1. Day 1 Programme for Senior Leaders Gareth Evans, Senior Organisational Development Officer Pamela Roberts, Senior Organisational Development Officer 1

2. Aims & Objectives – Day 1 Aim:  To provide you with a set of techniques, tools, models and frameworks for influencing behaviour, team working, mental models, productivity, staff morale and well-being, team culture and ‘whole systems’ working Objectives:  Define and explore what is meant by ‘Organisational Design and Development’  Consider some of the wider contextual factors influencing how we think and behave as individuals and as an organisation  Reflect upon your own thinking habits and consider the value in exploring multiple perspectives on common issues  Explore the Iceberg Model and consider how, when and where it could be used within the work of BCU managers and leaders and try it out using case scenarios and your own work-based examples  Explore issues at ‘surface’ and ‘depth’ (and bring into view hidden areas for high leverage change)  Use tools and techniques to explore common team issues and illustrate how we all play a part in shaping the very things that frustrate us, and how we all share a responsibility for transforming them too 2

3. Developing New Ways of Thinking 1  This first exercise is designed to get you thinking – about yourself as a Leader (2 fundamental aspects of your wider Senior Leader Role in BCUHB)  We will ask you to reflect upon and answer the first two sets of questions (choose words and values)  The second set of questions are for completing tonight as a between- session task  We will then hold onto your ideas and thoughts and return to them at different points during the rest of the workshop 3

4. Defining OD Beckhard (1969) defines Organisational Development as ‘An effort (1) planned, (2) organisation-wide, and (3) managed from the top, to (4) increase organisation effectiveness and health through (5) planned interventions in the organisation’s ‘processes’, using behavioural science knowledge’. Beckhard, R. (1969). Organization development: Strategies and models. Reading, MA: Addison-Wesley. The North West Leadership Academy defines Organisational Development as being about: “Improving organisational performance through implementing a planned process of leading and managing change that aligns key levers such as Vision, Values, Strategy, Structure, Processes, Systems, Ways of Working and People Capabilities” 4

5. Organisational Development (OD) uses a number of different frameworks, models and activities to understand, influence and improve the overall performance and functioning of an organisation. Around projects such as:  Staff engagement  Developing effective appraisal processes  Facilitating effective team working and development  Exploring and refining systems and processes  And doing targeted work on identified systems issues, such as managing conflict, delivering on values-based working, improving leadership ability and performance, etc. Activity We are going to hand out some different OD models for you to explore in your small groups and we would like you to think about the questions posed on the reverse of the handout. 5

6. Defining Systems & Systems Thinking  A system can be defined as a collection of parts that work together to achieve a shared purpose – the system is defined as having a boundary that both connects and separates it to its environment/context  Systems Thinking (ST) is the practice of looking at the inter-connections within a system and between its parts, rather than just analysing the parts themselves in isolation  ST is characterised by wholistic thinking, curiosity, looking for patterns, and asking questions to uncover deeper structures https://www.youtube.com/watch?v=eXdzKBWDraM https://www.youtube.com/watch?v=eXdzKBWDraM 6

7. Fundamental Principles of Systems  Feedback: The performance of organisations and systems is largely determined by a web of interconnected circular (not linear) relationship  Delay: Actions we take have both immediate and delayed consequences that we don't always anticipate or foresee  Unintended Consequences: Today's problems were most likely yesterday's solutions  Power of Awareness: When we see and understand the system as it really operates, we are no longer controlled by it  Purpose: Systems organise themselves around a purpose or goal and then work perfectly to achieve that purpose – the results you get are exactly what your system has been set up to achieve  Leverage: Systems improve as the result of a few key coordinated changes sustained over time (points of high vs. low leverage) 7

8. Developing New Ways of Thinking 2  This second exercise is designed to get you thinking about other peoples’ perspectives on how you lead, on the influence this has on how your team works around you and on strengths and consequences that can arise from this  The structure is the same as exercise 1 – we will ask you to reflect upon and answer some questions  We will then hold onto your ideas and thoughts and return to them at different points during the rest of the workshop 8

9. The Wider Context History & Challenges Future & Opportunities  Special Measures  Close Relationship with Welsh Gov  Uncertainty re Senior Leadership and Direction/Vision for BCUHB  Organisational Flux and Uncertainty  Culture (i.e. Habits of Practice and Thinking)  Ockenden Process (Tawel Fan)  Mid-staffs  Andrews Report – Trusted to Care  Austerity  Welsh Assembly Elections (May 16)  Special Measures  Close Relationship with Welsh Gov  New CEO, IMTP and Strategic Goals  Organisational Flux and Uncertainty  Reshape Culture & Habits of Practice by changing the way things get thought about, talked about and carried out  Values-based, engaging leadership  Utilising New Ways of Thinking and Effective Team Working 9

10. Developing New Ways of Thinking 3  This third exercise is designed to get you thinking about the team culture you work within.  It is designed to help you ‘surface’ some of the possible unspoken rules, beliefs, attitudes and habits of practice that are what give rise to work cultures and ultimately organisational culture-as-a-whole  Again there are questions for you to reflect upon and answer  We will then hold onto your ideas and thoughts and return to them at different points during the rest of the workshop 10

11. Introducing the Iceberg Model 11 Event What is happening? React Patterns over time (trends) What has been happening? Anticipate – Respond Mental Models & Systemic Structures Why? Design – Generate Transform Exploring for high points of systemic leverage How can we improve the functioning of the system? Potentially all or any of the above Iceberg Element Type of Action

12. Introducing the Iceberg Model  In this next section we are going to run through the Iceberg Model as a group using an example to help us further understand what happens from simple events to underlying structures and models  After that you can have a go yourselves using some other common NHS examples  Following that you will discuss some possible examples on your tables of work issues you would like to explore and we will vote as a group on one of these and then work through it together 12

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14. The Iceberg & Common NHS Issues  This next exercise explores a number of case scenarios using the Iceberg so that you can gain some increasing familiarity of using the model to prime your thinking and influence how you consider change within the system in which you work  In your groups review the case scenario on your table and identify:  The Events taking place – what is happening?  The Patterns of Events over time – what’s been happening?  Systemic Structures & Mental Models – why has this been happening?  Share your thoughts in the whole group and listen to what others discovered in their case studies – do you have any additional ideas or observations to enrich your collective understanding as a whole group? 14

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16. Feedback, Reflections, Next Steps  Feedback on exercise...  What was it like using the Iceberg Model?  How similar or different is this to your usual ways of approaching issues and identifying solutions?  Reflection and observations about Day 1  What will you take away from today as your top learning point?  What have been the most useful aspects of the day?  Next Steps  Complete the between-session task (questions 3&4 from New Ways of Thinking 1 – Self Awareness) incorporating what you have learnt today to enrich your answers... 16

17. Have a great night and see you tomorrow V4 Draft Document Only – 19/03/1517