AE Workshop VJ s - londonleadershipacademy.nhs.uk · The key assumption of the method of...
Transcript of AE Workshop VJ s - londonleadershipacademy.nhs.uk · The key assumption of the method of...
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CapitalPeopleAppreciativeEnquirySkillsforbuildingadiverse&inclusivecultureValerieJames,IndependentConsultantThursday23rd February201709.30– 16.30KiaOval,SurreyCountyCricketClubKennington,LondonSE115SS
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AIMOFTHEEVENTThiseventisoneofaseriesaimedtosupportanactivecommunityofstaffcommittedtomakingadifferencetodiversityandinclusionacrossourLondonNHS.
Today’sworkshopaimstoincreaseyourskills inAEtobalance theapproachofthehighperformanceoftheinspection/CQCapproach.ThisissothatequalityanddiversitycanbemoremindfullyincreasedinourNHS.Toenablelearninghowtorewardflourishingtalentratherthanseekingtopunishwhenthingsarenotworkingsowell.Andincreaseinnovation!
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Objectives1. Toreconnectandextendconnectionswithlike-minded
peopleinoursharedsystem,creatingatemporarylearningcommunity
2. ToincreaseskillsinanalternativemethodofOD,AE3. Toconsider,briefly,SteveDenning’smodelofchanging
mindsinorganisationsandconsiderhowweeachcanchoosemethodsthataremoreenablingofpositiveculturechange.
4. Toempowerpeopletoconstructivelycritiquethedominantparadigmofinspection
5. Tocreatepersonalactionplansthatalsocanbesharedinalivingnetworkofstaffwhocanthinkandactappreciatively.
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Introductions&Expectations•Name• Jobtitle/Role•Whichorganisationyouarefrom•Oneexpectationfortoday
15secondstointroduceyourpartner
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Areyoulistening?Really?1. Youhavearesponsibilitytofindoutothers’views(suspending
yourownjudgment)andtogiveyourownviewshonestly– thereisno“expert”holdingtheonerightanswer
2. Listentounderstandratherthanrefuteorrespondimpulsively–askyourselfwhatcanyoudotohelpunderstanding
3. Askopenquestionstogaininformationortoposepossibilitiesforconsideration,nottotrapothers
4. Thegoalistolearnthewaytoasolution,nottowinyourpoint5. Emotionalresponsesshouldinformunderstandingratherthanbe
shutout– butrespondingemotionallyisnotthegoal6. Beattentivetolearningthroughtheconversationratherthan
findingonespecificoutcome– buildyourcollectiveintelligence
LearningConversationsbyParallexhttp://www.parallaxperspectives.com/contact.htm
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Tomaketodayworkweneed:
Fromyou…
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Keyquestions
• Whyisdiversity&inclusionsovitaltoimprovement/culturechange?
• WhatisthedominantmodelofchangeusedintheNHSandwhy?
• Whathappenswhenwholesystemsthinkingguideshowweachievechange?
• Howcanyoucreateamicro-climateofpositive,inclusiveculturewhereyouwork?
• Howcanyouinfluenceup?
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http://www.forbes.com/sites/stevedenning/2011/07/23/how-do-you-change-an-organizational-culture/#4944ce183baa
SteveDenningTheLeader’sGuidetoRadicalManagement:ReinventingtheWorkplaceForthe21stCentury(Jossey-Bass,2010)
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©NaomiLangan 2017
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Denning’sDo’sandDon’tsfor culturechange
• Do comewithaclearvisionofwhereyouwanttheorganizationtogoandpromulgatethatvisionrapidlyandforcefullywithleadershipstorytelling.
• Doidentifythecorestakeholdersofthenewvisionanddrivetheorganizationtobecontinuouslyandsystematicallyresponsivetothosestakeholders.
• Do definetheroleofmanagersasenablersofself-organizingteams anddrawonthefullcapabilitiesofthetalentedstaff.
• Do quicklydevelopandputinplacenewsystemsandprocessesthatsupportandreinforcethisvisionofthefuture,drawingonthepracticesofdynamiclinking.
• Dointroduce andconsistentlyreinforcethevaluesofradicaltransparency andcontinuousimprovement.
• Docommunicatehorizontally inconversationsandstories,notthroughtop-downcommands.
• Don’t startbyreorganizing.Firstclarifythevisionandputinplacethemanagementrolesandsystemsthatwillreinforcethevision.
• Don't parachuteinanewteamoftopmanagers.Workwiththeexistingmanagers anddrawonpeoplewhoshareyourvision.
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AppreciativeenquiryWHATYOUFOCUSONGROWSThe key assumption of the method of AppreciativeEnquiry/Inquiry is that organisations can create greatereffectiveness by identifying and analysing what alreadyworks for them and doing more of it.
This is in contrast to more traditional methods of looking for problems and then solving them, which can serve to amplify difficulties.
Appreciative Enquiry aims to increase commitment and confidence and is a highly practical and participative process.
