distribute!
confidential!
information!for!own!
benefit!
Reliance!
Entrusts!authority!to,!
and!depends!on,!
others!
Has!confidence!in!
others!and!is!
comfortable!depending!
on!others!!
Depends!on!others!
who!have!a!proven!
track!record!
Depends!on!others!for!
tasks,!reluctant!to!
share!accountability!
and!authority!
Is!reluctant!to!give!up!
control,!or!imposes!
constraints!on!others’!
work!or!contribution!
Is!unwilling!to!be!
represented!by!
others,!or!dismisses!
their!participation!
Stays!detached!and!
works!independently!
from!others!
Receptiveness!
Demonstrates!
‘coachability’!and!
willingness!to!change!
opinions!and!actions!
Is!open!and!attentive!to!
feedback!and!acts!on!it!
Listens!to,!and!
acknowledges!
feedback;!sometimes!
acts!on!it!
Pays!cursory!attention!
to!feedback,!does!not!
engage!with!others!to!
solicit!it!
Deflects!feedback!and!
finds!reasons!to!
postpone!
implementation!of!
changes!
!
Refutes!feedback,!
argues!own!position,!
or!blames!others!
Is!close<minded,!
arrogant!and!
opinionated;!does!
not!value!input!of!
others!
!
COMMUNICATION!
Accuracy!
Proactively!provides!
correct!and!complete!
information!
Consistently!provides!
correct,!complete!and!
timely!information!
Provides!correct!and!
complete!information!
when!requested!to!do!
so!
Doesn’t!ensure!the!
correctness!or!
completeness!of!
information!provided!!
Unintentionally!
misrepresents!or!
delays!information!
Consistently!
misrepresents!
critical!information!
Deliberately!provides!
erroneous!
information!for!own!
benefit!
Explanation!
Proactively!and!fully!
clarifies!details!and!
consequences!of!
information!provided!
Consistently!clarifies!
details!and!
consequences!of!
information!provided!
Clarifies!details!and!
consequences!of!
information!provided!
when!requested!to!do!
so!
Provides!superficial!or!
non<relevant!
additional!information!
or!details!
Incompletely!clarifies!
information!and!omits!
or!forgets!to!provide!
details!
Dismisses!or!ignores!
requests!for!
information!and!
clarification!
Leaves!out!critical!
information!in!order!
to!cause!confusion!
and!obfuscate!issues!
for!own!benefit!
Openness!!
Proactively!seeks!out!
and!welcomes!new!
ideas!or!new!ways!of!
doing!things!and!tries!
them!out!
Welcomes!new!ideas!
and!fully!considers!their!
application!
Listens!to!new!ideas;!
sometimes!applies!
them!
Pays!cursory!attention!
to!new!ideas,!shows!
little!interest!in!their!
application!
Does!not!listen!to!new!
ideas!or!ignores!them!
Shuts!down!new!
ideas!and!argues!
against!them!
Deliberately!
undermines!new!
ideas!
Behavioural TrustFramework:
Trusting/Communication

17. • To explore team dynamics in organizations looking to increase
innovation capacity
• To identify challenges to building partnerships with new innovation
partners
• To facilitate coaching discussions
• Evidence BTF users can identify short term actions to reduce
controls, to increase trust & to repair damaged trust
Apply the Behavioural Trust Framework (BTF)

18. For a copy of this deck or the
Behavioural Trust Framework:
Andrew.Maxwell@lassonde.yorku.ca
Helen.Leighton@gmail.com
or download from
http://www.slideshare.net/AndrewMaxwellPhD/
Coach-2016
BUILDING INNOVATION CAPACITY,
ONE TRUST BEHAVIOUR AT A TIME
The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low
and we reach it. Michelangelo