1. Developing the Future Organisation
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28/04/2017
Developing the Future Organisation
Day 1
Programme for Senior Leaders
Gareth Evans, Senior Organisational Development Officer
Pamela Roberts, Senior Organisational Development Officer

2. Levels of Engagement

3. Aims & Objectives – Day 1 Aim:
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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 Organisational Mindsets that help and hinder
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
Gain experience in using the Iceberg Questioning Framework
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
Highlight how the last objective provides an important key to reducing blame and scape-goating in systems and changing our organisational culture over time
Also highlight how these tools, etc are not just quick fix, more of the same, solutions but encourage a longer term view, strategy and plan

4. Organisational Mindsets Exercise
DRAFT DOCUMENT ONLY
28/04/2017
Organisational Mindsets Exercise
This first exercise is designed to get you thinking about what we have just been saying about Developing the Future Organisation
We have two flipcharts here:
One for the kind of Organisational Attitudes, Assumptions & Beliefs that will hinder us in developing the future organisation
And the other for those Mental Models (as we will be calling them from now on) that will help us develop the future organisation
Shout out any that come to mind – those you’ve come across, heard, realised or even hold yourselves...
Use the ones we’ve come up with to get the exercise started if needed:
(-) We’re waiting for (the vision, new CEO, strategic goals) before...; cover your backside; don’t ask questions/don’t rock the boat; JDI; what’s the point in even trying; Heard it all before; Yes, but...; Been here, done that, got the T-shirt; Nothing ever changes anyway; Nobody listens; I cannot influence upwards/what difference can I make?
(+) There is real value in working together with other teams; We can make a difference/make this work; Patients want to come to our services; we have the right people with the right skills; It’s a complex situation but together we can work with it; We can flex and accommodate; We are resilient; Those who resist change are best served helping us spot unintended consequences before they arise; Partner working will strengthen our service; We will do the best we can with the resources we have available to us

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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”
What do these different definitions say to you?

6. Organisational Development (OD) uses a number of different frameworks,
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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
- Take some time to talk through your pre-course prep on the 2 OD models –
share your change example and why you chose your preferred model.
- What insights did you gain from using it?
- We will ask you to share your thoughts with the whole group
Explore additional OD frameworks/models – where/how/when, etc would you use these?

7. Defining Systems & Systems Thinking
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28/04/2017
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
Watch video first and then draw out Senge’s example of the family using a ‘systems map’ - ? Then illustrate how to turn this into an influence diagram using arrows, etc?

8. Fundamental Principles of Systems
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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)
- Begin with Q: Ever had the experience of trying to implement change in your work area to much acclaim and fanfare only for things to quickly return back to the status quo within a matter of weeks?
- These need to be up on wall
- Refer back to the GR and the earlier GR discussion – what unintended consequences did our sending out of GR have on you as participants? Did it influence how you imagined we would be/behave? Have your expectations been borne out or not? What might this suggest about the influence of our thinking/interpretation on our responses, etc?
- Tell a story that illustrates the principles in action

9. The Wider Context History & Challenges Future & Opportunities
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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
Strategic Goals Poster on wall
Self, Other & Context all combine to influence the topic of our next activity - Culture

10. Developing Culture Awareness
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28/04/2017
Developing Culture Awareness
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.
Work through the questions on your own 1st. You can use the flipchart ideas on Organisational Mental Models if that helps (10 mins).
Then share your thoughts in your small groups (10 mins).
Feedback your shared discussions to the whole group (15 mins).

11. Introducing the Iceberg Model
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Introducing the Iceberg Model
Iceberg Element Type of Action
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
Highlight how we commonly jump from Q1 (what is happening?) to Q4 (how can we improve..?) – and the potential for unintended consequences of the need to ‘rush in’ – JDI Thinking & Acting

12. Introducing the Iceberg Model
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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 NHS examples
Work through the common cold example as a group taking time to help group map the inter-connections between the deeper levels to simple events
Iceberg Model Poster on wall

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14.
V4 Draft Document Only – 19/03/15

15. 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?

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Put up whilst groups work through two common NHS examples (Patient Flow & Silo Working) – following this if there is time – could illustrate the two examples with CLDs to show how the different elements can be integrated into a systems diagram – another way of viewing inter-connections and thinking about leverage, delay and consequences (intended and unintended)
V4 Draft Document Only – 19/03/15

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Case Scenario
Take some time to read through the following case scenario on your own at first
Using the ‘Iceberg Questions Framework (IQF)’ handout scan through the case scenario and make some initial notes on the different elements within the case and how they help you explore the Iceberg
Get together in your groups and share your initial thoughts and observations
How would you go about influencing change in this situation?
Agree an action plan, based on your use of the IQF, to resolve the issues you have identified
What might be some unintended consequences of the changes you make?
Give out scenario

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Case Scenario Review
Feedback to the whole group on your thoughts about taking things forward
What did you make of the IQF?
We would suggest that the IQF could be used in team meetings as a structure for hosting helpful discussions when you need to adopt new practices, initiatives, etc
What do you think?
Any other suggestions for where the IQF could be used?

19. 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 (Self & Other Awareness) ready for discussion tomorrow afternoon

20. Have a great night and see you tomorrow
V4 Draft Document Only – 19/03/15