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NHS Leaders: Leading breakthroughs in complex systems

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A keynote to NHS Leadership Academy on how to lead for impact in complex systems and a networked reality. Includes insight on breakthrough innovation, the science of breakthrough, the neurobiology of …

A keynote to NHS Leadership Academy on how to lead for impact in complex systems and a networked reality. Includes insight on breakthrough innovation, the science of breakthrough, the neurobiology of breakthrough and our Breakthrough Innovation Engine.


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  • 1. leadership & the new science of breakthrough www.wecreateworldwide.com @nickjankel NHS Leaders, April 2014
  • 2. HONOUR
  • 3. A boutique innovation, strategy & design agency solving problems that matter with breakthroughs driven by We are... A bespoke leadership development consultancy focused on helping teams and individuals have breakthroughs We are... !
  • 4. Our services ! ! Social innovation & service design Leadership development Programme design Top talent & emerging leader programmes Storytelling for leaders Executive & peer coaching Coaching training Culture design & micro-interventions
  • 5. ENERGY, WELLNESS & FLOW HAPPINESS, RESILIENCE & BALANCE MINDFULNESS, MOOD & MOTIVATION COLLABORATION, TEAM WORK & NETWORKING CREATIVITY, INNOVATION & CONFIDENCE VISION, COMMITMENT & SUSTAINABILITY PURPOSE, VALUES, CHANGE- MAKING
  • 6. Bmusic
  • 7. Cubism
  • 8. ASSUMPTIONS mother of all $%^# Ups !
  • 9. Sydney Finkelstein, Why Smart Executives Fail “Failures [are] caused by four patterns of behavior: flawed executive mindsets that throw off a company’s perception of reality; delusional attitudes that keep this inaccurate reality in place; breakdowns in communications systems developed to handle potentially urgent information; and leadership qualities that keep a company’s executives from correcting their course.” Sydney Finkelstein, Why Smart Executives Fail (A study of 51 companies) “Failures [are] caused by... flawed executive mindsets that throw off a company’s perception of reality [and] delusional attitudes that keep this inaccurate reality in place.”
  • 10. wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD © Ipsos MORI / King’s College London Out of every 100 people in Britain, about how many do you think are: We have a very odd view of our population... Base: 1,015 British adults aged 16-75 Source: RSS/Ipsos MORI 2013; Census 2011, NOMIS; 2011 Census, Population and Household Estimates for England and Wales (July 2012) ONS; Families and Households, 2012 (November 2012) ONS.. 34 36 30 22 24 28 Mean 59 16 11 8 5 3 Actual ChristianAged 65+Black/AsianUnemployedMuslimSingle parents Breakthrough ASSUMPTIONS ARE RARELY ACCURATE IN A CHANGING WORLD Source: Ipsos Mori Breakthrough
  • 11. Vegetable Peel Soup Recipe Ingredients: ! 1. 1/2 cup carrot Peels 2. 1/2 cup cucumber peels 3. 1/2 cup ridged gourd peels 4. 1/4 cup potato peels 5. 1 tsp corn flour 6. Pinch of sugar 7. Salt to taste 8. Pepper powder as per taste 9. Water as per requirement Source: http://www.boldsky.com/cookery/soups-snacks- drinks/vegetarian-soup/vegetable-peel-soup- recipe-250211-aid0111.html
  • 12. “My prototype was big as a toaster, but the technical people loved it. But it was filmless photography, so management’s reaction was, ‘that’s cute — but don’t tell anyone about it.” Steven Sasson
  • 13. “People must pay late fees on rentals (on movies we have done deals with studios over).” “People massively value having their photos printed.” “Only trained clinicians should treat patients.”
  • 14. CHALLENGE people do not change ways of being / beliefs / behaviours easily! ! !
  • 15. people do not change ways of being / beliefs / behaviours easily! ! ! Not rational, self- interested maximisers
  • 16. beliefs driven by emotions SYSTEM favors predictability (surviving) over creativity (thriving) ! Sources: Antonio D’Amasio, Baba Shiv, Andrew Newberg, Jonathan Haidt IRRATIONAL
  • 17. “Emotions are mechanisms that set the brains highest goals... ! they probably evolved because they were hard to fake.” Steven Pinker
  • 18. less neural plasticity as age rely on old patterns ! ! RIGID Source: Scientific American facts & rational argument can actually reinforce old beliefs
  • 19. wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD Leadership 3H LEADERSHIP Emotions, feelings Thoughts, beliefs Actions, behaviours
  • 20. wecreateworldwide.combreakthrough for a brilliant world© 2005-2014 WECREATE WORLDWIDE LTD FINISH THESE SENTENCES (in your head)...
  • 21. wecreateworldwide.combreakthrough for a brilliant world© 2005-2014 WECREATE WORLDWIDE LTD BELIEFS DRIVE every DELIVERY MODEL, TREATMENT PLAN, ORG process & BUSINESS MODEL ! beliefs wrapped up in stories govern where we put out attention & action !
  • 22. “Whoever tells the best story wins.” John Quincy Adams
  • 23. STORIES OPEN UP SPACE FOR INNOVATION & GIVE PERMISSION FOR BREAKTHROUGH WEAVE TOGETHER EMOTIONS & REASONS TO PROMPT ACTIONS
  • 24. Definition ! leadership: enabling & empowering people to PLAY THEIR APPROPRIATE ROLE IN CO-CREATING A MORE APPROPRIATE STORY
  • 25. FITTEDNESS ENGAGING IN EMERGING REALITY NOT PAST (STORY OF THE PAST) ALIGNING OURSELVES WITH EVOLUTION
