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To offer you an opportunity to Explore the latest learning from current thinking and practice in systems leadership and systems change and the OD and.

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Presentation on theme: "To offer you an opportunity to Explore the latest learning from current thinking and practice in systems leadership and systems change and the OD and."— Presentation transcript:


2 To offer you an opportunity to Explore the latest learning from current thinking and practice in systems leadership and systems change and the OD and HR implications this raises Think together about what this means for the role of OD and HR leaders and how we might take this learning forward, individually, in our place, as a community Overall purpose

3 TimingOutline 9.30- 11.15am Welcome and introductions and framing for today What are we learning about systems leadership and systems change? Lessons from research and the field 11.15-11.45Break 11.45-1pmWhat are we learning about developing, strengthening and promoting systems leadership? Lessons from current thinking and practice 1-1.45pmLunch 1.45-3pmWhat are the opportunities and challenges raised for us as OD and HR leaders/practitioners? 3-3.30pmWhat might this mean for us going forward- as an OD/HR community, in our area, individually? 3.30pmClose and tea Outline for today

4 “Collaborative leadership is the critical behavioural factor in successful transformation.” Better, Bolder Braver: Service Transformation Challenge Panel, November 2014 “GPs and social workers share a common interest in leading and creating system change that will support better outcomes and be economically sustainable.” GPs and Social Workers: Partners for Better Care, October 2014 “I’m committed to ensuring that NHS England plays its part in shared system leadership…it’s not a few heroic individuals…it’s a different type of leadership and a more nuanced range of management skills and behaviours.” Simon Stevens, King’s Fund Annual Leadership Summit, Nov 2014 Why systems leadership matters and why now?

5 ‘…an attempt to effect change for positive social benefit across multiple, interacting and intersecting systems’ (VSC 2013) About leading: When you’re not in charge When it’s complex (VUCA) When you can’t do it on your own When new ways of thinking/working are needed Systemic: i.e. inter-connected, crosses boundaries, not piecemeal or divided into silos - and based on shared ambition/purpose Participative: i.e. involves many people’s energies, ideas, talent and expertise- distributed leadership at different levels and places Emergent: i.e. allows for learning from experiments and partial/’clumsy’ solutions, able to work with uncertainty and ambiguity... Relational: Based on trust/relationships, connections and networks, formal and informal Systems Leadership is..


7 Systems leadership Saying ‘yes to the mess’ Encouraging connectivity and conversation Re-framing/handling ‘wicked issues’ Amplifying difference Challenging habits and assumptions Reducing power differentials Containing anxiety Far from certainty Far from agreement Close to agreement Near to certainty Ordinary Management Technical/rational decision making Simple structures Effective procedures Monitoring/co-ordination Providing direction After Ralph Stacey Working in complex systems- what’s needed?

8 What experience/questions do you bring around systems leadership? What would help to make the day a success for you?

9 Debbie Sorkin, National Director of Systems Leadership, the Leadership Centre Sue Goss, Principal, OPM and Systems Enabler for Local Vision Learning from the field: Lessons from Local Vision Programmes and Integration Pioneers

10 The Systems Leadership Programme: research, leadership development, practice Research: Systems Leadership: Exceptional leadership for exceptional times Leadership Development: Leadership for Change; Future Directors Practice: Systems Leadership – Local Vision Support for Pioneers/BCF

11 ̶ Common vision or ambition: willingness to cede organisational goals ̶ Focus on place-based initiatives and outcomes ̶ Strong/honest relationships; accountability; allow for different views ̶ Combination of political and organisational commitment ̶ Role authority not sole source of legitimacy: influence, not power ̶ People tolerate risk and accept multiple potential pathways Lessons for OD from Systems Leadership research: factors that enable it to flourish

12 − Willingness to align around a shared purpose or ambition − Able to build engagement/relationships and really listen − Preference for outcomes over processes − Not being bound up with role and with a willingness to take risks − Able to work reasonably well with conflict and uncertainty − Having a strong commitment to a service in a particular place Lessons for OD from Systems Leadership research: Your workforce – things to look for

13 So one lesson from Systems Leadership research for OD: develop your teams If leadership is for everyone, and Systems Leadership is not solely about role: ̶ Think about who might be suited to Systems Leadership, at any level ̶ Try it out – set people a wicked issue and ask them who might be in the system, what might work, what they might see ̶ Focus on behaviours/relationships ̶ Use coaching and support networks

14 Lessons from Systems Leadership practice: Systems Leadership – Local Vision −National programme −c. 50 projects around England −Projects focus on integration or wider wellbeing issues −Topics also include mental health, inter-generational obesity, alcohol abuse and social isolation −Support via Enablers on the ground; access to networks/ information; extended to Pioneers and BCF places

15 Lessons for OD from Systems Leadership – Local Vision and Pioneers - in practice. 1) No-one said this was easy… ̶ Places are finding it challenging to shift from a shared purpose/high-level vision to a more detailed version – there comes a point where you need to put cards on the table ̶ Geography really does make a difference ̶ Place yourself as a central enabler of system transformation – not just ‘another thing’/part of initiative fatigue ̶ Powerful organisational imperatives can trump integration vision ̶ Hence the value of having an Enabler role to hold people to the work

16 2) But there has been real progress - real change in Local Vision places and Pioneers Wiltshire: Health and social care coming together in overall Systems Resilience Group; three demonstrator sites for integration; looking at longer-term partnerships with vol sector and better T&Cs for social care. Kent: Proactive care programme for people with long-term conditions; set-up of rapid response service. By 2015, aiming to deliver fully integrated health and social care teams and 24/7 community- based care. Wakefield: Development of integrated model of health and social care; new multi-professional and multi-disciplinary team based around GP practice populations; single point of access and care plan; new network hubs.

