Learning Event 1 12 th July 2013

Learning Event 1 12th July 2013

Redcar and Cleveland Public Health Team and Tees Valley Public Health

Shared Services

Leading Health and Wellbeing Programme

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Improving mental health and healthcare systems for communities and service users

Improving local Health and Well-being

SYSTEMS

IMPROVEMENTSkills & Knowledge

LEADERSHIPPersonal &

Organisational Development

TRANSFORMATIONAL H&W IMPROVEMENT

LEADERS

Develop exceptional leadership skills to drive improvement

Build whole system relationships

Understand & use improvement methodsAdapted from the ‘Leadership for Health Improvement

Programme’ in ‘Managing for Health’ 2007 Chapter 7. Hannaway, Hunter & Plsek

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Learning Events x 5 (including 2 half day Master-class sessions)

Development Tools – such as Learning Styles, MBTI, 360 Degree Leadership Assessment and feedback, Belbin Team Roles Assessment etc

Work-based Improvement Initiatives

Team building/buddying/learning trios

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http://www.nhsleadership.org.uk/workstreams-clinical-theleadershipframework.asp

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1) Why am I here?

2) What do I want to get out of the programme?

3) What do I want to share and work on with others on the programme?

Below the waterline lie the underlying beliefs, attitudes,

values, philosophies and taken-for-granted aspects

of workplace life: ‘why we do the things we do around here’.

Above the waterline lie the observable workplace behaviours, practices and discourse: this is ‘the way we do things round

here’.

THE ICEBERG MODEL

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Leadership framework for improvement

7

1. Set Direction: Mission, Vision & Strategy

Make the status quo uncomfortable

Make the future attractive

3. Build Will•Plan for improvement•Set aims/allocate resources•Measure system

performance•Provide encouragement•Make financial linkages•Learn subject matter

5. Execute Change

•Use Model for Improvement for design and redesign

•Review and guide key initiatives•Spread ideas•Communicate results•Sustain improved levels of performance

4. Generate Ideas

•Understand organisation as a system

•Read and scan widely, learning from other industries and disciplines

•Benchmark to find ideas•Listen to patients• Invest in research and

development•Manage knowledge2. Establish the Foundation

•Prepare personally•Choose and align the senior

team

•Build relationships•Develop future leaders

•Reframe operating values•Build improvement capability

Source: Robert LloydExecutive Director Performance Improvement

Institute for Healthcare Improvement January 16, 2007

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Change is situational: new site, new boss, new team roles, new policy.

Transition is the psychological process people go through to come to terms with new situations

Change is Different from Transition

Change is external, transition is internal.

Bridges, W. (2003) Managing transitions: Making the most of change, 2nd ed London, Nicholas Brearley.

Unless transition occurs, change will not work

NEUTRAL ZONE

BEGINNING

ENDING

transition starts with an ending the neutral zone is the no-man’s-land between old reality and new transitions end with a new beginning

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Process of Transition

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Transformation

In an organisational context, a process of profound and radical change that orients an

organization in a new direction and takes it to an entirely different level of effectiveness.

Unlike 'turnaround' (which implies incremental progress on the same plane) transformation implies a basic change of

character and little or no resemblance with the past configuration or structure.

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Peter Fuda – From a Burning Platform to Burning Ambition

http://www.youtube.com/watch?v=Tfn6vD4yyC4