  • 26. TRIBES HUNTER- GATHERERS HIERARCHIES / BUREAUCRACIES MARKETS NETWORKS
  • 27. CRISIS Millenials are buying less cars than they used to (40%-25% of new cars). Mileage driven down. 30% less teens with licenses… holding onto old patterns whilst the world changes = no fittedness
  • 28. CONFUSION HOLDING TWO PATTERNS THAT ARE IN CONFLICT
  • 29. Chuang Tzu “Let go of your assumptions and the world makes perfect sense.”
  • 30. LET GO THE HARDEST DISCIPLINE FOR ALL LEADERS (AND SUCCESSFUL PEOPLE) ! TRIGGERS FEAR (LOSS OF ROLE, PRESTIGE, LIVELIHOOD, CERTAINTY) !
  • 31. Hilary Mantel “You have to say to yourself, I take my hands off, I let my unconscious work for me.. [It’s] desperately uncomfortable”
  • 32. DEFOCUS! FOr IMPROVISATION VS. RECITATION Sources: Liu, S., Chow, H. M., Xu, Y., Erkkinen, M. G., Swett, K. E., Eagle, M. W., et al. (2012)
  • 33. wired for efficiency over EFFECTIVENESS
 CONFORMITY OVER CREATIVITY ORGS Source: Harvard Business Review; Intro to Social Psychology
  • 34. wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD Breakthrough the breakthrough process ORDER CHAOS edge of chaos: AhA! problem OPENING UP TO breakthrough NOTCE & lET GO OF OLD patterns WEAVING OF new patterns EVALUATION MAXIMUM FEAR REDUNDANCY
  • 35. David Lynch “I can't understand why people are frightened of new ideas. I'm frightened of the old ones.”
  • 36. wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD Breakthrough Breakthrough innovation process Inspire: Stories, engagement, experiences that compel people to change and act Interplay: Collaboration, participation, crowds for better, faster, cheaper breakthrough Insight: Deep intelligence
 into systems, users, precedents that open up possibilities Breakthrough: Leveraging insights, switching assumptions and exploding myths to create transformative ideas Imagine: Vision, concepts, propositions which tap into deep, systemic insight and move the world forward towards brilliance Invent: Ecosystems, prototypes, blueprints, models that maximize positive impacts across profit, people, planet and purpose Implement: Strategy, performance, culture that overcome resistance and deliver brilliantly Ignite: Passion, purpose, intentions that align the team around a problem to breakthrough break
 through Order Chaos
  • 37. WITHOUT LOSING OTHERS... ! OR GETTING LOST OURSELVES
  • 38. 1 2 3 4 5 6 break
 through wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD Innovation Use the space to write your answers 1. problem What is the problem, in human terms? 2. Proposition What is the current
 proposition that results
 in this problem? 3. Assumptions What do we have to believe to generate and validate this proposition? 4. Breakthrough Insight What are more insightful,
 future-positive beliefs? ! 5. Breakthrough proposition What ideas or concepts to solve the problem emerge from this insight? 6. Breakthrough vision What vision do you have of the impact of this proposition? THE BREAKTHROUGH ENGINE PURPOSE What is your/org purpose? Why do you exist? 1 2 3 4 5 6 break
 through
  • 39. wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD Innovation modern computing
  • 40. wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD Breakthrough Clinical care
  • 41. wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD Innovation modern warfare “The German triumph was essentially a triumph of intellect.” Marc Bloch
  • 42. wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD Leadership 3H LEADERSHIP Emotions, feelings Thoughts, beliefs Actions, behaviours
  • 43. wecreateworldwide.com Leader Date breakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD 1 2 3 4 5 6 break
 through Use the space to write your answers 1. off What is the situation that triggers me? How do I usually react? How does my body respond? What results does this reaction create in the world? 2. off What do I usually think or say to myself about the situation? What do I believe about people, myself or the world? Who do I blame? Why? 3. off How do I feel about the people or situation? How is it a familiar feeling? 4. ON What is a more peaceful feeling? What do I need to let go off to feel connected? ! 5. on What is a more empowering, inspiring belief about people, myself or the world? How could I learn from this situation to grow? 6. on How would I respond now? What kind of results would this response deliver in the world? What impact would I have? What could I co-create? ! THE Switch: leadership mastery 1 2 3 4 5 6 break
 through PURPOSE What is my purpose? Leadership
  • 44. 1 2 3 4 5 6 break
 through wecreateworldwide.combreakthrough for a brilliant world© 2013 WECREATE WORLDWIDE LTD Leadership THE EXTENT OF OUR BREAKTHROUGHS DEPEND ON HOW DEEP WE ARE WILLING TO GO & HOW MUCH WE ARE PREPARED TO LET GO OF Order Chaos THE Switch: leadership mastery
  • 45. “Better adaptation, in however slight a degree to the surrounding physical conditions, will turn the balance.” Charles Darwin
  • 46. THE FITTEST SURVIVE 
 THE FITTED THRIVE
  • 47. FREE ebook DOWNLOAD
  • 48. pre-order now!
  • 49. Q&A
  • 50. Question us. Challenge us. Have breakthroughs with us. nick@wecreateworldwide.com nick@ripeandready.com @nickjankel

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