17 2) But there has been real progress - real change in Local Vision places and Pioneers NW London: Established a model of co-design involving partners, frontline professionals, Service users and Carers to develop shared approach to personalised care: common approach set out in toolkit and resulting framework being implemented from April 2015. Cheshire West and Chester: The Local Vision programme worked on reducing social isolation and loneliness. Through working closely with local communities, identified many more cohorts of people suffering social isolation: developed tailored, community-led approaches to tackling issues, involving four local housing associations.

18 3) And this is starting to work its way into OD and Workforce issues LB Islington: ‘Test and learn’ sites focused around primary care; mapping of workforce development needs; integrated community ageing team; integrated psychiatric liaison and assessment team; locality navigators. London WELC: Developed provider collaboratives to co-ordinate services and use single budget for health and care across a population, including creating new workforce roles. Leeds: Developing integrated neighbourhood teams across the city, working from shared data source and the ‘Leeds pound’.

19 − Relationships and shared purpose are crucial – if you have these you can weather the storms − Key benefits lie in increased connectivity and broader relationships − You need political/senior level support − Involve people in communities and go wider than you originally thought – it’s where energy/creativity often lies − Think about leadership going from senior to operational level – e.g. LB Merton’s “Do-ers” Group − Work out when you stop experimenting and start implementing − Get Public Health on board – they can play a central role General lessons for OD starting to arise from Systems Leadership work

20 ̶ Base ideas of leadership on behaviours and honesty – hold yourselves to account ̶ Develop your people: make Systems Leadership part of OD and CPD ̶ Embed strategies and skills for real co-production: have Service Users at the centre ̶ Start small and use what you have – often more than you think ̶ Use influence – you don’t always need formal power. So make connections and build relationships: think beyond traditional roles and see yourselves as part of a collective leadership with a shared ambition ̶ Just look to make progress: give it time, allow for things to go wrong, take adaptive action and keep going! Systems Leadership in practice: trying it out

21 The Future will be Improvised mprovised%20publication%20v3.pdf mprovised%20publication%20v3.pdf Systems Leadership – more information

22 So how do we do Systems Leadership? Six dimensions of systems leadership practice 1.Ways of feeling (personal core values) – values & commitment 2.Ways of perceiving (observations and hearing) − observing ‘from the balcony’ as well as ‘from the dance floor’ − allowing for the unseen and unpredicted − seeking and hearing diverse views − sensitivity to other narratives 3. Ways of thinking (intellectual and cognitive abilities) ̶ curiosity ̶ synthesising complexity ̶ sense-making 4. Ways of doing (enabling and empowering) − narrative and communication − enabling and supporting others − repurposing and reframing existing structure and resources 5. Ways of relating (relationships and participation) ̶ mutuality and empathy ̶ honesty and authenticity ̶ reflection, self-awareness and empathy 6. Ways of being (personal qualities) bravery and courage to take risks − resilience and patience − drive, energy and optimism − humility and magnanimity

23 What do systems leaders do? As well as the formal governance arrangements, there is always also an informal network of leaders. Leadership in systems is seldom done by one person… Systems leaders: Find the ‘real’ leaders who are making change happen Build a network…bring people together – off line – to think together – Create the conditions for an honest, difficult conversation Build a long-term sense of shared endeavor

24 What are we learning about what makes the most difference in systems…. Think about meeting design and creating the conditions for a different kind of conversations. For a meeting to be really useful – it has to change something Disturbance is important – we need to learn to do different things Difference is more interesting than consensus – cherish the ‘outliers’ and the difficult questions Conflict can be useful – if we make it creative – don’t duck the important issues.

25 What are we learning about developing, strengthening, and promoting systems leadership? Examples from national to local level Needs a break/title slide

26 National programmes e.g. ‘Leadership for Change’- Virtual Staff College, Skills for Systems leadership, PHE Local programmes- Norfolk Commissioning Academy Community level In-house initiatives Modelling systems leadership as systems leaders Learning from different examples of developing, strengthening and promoting systems leadership

27 What are you doing and /or could do to develop/promote systems leadership in your area? What might you use or find out more about from the examples shared? What opportunities/dilemmas/questions does this raise for your role as OD/HR leaders? Reflection

28 What does all this mean for us as OD and HR leaders and practitioners? Insert break title slide

29 What are the opportunities/questions/dilemmas raised for us as OD and HR leaders and practitioners? What would you like to explore further today? What might this mean for us going forward? Open Space session

30 − Whoever comes are the right people − Whatever happens is the only thing that could have happened − Whenever it starts is the right time − When it’s over, it’s over − and The Law of Two Feet/Mobility Four Principles of Open Space Technology 30

31 And butterflies and bees….. 31

32 What influence/connections do we have? What actions might we take?

33 What might we want to take forward from here – and how? ̶ In our areas? ̶ As an OD/HR community? ̶ Individually? Looking ahead


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