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Collective leadership - Zoe Lord & Kate Pound

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Collective leadership - Zoe Lord & Kate Pound

  1. 1. Zoe Lord @ZoeLord1 Kate Pound @KateSlater2 Power of collective leadership…
  2. 2. Our Session • Collective Leadership 1. What is it? 2. Benefits? 3. What can I do? • NHS Examples
  3. 3. What is collective leadership? ‘Collective leadership means everyone taking responsibility for the success of the organisation as a whole – not just for their own jobs. It requires organisations to distribute leadership power to wherever expertise, capability and motivation sit within organisations.’
  4. 4. Benefits of collective leadership • Strength • Creativity • Staff engagement & empowerment • Talent management • Collaboration and co creation • Sustainability • Commitment
  5. 5. 6
  6. 6. What has changed in your world in the last 12months? Some examples might include… • Demand? • Capacity… decision making? • Relationships? • Workforce? • Attitudes & behaviour? • Culture? • Service redesign?
  7. 7. Change is change too…
  8. 8. We still organise government departments like the Tabulating Machine Co. of 1917 Source of image: @corp_rebels
  9. 9. Source: Innovisor
  10. 10. Adapted from Jeremy Heimens TED talk “What new power looks like” https://www.youtube.com/watch?v=j-S03JfgHEA old power new power Currency Held by a few Pushed down Commanded Closed Transaction Current Made by many Pulled in Shared Open Relationship
  11. 11. The design dilemma at the heart of policy implementation The predominant approach in recent years has been STRUCTURE but globally there is a big shift towards AGENCY 12
  12. 12. WHO makes change happen in your organisation? List A • The Transformation Programme Board • The programme sponsor • The Programme Management Office • The leads of the [insert number] transformation work streams • The Project Manager • The Team Leader /Unit Manager • The Change Facilitator Source: adapted by Helen Bevan from Leandro Herrera
  13. 13. WHO makes change happen in your organisation? List A • The Transformation Programme Board • The programme sponsor • The Programme Management Office • The leads of the [insert number] transformation work streams • The Project Manager • The Team Leader /Unit Manager • The Change Facilitator List B • The mavericks and rebels • The deviants (positive). Who do things differently and succeed • The contrarians, because they can • The nonconformists who see things through glasses no one else has • The hyper-connected. Good or bad, they spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on • The hyper-trusted. Multiple reasons, doesn’t matter which ones Source: adapted by Helen Bevan from Leandro Herrera
  14. 14. WHO makes change happen in your organisation? List A • The Transformation Programme Board • The programme sponsor • The Programme Management Office • The leads of the [insert number] transformation work streams • The Project Manager • The Team Leader /Unit Manager • The Change Facilitator List B • The mavericks and rebels • The deviants (positive). Who do things differently and succeed • The contrarians, because they can • The nonconformists who see things through glasses no one else has • The hyper-connected. Good or bad, they spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on • The hyper-trusted. Multiple reasons, doesn’t matter which ones Source: adapted by Helen Bevan from Leandro Herrera
  15. 15. To create collective leadership and sustainable change you need to create the right environment. Psychological Physical Spiritual Social Intellectual Energy for Change Source: http://www.institute.nhs.uk/tools/energy_for_change/energy_for_change_.html
  16. 16. Social energy Energy of personal engagement, relationships and connections between people It’s where people feel a sense of “us and us” rather than “us and them”
  17. 17. Spiritual energy Energy of commitment to a common vision for the future, driven by shared values and a higher purpose Gives people the confidence to move towards a different future that is more compelling than the status quo
  18. 18. Psychological energy Energy of courage, resilience and feeling safe to do things differently Involves feeling supported to make a change and trust in leadership and direction
  19. 19. Physical energy Energy of action, getting things done and making progress The flexible, responsive drive to make things happen
  20. 20. Intellectual energy Energy of analysis, planning and thinking Involves gaining insight as well as planning and supporting processes, evaluation, and arguing a case on the basis of logic/ evidence
  21. 21. High and low ends of each energy domain Social isolated solidarity Spiritual uncommitted higher purpose Psychological risky safe Physical fatigue vitality Intellectual Illogical reason LOW HIGH
