Network organising Murray Anderson Wallace

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Think tank event informs development of healthy networks
Team Improving Capability joined forces with the Health Foundation, to hold a think tank event that explored the role of networks in health and care.

Around forty invited delegates from across health and social care attended the event in London, and offered valuable thoughts and feedback around how to make networks for improvement successful.

Following welcomes from Moira Livingston and Helen Crisp, assistant director at the Health Foundation, Murray Anderson-Wallace, from Leeds University’s Centre for Innovation in Health Management talked about ‘what do we mean by networks?’ The rest of the day was structured around facilitated workshops where delegates had the chance to learn more about networks, and identify gaps and opportunities

A set of priorities for action were identified, which will be written up and developed into a clear plan to take forward.

Comments from feedback forms completed on the day were overwhelmingly positive, including “Great to connect with others”, “Very useful discussions” and “Thought provoking, challenging and useful”

Published in: Healthcare, Education, Business
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Network organising Murray Anderson Wallace

  1. 1. ©Murray Anderson-Wallace 1998-2014 Network Organising Murray Anderson-Wallace
  2. 2. ©Murray Anderson-Wallace 1998-2014 Theories of Change Mode Aim Type of change Doing things well Steady state Reliable – 1st order Doing things better Gradual Improvement Incremental - 1st order Doing better things Transformation Systemic / Relational -2nd order (Adapted from Boydell, Blantern & Anderson-Wallace 2007)
  3. 3. ©Murray Anderson-Wallace 1998-2014 Ref: Adapted from Boydell, Blantern & Anderson-Wallace 2007
  4. 4. ©Murray Anderson-Wallace 1998-2014 Network: “a grouping of individuals, organisations or agencies organised on a non-hierarchical basis around common issues or concerns, which are pursued proactively and systemically based on commitment and trust”
  5. 5. ©Murray Anderson-Wallace 1998-2014 First linked with studying how learning occurred in apprenticeships Learning was not one-way (Master to Apprentice) but that the process of learning took place across the whole spectrum of workplace relationships (colleagues, clients, customers, suppliers) Early research… Ref: Lave & Wenger 1991
  6. 6. ©Murray Anderson-Wallace 1998-2014 Very little is achieved by single organisations alone - especially true when trying to solve intractable or “wicked” problems Useful practice is best shared peer-to-peer and sideways (role of tacit knowledge) Recognise the paradoxes, disincentives and tensions that sometimes exist to work together as “communities” Core Principles
  7. 7. ©Murray Anderson-Wallace 1998-2014 Focus is on BOTH the interests & purposes of their members AND connect back (inter- act) with the interests of local organisations, end users etc Aim is to build “social capital” & “collective value” Should be designed for evolution… ©Murray Anderson-Wallace 2008-2011
  8. 8. ©Murray Anderson-Wallace 1998-2014 Recognise that knowledge is held communally and rather than individually… Much valuable knowledge is “tacit” and can be hard to articulate... Tacit knowledge often only becomes available through “apprenticeship”, participation and gradual entry into a community Curiosity and inquiry are key skills and need to be part of the organising principles Practical Implications
  9. 9. ©Murray Anderson-Wallace 1998-2014 Power – especially how leadership, authority and accountability is handled Purpose – defining effectiveness is a collective responsibility but consensus and absolute agreement is NOT required for action Knowledge – how will the community ensure that it can embrace different types of knowledge and knowing? Communication – it’s role as a primary organising process Things to give attention to…
  10. 10. ©Murray Anderson-Wallace 1998-2014 Ignore power differentials Specify aims, objectives or desired outcomes on behalf of others Privilege plans over actions Know in advance everything that can be said and done Settle for “soggy consensus” Traps…
  11. 11. ©Murray Anderson-Wallace 1998-2014 Connect with what already exists… Set simple rules Design for evolution Keep animated – focus on action & energy Think systems – make connections Learn from difference and conflict Tips…

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