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Twitter: #Caring4NHSpeople #OurNHSpeople
Improving Psychological Safety during times
of rapid change
Virtual Community Mee...
Twitter: #Caring4NHSpeople #OurNHSpeople
Introduce yourself in the chat box
Say:
• Who you are
• Where you are today
• You...
Twitter: #Caring4NHSpeople #OurNHSpeople
Leading Compassionately throughCOVID-19
Online resources, including 3 minute guid...
Twitter: #Caring4NHSpeople #OurNHSpeople
Introduce yourself in the chat box
Say:
• Who you are
• Where you are today
• You...
Twitter: #Caring4NHSpeople #OurNHSpeople
To join the mailing list of people who get the
information about this community:
...
Twitter: #Caring4NHSpeople #OurNHSpeople
What is your main role in supporting the wellbeing
of NHS people and/or people in...
Twitter: #Caring4NHSpeople #OurNHSpeople
Improving Psychological Safety during times
of rapid change
Virtual Community Mee...
8 |
• Offer support, ideas, knowledge and wisdom to those with a role in
supporting the health and wellbeing of people wor...
Twitter: #Caring4NHSpeople #OurNHSpeople
• Welcome – Elizabeth Nyawade & Zoe Lord
• Update on the National Support Offer –...
Twitter: #Caring4NHSpeople #OurNHSpeople
The team today
Chat box facilitators
Dr Sonya
Wallbank
Contributors
Zoe Lord
Faci...
An update on
the National
Wellbeing Offer
Dr Sonya Wallbank
Health and Wellbeing Clinical
Lead, NHS England &
Improvement
@people_nhs
#Caring4NHSpeople
Stay in touch and up to date
https://people.nhs.uk
What changes has your team experienced
since the onset of the pandemic:
1. No changes in team members or workload
2. Same ...
Twitter: #Caring4NHSpeople #OurNHSpeople
Teaming to create our
new future
Professor Amy Edmondson
Novartis Professor of Le...
TEAMING
Amy C. Edmondson HARVARD UNIVERSITY NHS MAY 2020
TO CREATE
OUR
NEW
FUTURE
18
USING TEAMWORK TO REBUILD AND REINVENT
teams (n.) and team • ing (v.)
• You cannot be expert on everything
• Your succe...
19
20
THE S-CURVE OF ORGANIZATIONAL LIFECYCLES
Companies face a major risk of
failure at two key (break) points in
their life...
21
NAVIGATING BREAK POINTS
Getting from Phase 1 to 2
1. Experiment vigorously and
broadly to discover what works
and how t...
22
HOW ARE YOU TEAMING TO AVOID THE BREAK POINT IN
DELIVERING CARE IN THE PANDEMIC?
Getting from Phase 1 to 2
1. Experimen...
23
TEAMING TO AVOID THE BREAK POINT?
24
MANAGEMENT LOGIC FAILS ORGANIZATIONS IN A CRISIS
MANAGEMENT LOGIC
PRESCRIBE & CONTROL
ASSUMES PREDICTABILITY
SIMPLE INT...
25
REPLACE MANAGEMENT LOGIC WITH INNOVATION LOGIC
MANAGEMENT LOGIC
PRESCRIBE & CONTROL
ASSUMES PREDICTABILITY
SIMPLE INTER...
26
FOSTERING TEAMING ACROSS SILOES
1. Never stop calling attention to your shared
purpose
2. Be explicit that you see dive...
27
ELEMENTS OF EFFECTIVE TEAMING
Software2
Hardware1
28
ELEMENTS OF EFFECTIVE TEAMING
• Scoping
• Structuring
• Sorting
Hardware1
Tentative goals & resources
Clarify interface...
29
TEAMING WITHOUT A BLUEPRINT  “EXECUTION-AS-LEARNING”
It’s agile, collaborative & iterative:
• Your teams face many UNK...
30
• Purpose
• Psychological Safety
• Empathy
Software2
ELEMENTS OF EFFECTIVE TEAMING
What’s at Stake
For Voice
Consider o...
31
A belief that the context is safe for
speaking up with ideas, questions,
concerns, or failures – confidence
that your v...
32
PSYCHOLOGICAL SAFETY IS NOT:
x Being nice
x Freedom from conflict
x A guarantee that all
your ideas will be
applauded
x...