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CooperriderandSrivasta 1987
ProblemSolving• “Feltneed”- identificationofproblem
• Analysisofcauses• Analysisofpossiblesolutions
• Actionplanning/treatment
• Basicassumption:anorganisationisaproblemtobesolved
AppreciativeEnquiry• Appreciatingandvaluing-thebestof“whatis”
• Envisioning“whatmightbe”
• Dialoguing“whatshouldbe”
• Innovating“whatwillbe”
• Basicassumption:anorganisationisamysterytobeembraced
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AE:WHATYOUFOCUSONGROWS1. Ineverysociety,organisationorgroup,somethingworks!2. Whatwefocusonbecomesourreality3. Realityiscreatedinthemomentandtherearemultiple
realties4. Theactofaskingquestionsofanorganisationorgroup
influencesthegroupinsomeway.5. Peoplehavemoreconfidenceandcomforttojourneytothe
future(theunknown)whentheycarryforwardpartsofthepast(theknown).
6. Ifwecarrypartsofthepastforward,theyshouldbewhatisbestaboutthepast.
7. Itisimportanttovaluedifferences8. Thelanguageweusecreatesourreality
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Appreciativeenquiry“4-D” cycle
Dream“What might be?”
(What is the world calling for)Imagining Results
Discovery“What gives life?”
(The best of what is)Appreciating
Design“What should be--the ideal?”
Co-designing Results
Destiny“How to empower, learn,and adjust/improvise?”
Sustaining Results
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KeyAEquestionsfromdiscovery:whatareyoumostproudof?Valued?1. Whataretheachievementsintheservicethat
youaremostproudabout?2. Tellmethestory,whathappenedandwhatdid
youdo?3. Whatdifferencedidthismake?4. Whatisisabouttheseachievementthatare
importanttoyou?5. Whatdoesthattellyouaboutyourservice’s
strengths?6. Whatdifferencedidtheachievementsmake?
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Givingconstructivefeedback• Whatwentwell?Givelotsofevidenceofwhatwentwell,givedetail.General,vaguefeedbackisunhelpful.Beprecise.Whatmadeitgood?
• WhatcouldhavebeenEVENbetterintheinterview?Again,giveprecisefeedback,sayingitintheconstructive,notthenegative.
• E.G.Not“givebettersummaries”but“whenyouheartheinterviewee’sanswer,checkouttheirkeypointswiththemtoensurethatyouhaveproperlyunderstoodthemandgivethemthechancetocorrectyoursummary.:
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Interviewinginpairs• Idealarrangement– tointerviewinpairs.
• Onepersonleads/chairstheinterview:• Keepstheinterviewtotime• Introducestheinterviewprocess• Askssupplementaryquestionsifneeded• Providesashortsummaryofwhatwaslearntintheinterview• Closestheinterview
• Secondpersonasksthemainquestions
• Bothpeoplegiveeachotherfeedbackprivatelyaftertheinterviewonwhatwentwell,whatcouldbeevenbetterinthenextinterview.
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KeyAEquestionsfromDream:whatmightbethebestyoucouldbe?
The best that we can be1. What is your dream for your service? Your clinical care? 2. Why is that important to you?3. If the service were truly effective, being the best that
you can be, what would it look like? 4. What would you (your service, yourself) be doing?
• What would you see? • How would you feel? • How would you describe this new system of care delivery to
your peers?
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KeyAEquestions:deliveryphaseNowthatimprovementhasbeendefined,considerwhatstepsareneededtomakethedreamcometolifeinthefuture:
1. Ifyouwantyourdreamtobecomereality,what doyouneedtodo?
2. What needstohappen– whatactionneedstotakeplace?Whatelse?
3. Who needstodowhat,bywhen?(IdentifySMARTgoalsbasedonanassessmentofcurrentresources)
4. Which ofyouridentifiedstrengthscanmosthelpintheachievementofyoudream?
5. Howdoyouknowthatwhatyouproposecanwork?6. What doyouneedtodotostrengthentheforcesthatcanhelp?7. What doyouneedtodotoreducetheeffectoftheforcesthat
wouldpreventyoufromachievingyourdream?
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Howtohandleadifficultinterview…
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SomereferencesqDenning,S:TheLeader’sGuidetoRadicalManagement:ReinventingtheWorkplaceforthe21st Century(Jossey-Bass,2010);http://www.forbes.com/sites/stevedenning/2011/07/23/how-do-you-change-an-organizational-culture/#4944ce183baa
qPink,D.Drive:TheSurprisingTruthAboutWhatMotivatesUs,CanongateBooks,2010
qWheatley,M: TurningToOneAnother:SimpleConversationsToRestoreHopeToTheFuture,Berrett-KoehlerPublishers,Inc.;February2009
qOwen,H:OpenSpaceTechnology- auser’sguide,Berrett-KoehlerPublishers,2008
qPatientVoices/DigitalStorieswww.pilgrimprojects.co.ukwww.patientvoices.org.uk
qAndersonD&L:,BeyondChangeManagement:AdvancedStrategiesforToday'sTransformationalLeaders,2008
qBallatt,J&CamplingP:IntelligentKindness:reformingthecultureofhealthcare, RoyalCollegeofPsychiatrists2011
qCooperriderD,etal,TheAppreciativeInquiryHandbook,Lakeshore,Ohio,2003– seealsoTheThinBookofAE/I
qWenger,E.CommunitiesofPractice,Learning,meaningandidentity,CambridgeUniversityPress2002
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Evaluation1. What was most helpful today & why?
2. What was least helpful & why?
3. What is the key message which you will take away with you from today?
4. Any other comments?