1. Making something happen as a leadership group in the North West Why this? why now? September 10th 2008

2. Leadership Propositions. NHS leaders have to meet the challenge that 1. Collaborative leadership is important now 2.The public don’t trust us now.

3. Leadership in publicly funded Public Services/Systems The Service Proposition* Services are produced differently from products Inseparability Intangibility variability (personalisation) Enabling v Relieving strategies *:Normann, R. and Ramirez, R. (1994). Designing Interactive Strategy: From Value Chain to Value Constellation. New York: John Wiley & Sons.

4. Leadership in publicly funded Public Services/systems The public service Proposition* Public value is created by producing 2 types of goods: private goods – effective, safe and personalised services Public goods – equity and social solidarity *: Mark Moore 'Creating Public Value: Strategic Management in Government', Harvard 1995.

5. The 10 properties of wicked problems* 1. There is no well- defined uncontested statement of the problem. 2. There are no stopping rules so you don’t know when you have reached a solution. 3. Solutions to wicked problems are not true or false. Choosing is judgement based, not objective, so good or bad. 4.There is no immediate and no ultimate test of a solution because they generate unexpected consequences and can change the environment. 5.Every solution is a ‘one shot’ operation’ no opportunity to learn by trial or error because it has consequences, that cannot be undone. 6. They do not have an exhaustively described set potential solutions, just many possibilities. Nor are there a well described set of possible operations that may be part of a plan. 7. They are part of a class of problems but each is essentially unique. 8. They are not self contained and don’t have one root cause. They can be considered a symptom of other problems. 9.They involve many stakeholders who may have different ideas about both the nature of the problem and possible solutions 10.You will be held accountable for inevitable unintended consequences. The planner has no right to be wrong. * Camillus, John C.. Harvard Business Review, May2008, Vol. 86 Issue 5, p98-106

6. Implications for our work together……. Many perspectives on possible solutions Many outcome lie outside the control of organisations depend on collaboration between parts of the system. Sustainable solutions are probably co-produced

7. So not more of the same…… Our usual problem solving strategies rely on i) role (designed for organisational context/purpose) ii) rank – this can limit access to resourcefulness in a system (e.g. learned helplessness). iii) representation. The nature of the invitation not participation. There are limits on has the information and how parts connects with the system’s intelligence. Multiple perspectives are seen as a problem not part of the solution