33
Urgency
PsychologicalSafety
URGENCY + PSYCHOLOGICAL SAFETY  PROBLEM-SOLVING
HIGHLOW
HIGH
Problem-Solving ZoneComfort Z...
34
FEAR THAT IS SHARED IS PRODUCTIVE
Interpersonal Fear at Work
Subtle/Hidden
Experienced Alone
Concerned with What Others...
35
Overcoming
Instincts to Lead
Effectively
Human instincts, combined with
management training, lead us to
the wrong appro...
Twitter: #Caring4NHSpeople #OurNHSpeople
In Conversation with…
Dr Helen Bevan
NHS Horizons
Team
Professor Amy Edmondson
No...
Very helpfulNot helpful
To what extent has today’s session been useful in
your own role supporting staff health and wellbe...
Please share in the chat box
one practical action are you
going to take following our
session today.
#Caring4NHSPeople Improving Psychological Safety during times of rapid change 13 May 2020
#Caring4NHSPeople Improving Psychological Safety during times of rapid change 13 May 2020
#Caring4NHSPeople Improving Psychological Safety during times of rapid change 13 May 2020
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#Caring4NHSPeople Improving Psychological Safety during times of rapid change 13 May 2020

  1. 1. Twitter: #Caring4NHSpeople #OurNHSpeople Improving Psychological Safety during times of rapid change Virtual Community Meeting 13th May 4pm Welcome to our weekly wellbeing webinars: The health and wellbeing of our NHS people during the Covid-19 response
  2. 2. Twitter: #Caring4NHSpeople #OurNHSpeople Introduce yourself in the chat box Say: • Who you are • Where you are today • Your job role • What are you hoping to learn today? • Send to “all participants” To join the wellbeing community list, click on the link at http://horizonsnhs.com/caring4nhspeople/
  3. 3. Twitter: #Caring4NHSpeople #OurNHSpeople Leading Compassionately throughCOVID-19 Online resources, including 3 minute guides based on 10 key leadership behaviours at https://people.nhs.uk/support-for-leaders/ Coaching and Mentoring for Line Managers (18th May) • 2 solutions-focussed 1-hour coaching sessions for leaders at all levels • Matching with Military Mentor from Centre For Army Leadership, Sandhurst • Crisis Coaching for Senior Leaders *limited places* Email: england.covid19-coachingandmentoring@nhs.net
  4. 4. Twitter: #Caring4NHSpeople #OurNHSpeople Introduce yourself in the chat box Say: • Who you are • Where you are today • Your job role • What are you hoping to learn today? • Send to “all participants” To join the wellbeing community list, click on the link at http://horizonsnhs.com/caring4nhspeople/
  5. 5. Twitter: #Caring4NHSpeople #OurNHSpeople To join the mailing list of people who get the information about this community: http://horizonsnhs.com/caring4nhspeople/ Building a Wellbeing Community
  6. 6. Twitter: #Caring4NHSpeople #OurNHSpeople What is your main role in supporting the wellbeing of NHS people and/or people in partner organisations? Pick the MAIN one POLL If you are on YouTube or the poll doesn’t work for you on Zoom, write your number in the chatbox 1. Health and wellbeing lead 2. Occupational Health 3. Trade Union or Professional Association 4. Organisation Development (OD) 5. Diversity and Inclusion lead 6. Clinical psychologist 7. Workforce/HR 8. Line manager/leader/non-exec 9. Other (please specify in the chatbox)
  7. 7. Twitter: #Caring4NHSpeople #OurNHSpeople Improving Psychological Safety during times of rapid change Virtual Community Meeting 13th May 4pm Welcome to our weekly wellbeing webinars: The health and wellbeing of our NHS people during the Covid-19 response