  22. 22. Where are your strengths and weaknesses?
  23. 23. “Leadership is not about making clever decisions and doing bigger deals. It is about helping release the positive energy that exists naturally within people” Henry Mintzberg
  24. 24. Collective leadership
  25. 25. Examples of Collective Leadership from Health and Care
  26. 26. Coming soon… theedge.nhsiq.nhs.uk/school
  27. 27. Source: @NHSChangeDay
  28. 28. The Change Challenge Tapping the collective brilliance of the NHS
  29. 29. 14,000 contributions identified 10 barriers to change: Confusing strategies Over controlling leadership Perverse incentivesStifling innovation Poor workforce planning One way communication Inhibiting environment Undervaluing staff Poor project management Playing it safe
  30. 30. 14,000 contributions identified 11 building blocks for change: Inspiring & supportive leadership Collaborative working Thought diversityAutonomy & trust Smart use of resources Flexibility & adaptability Long term thinking Nurturing our people Fostering an open culture A call to action Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015 Challenging the status quo
  31. 31. TRIZ TRIZ
  32. 32. What is it? • It’s a Russian acronym: “Teoriya Resheniya Izobretatelskikh Zadach” • A problem solving, analysis and forecasting tool. • Depersonalising and unpicking topics that people are passionate about. • Part of ‘Liberating Structures’ • Frameworks that make it possible for people and organisations to create, do new things, to be innovative.
  33. 33. TRIZ How could reliably ensure policing completely fails in collective leadership? TRIZ
  34. 34. Step 1 As a table, make a list of all the things that we could do to ensure we meet our goal: How could reliably ensure policing completely fails in collective leadership? • Go wild! • Use post it notes (one per action!) • 10 minutes TRIZ
  35. 35. Step 2 As a table group, go down your first list and ask: Is there anything that we are currently doing that in any way, shape or form resembles any of the actions on your post it notes? • If yes, move these post it notes to sheet 2. • Be unforgiving about these items and talk about their impact • 8 minutes TRIZ
  36. 36. Step 3 As a table group, go down your second list from step 2 and ask: What could be stopped? • Take these post it notes and move them to sheet 3. • 8 minutes TRIZ
  37. 37. Step 4 From the actions that can be stopped, discuss and create an action plan for the stopping these activities. • 8 minutes TRIZ
  38. 38. Unconference
  39. 39. The Fundamental Law of Unconferencing The sum of the expertise of the people in the audience is greater than the sum of expertise of the people on stage Dave Winer “ “ Source of image: www.citynet.com
  40. 40. Traditional event The agenda is pre-set One way learning style with Q&A People sit in rows or round tables Networking between sessions Hard to leave the session once it starts Absorbing information Unconference People set the agenda Based on discussion People sit in a circle Networking the whole time Encouraged to find the right session Connecting to action Source: adapted from @BCPSQC
  41. 41. The unconference: 4 principles and a law Principles: 1. Whoever comes are the right people 2. Whatever happens is the only thing that could have happened. 3. When it starts is the right time 4. When it's over it's over The Law is known as the Law of Two Feet: "If you find yourself in a situation where you are not contributing or learning, move somewhere where you can."
  42. 42. Our unconference process • Think about one area of policing that you are passionate to change and improve - And that you would like to explore with other people. • It should be a topic that you want to take action on. • This will continue as homework and innovatively presented back in plenary for 5 mins tomorrow • Prizes to be won!! • So… raise your hand and we will bring you a sheet!
  43. 43. Further Reading • Bevan, H., and Fairman, S. (2014) The new era of thinking and practice in change and transformation. NHSIQ http://www.nhsiq.nhs.uk/resource- search/publications/white-paper.aspx • Cullen, K. L., Palus, C. J., & Appaneal, C. (2013). Developing Network Perspective. Center for Creative Leadership.http://insights.ccl.org/wp- content/uploads/2013/03/DevelopingNetworkPerspective.pdf • Donald Berwick - London 2013 Keynote Courage and the Pursuit of Better Healthcare - Donald M. Berwick https://www.youtube.com/watch?v=ve2fASVZCT0 • West et al (2014) http://www.kingsfund.org.uk/publications/developing- collective-leadership-health-care • Leading large scale change (2017) https://www.england.nhs.uk/wp- content/uploads/2017/09/leading-large-scale-change-practical-guide.pdf
  44. 44. Randomised Coffee Trial! Break time!
  45. 45. Outcomes of randomised coffee trials

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