Think tank event informs development of healthy networks Team Improving Capability joined forces with the Health Foundation, to hold a think tank event that explored the role of networks in health and care. Around forty invited delegates from across health and social care attended the event in London, and offered valuable thoughts and feedback around how to make networks for improvement successful. Following welcomes from Moira Livingston and Helen Crisp, assistant director at the Health Foundation, Murray Anderson-Wallace, from Leeds University’s Centre for Innovation in Health Management talked about ‘what do we mean by networks?’ The rest of the day was structured around facilitated workshops where delegates had the chance to learn more about networks, and identify gaps and opportunities A set of priorities for action were identified, which will be written up and developed into a clear plan to take forward. Comments from feedback forms completed on the day were overwhelmingly positive, including “Great to connect with others”, “Very useful discussions” and “Thought provoking, challenging and useful”

1. ©Murray Anderson-Wallace 1998-2014
Network Organising
Murray Anderson-Wallace

2. ©Murray Anderson-Wallace 1998-2014
Theories of Change
Mode Aim Type of change
Doing things well Steady state Reliable – 1st order
Doing things better Gradual Improvement Incremental - 1st order
Doing better things Transformation Systemic / Relational -2nd order
(Adapted from Boydell, Blantern & Anderson-Wallace 2007)

3. ©Murray Anderson-Wallace 1998-2014
Ref: Adapted from Boydell, Blantern & Anderson-Wallace 2007

4. ©Murray Anderson-Wallace 1998-2014
Network:
“a grouping of individuals,
organisations or agencies organised
on a non-hierarchical basis around
common issues or concerns, which
are pursued proactively and
systemically based on commitment
and trust”

5. ©Murray Anderson-Wallace 1998-2014
First linked with studying how learning
occurred in apprenticeships
Learning was not one-way (Master to
Apprentice) but that the process of learning
took place across the whole spectrum of
workplace relationships (colleagues, clients,
customers, suppliers)
Early research…
Ref: Lave & Wenger 1991

6. ©Murray Anderson-Wallace 1998-2014
Very little is achieved by single organisations
alone - especially true when trying to solve
intractable or “wicked” problems
Useful practice is best shared peer-to-peer
and sideways (role of tacit knowledge)
Recognise the paradoxes, disincentives and
tensions that sometimes exist to work together
as “communities”
Core Principles

7. ©Murray Anderson-Wallace 1998-2014
Focus is on BOTH the interests & purposes
of their members AND connect back (inter-
act) with the interests of local organisations,
end users etc
Aim is to build “social capital” &
“collective value”
Should be designed for evolution…
©Murray Anderson-Wallace 2008-2011

8. ©Murray Anderson-Wallace 1998-2014
Recognise that knowledge is held communally and rather
than individually…
Much valuable knowledge is “tacit” and can be hard to
articulate...
Tacit knowledge often only becomes available through
“apprenticeship”, participation and gradual entry into a
community
Curiosity and inquiry are key skills and need to be part of
the organising principles
Practical Implications

9. ©Murray Anderson-Wallace 1998-2014
Power – especially how leadership, authority and
accountability is handled
Purpose – defining effectiveness is a collective
responsibility but consensus and absolute agreement is
NOT required for action
Knowledge – how will the community ensure that it can
embrace different types of knowledge and knowing?
Communication – it’s role as a primary organising
process
Things to give attention to…

10. ©Murray Anderson-Wallace 1998-2014
Ignore power differentials
Specify aims, objectives or desired outcomes
on behalf of others
Privilege plans over actions
Know in advance everything that can be said
and done
Settle for “soggy consensus”
Traps…

11. ©Murray Anderson-Wallace 1998-2014
Connect with what already exists…
Set simple rules
Design for evolution
Keep animated – focus on action & energy
Think systems – make connections
Learn from difference and conflict
Tips…