  8. 8. 8 | • Offer support, ideas, knowledge and wisdom to those with a role in supporting the health and wellbeing of people working in health and care • Share the range of wellbeing support activities that are available to people working in health and care • Connect with each other and collectively build our community of those who support the health and wellbeing of our NHS people Aims of the Wednesday sessions To:
  9. 9. Twitter: #Caring4NHSpeople #OurNHSpeople • Welcome – Elizabeth Nyawade & Zoe Lord • Update on the National Support Offer – Dr Sonya Wallbank • Teaming to create our new future – Professor Amy Edmondson • In conversation with – Professor Amy Edmondson and Helen Bevan • Call to action & closing remarks - Elizabeth Nyawade & Zoe Lord
  10. 10. Twitter: #Caring4NHSpeople #OurNHSpeople The team today Chat box facilitators Dr Sonya Wallbank Contributors Zoe Lord Facilitators Social Media Leigh Kendall Elizabeth Nyawade Helen Bevan Professor Amy Edmondson Karen DumainLouise Pratt Paul Woodley Technical hosts Zarah Mowhabuth Tej RiatClaire Shields Selina Robinson YouTube host Ian Baines
  11. 11. An update on the National Wellbeing Offer Dr Sonya Wallbank Health and Wellbeing Clinical Lead, NHS England & Improvement
  12. 12. @people_nhs #Caring4NHSpeople Stay in touch and up to date https://people.nhs.uk
  13. 13. What changes has your team experienced since the onset of the pandemic: 1. No changes in team members or workload 2. Same team members but heavier workload 3. Major changes in team members but no change in workload 4. Major changes in team members and heavier workload If you are on YouTube or the poll doesn’t work for you on Zoom, write your number in the chatbox
  14. 14. Twitter: #Caring4NHSpeople #OurNHSpeople Teaming to create our new future Professor Amy Edmondson Novartis Professor of Leadership & Management, Harvard Business School
  15. 15. TEAMING Amy C. Edmondson HARVARD UNIVERSITY NHS MAY 2020 TO CREATE OUR NEW FUTURE
  16. 16. 18 USING TEAMWORK TO REBUILD AND REINVENT teams (n.) and team • ing (v.) • You cannot be expert on everything • Your success will rely on multiple sources of expertise • Bringing them together effectively is vital Teaming is teamwork on the fly-coordinating and collaborating, across boundaries, without the luxury of stable team structures… it’s especially needed in a crisis.
  17. 17. 19
  18. 18. 20 THE S-CURVE OF ORGANIZATIONAL LIFECYCLES Companies face a major risk of failure at two key (break) points in their lifecycles: 1. The risk of never making it past the startup phase 2. The risk of obsolescence after a long period of success
  19. 19. 21 NAVIGATING BREAK POINTS Getting from Phase 1 to 2 1. Experiment vigorously and broadly to discover what works and how to streamline and improve operations. 2. Share failures and successes quickly to avoid the waste of repeat failures and to scale up successes 3. Document and formalize processes that work to speed their implementation Getting from Phase 2 to 3 1. Proactively seek signals that the model is running out of steam . 2. Get out into the world to find new customers and detect new unmet needs 3. Encourage renewed experimentation and reinvention of the business model = A TEAM SPORT NEW = A TEAM SPORT
  20. 20. 22 HOW ARE YOU TEAMING TO AVOID THE BREAK POINT IN DELIVERING CARE IN THE PANDEMIC? Getting from Phase 1 to 2 1. Experiment vigorously and broadly to discover what works and how to streamline and improve operations. 2. Share failures and successes quickly to avoid the waste of repeat failures and to scale up successes 3. Document and formalize processes that work to speed their implementation = A TEAM SPORT
  21. 21. 23 TEAMING TO AVOID THE BREAK POINT?
  22. 22. 24 MANAGEMENT LOGIC FAILS ORGANIZATIONS IN A CRISIS MANAGEMENT LOGIC PRESCRIBE & CONTROL ASSUMES PREDICTABILITY SIMPLE INTERDEPENDENCIES EMPHASIS ON EFFICIENCY CLEAR SHARED CRITERIA FAILURE IS EVIDENCE OF INCOMPETENCE HIERARCHICAL MONITORING & SUPPORT INNOVATION LOGIC ENABLE & LEARN ASSUMES UNCERTAINTY COMPLEX INTERDEPENDENCIES EMPHASIS ON EXPERIMENTATION COMPETING & SHIFTING CRITERIA SMART FAILURE IS ESSENTIAL TO PROGRESS PEER MONITORING & SUPPORT
  23. 23. 25 REPLACE MANAGEMENT LOGIC WITH INNOVATION LOGIC MANAGEMENT LOGIC PRESCRIBE & CONTROL ASSUMES PREDICTABILITY SIMPLE INTERDEPENDENCIES EMPHASIS ON EFFICIENCY CLEAR SHARED CRITERIA FAILURE IS EVIDENCE OF INCOMPETENCE HIERARCHICAL MONITORING & SUPPORT STAY IN YOUR OWN LANE INNOVATION LOGIC ENABLE & LEARN ASSUMES UNCERTAINTY COMPLEX INTERDEPENDENCIES EMPHASIS ON EXPERIMENTATION COMPETING & SHIFTING CRITERIA SMART FAILURE IS ESSENTIAL TO PROGRESS PEER MONITORING & SUPPORT UTTERLY DEPENDENT ON CROSS-SILO TEAMING
  24. 24. 26 FOSTERING TEAMING ACROSS SILOES 1. Never stop calling attention to your shared purpose 2. Be explicit that you see diverse perspectives are a resource – for joint problem-solving in support of that purpose 3. Create forums for cross-silo sharing to build mutual understanding and empathy as part of teaming to get work done
  25. 25. 27 ELEMENTS OF EFFECTIVE TEAMING Software2 Hardware1
  26. 26. 28 ELEMENTS OF EFFECTIVE TEAMING • Scoping • Structuring • Sorting Hardware1 Tentative goals & resources Clarify interfaces for coordination Prioritize “Reciprocal” Tasks
  27. 27. 29 TEAMING WITHOUT A BLUEPRINT  “EXECUTION-AS-LEARNING” It’s agile, collaborative & iterative: • Your teams face many UNKNOWNS • Team members must bring in different EXPERTISE at different times. • They lack a fixed set of DELIVERABLES or fixed ROLES. • They must do NEW things that haven't been done before. • They must ACT – to learn. • They will FAIL now & then, along the way…
  28. 28. 30 • Purpose • Psychological Safety • Empathy Software2 ELEMENTS OF EFFECTIVE TEAMING What’s at Stake For Voice Consider others’ views & needs
  29. 29. 31 A belief that the context is safe for speaking up with ideas, questions, concerns, or failures – confidence that your voice will be valued. Think of it as felt permission for candor. PSYCHOLOGICAL SAFETY
  30. 30. 32 PSYCHOLOGICAL SAFETY IS NOT: x Being nice x Freedom from conflict x A guarantee that all your ideas will be applauded x Permission to slack off x A license to whine x Oversharing x The Goal...
  31. 31. 33 Urgency PsychologicalSafety URGENCY + PSYCHOLOGICAL SAFETY  PROBLEM-SOLVING HIGHLOW HIGH Problem-Solving ZoneComfort Zone Apathy Zone Interpersonal Anxiety Zone
  32. 32. 34 FEAR THAT IS SHARED IS PRODUCTIVE Interpersonal Fear at Work Subtle/Hidden Experienced Alone Concerned with What Others Think Inhibits Innovation Fear Related to COVID-19 Obvious/Explicit A Shared Experience Concerned with What We Can Do Promotes Innovation To the extent that your people have felt more comfortable than usual expressing their concerns and questions, how can you keep that transparency and vulnerability alive in the future?!
  33. 33. 35 Overcoming Instincts to Lead Effectively Human instincts, combined with management training, lead us to the wrong approach in a crisis. What’s instinctive when facing uncertainty Waiting for additional information Downplaying the threat and withholding bad news Doubling down to explain your actions more clearly Staying the course What’s needed in a crisis Acting quickly on what you know Communicating with transparency Taking responsibility and focusing on solving problems Engaging in constant updating “A leader’s job is to paint reality and give hope.”
  34. 34. Twitter: #Caring4NHSpeople #OurNHSpeople In Conversation with… Dr Helen Bevan NHS Horizons Team Professor Amy Edmondson Novartis Professor of Leadership & Management, Harvard Business School
  35. 35. Very helpfulNot helpful To what extent has today’s session been useful in your own role supporting staff health and wellbeing during and after Covid-19? POLL If you are on YouTube or the poll doesn’t work for you on Zoom, write your number in the chatbox
  36. 36. Please share in the chat box one practical action are you going to take following our session today.
  • NicWilkinson2

    May. 20, 2020
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    May. 18, 2020
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    May. 17, 2020

#Caring4NHSPeople Wellbeing Webinar - Improving Psychological Safety during times of rapid change. More information: http://horizonsnhs.com/caring4nhspeople/

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