Power of Collective Leadership TRIZ Unconference Networks Power Randomised Coffee Trials

1. Zoe Lord @ZoeLord1
Kate Pound @KateSlater2
Power of collective leadership…

3. Our Session
• Collective Leadership
1. What is it?
2. Benefits?
3. What can I do?
• NHS Examples

4. What is collective leadership?
‘Collective leadership means everyone taking
responsibility for the success of the organisation
as a whole – not just for their own jobs. It
requires organisations to distribute leadership
power to wherever expertise, capability and
motivation sit within organisations.’

5. Benefits of collective leadership
• Strength
• Creativity
• Staff engagement & empowerment
• Talent management
• Collaboration and co creation
• Sustainability
• Commitment

6. 6

7. What has changed in your world in the last
12months?
Some examples might include…
• Demand?
• Capacity… decision making?
• Relationships?
• Workforce?
• Attitudes & behaviour?
• Culture?
• Service redesign?

8. Change is change too…

9. We still organise government departments
like the Tabulating Machine Co. of 1917
Source of image: @corp_rebels

10. Source: Innovisor

11. Adapted from Jeremy Heimens TED talk “What new power
looks like” https://www.youtube.com/watch?v=j-S03JfgHEA
old power new power
Currency
Held by a few
Pushed down
Commanded
Closed
Transaction
Current
Made by many
Pulled in
Shared
Open
Relationship

12. The design dilemma at the heart of
policy implementation
The predominant approach in recent years has been
STRUCTURE
but globally there is a big shift towards AGENCY
12

13. WHO makes change happen in your organisation?
List A
• The Transformation
Programme Board
• The programme sponsor
• The Programme Management
Office
• The leads of the [insert
number] transformation work
streams
• The Project Manager
• The Team Leader /Unit
Manager
• The Change Facilitator
Source: adapted by Helen Bevan
from Leandro Herrera

14. WHO makes change happen in your organisation?
List A
• The Transformation
Programme Board
• The programme sponsor
• The Programme Management
Office
• The leads of the [insert
number] transformation work
streams
• The Project Manager
• The Team Leader /Unit
Manager
• The Change Facilitator
List B
• The mavericks and rebels
• The deviants (positive). Who do
things differently and succeed
• The contrarians, because they can
• The nonconformists who see
things through glasses no one else
has
• The hyper-connected. Good or
bad, they spread behaviours, role
model at a scale, set mountains
on fire and multiply anything they
get their hands on
• The hyper-trusted. Multiple
reasons, doesn’t matter which
ones Source: adapted by Helen Bevan
from Leandro Herrera

15. WHO makes change happen in your organisation?
List A
• The Transformation
Programme Board
• The programme sponsor
• The Programme Management
Office
• The leads of the [insert
number] transformation work
streams
• The Project Manager
• The Team Leader /Unit
Manager
• The Change Facilitator
List B
• The mavericks and rebels
• The deviants (positive). Who do
things differently and succeed
• The contrarians, because they can
• The nonconformists who see
things through glasses no one else
has
• The hyper-connected. Good or
bad, they spread behaviours, role
model at a scale, set mountains
on fire and multiply anything they
get their hands on
• The hyper-trusted. Multiple
reasons, doesn’t matter which
ones Source: adapted by Helen Bevan
from Leandro Herrera

16. To create collective
leadership and
sustainable change
you need to create
the right
environment.
Psychological
Physical
Spiritual
Social Intellectual
Energy for Change
Source: http://www.institute.nhs.uk/tools/energy_for_change/energy_for_change_.html

17. Social energy
Energy of personal
engagement, relationships and
connections between people
It’s where people feel a sense of
“us and us”
rather than
“us and them”

18. Spiritual energy
Energy of commitment to a common
vision for the future, driven by shared
values and a higher purpose
Gives people the confidence to move towards a
different future that is more compelling than
the status quo

19. Psychological energy
Energy of courage, resilience and feeling
safe to do things differently
Involves feeling supported to make a change and
trust in leadership and direction

20. Physical energy
Energy of action, getting things done and
making progress
The flexible, responsive drive to make things
happen

21. Intellectual energy
Energy of analysis, planning and thinking
Involves gaining insight as well as planning and
supporting processes, evaluation, and arguing a
case on the basis of logic/ evidence

22. High and low ends of each energy domain
Social isolated solidarity
Spiritual uncommitted higher purpose
Psychological risky safe
Physical fatigue vitality
Intellectual Illogical reason
LOW
HIGH

23. Where are
your
strengths and
weaknesses?

24. “Leadership is not about
making clever decisions
and doing bigger deals.
It is about helping
release the positive
energy that exists
naturally within
people”
Henry Mintzberg

25. Collective leadership

26. Examples of Collective Leadership from
Health and Care

27. Coming soon… theedge.nhsiq.nhs.uk/school

28. Source: @NHSChangeDay

29. The Change Challenge
Tapping the collective brilliance
of the NHS

30. 14,000 contributions identified
10 barriers to change:
Confusing strategies
Over controlling
leadership
Perverse incentivesStifling innovation
Poor workforce
planning
One way
communication
Inhibiting
environment
Undervaluing staff
Poor project
management
Playing it safe

31. 14,000 contributions identified
11 building blocks for change:
Inspiring & supportive
leadership
Collaborative working
Thought diversityAutonomy & trust
Smart use of resources
Flexibility &
adaptability
Long term thinking
Nurturing our people
Fostering an open
culture
A call to action
Source: Health Service Journal, Nursing Times, NHS Improving
Quality, “Change Challenge” March 2015
Challenging the
status quo

32. TRIZ
TRIZ

33. What is it?
• It’s a Russian acronym:
“Teoriya Resheniya Izobretatelskikh Zadach”
• A problem solving, analysis and forecasting tool.
• Depersonalising and unpicking topics that people are
passionate about.
• Part of ‘Liberating Structures’
• Frameworks that make it possible for people and
organisations to create, do new things, to be innovative.

34. TRIZ
How could reliably ensure
policing completely fails in collective
leadership?
TRIZ

35. Step 1
As a table, make a list of all the things that we could do
to ensure we meet our goal:
How could reliably ensure
policing completely fails in collective leadership?
• Go wild!
• Use post it notes (one per action!)
• 10 minutes
TRIZ

36. Step 2
As a table group, go down your first list and ask:
Is there anything that we are currently doing that in
any way, shape or form resembles any of the actions
on your post it notes?
• If yes, move these post it notes to sheet 2.
• Be unforgiving about these items and talk about their
impact
• 8 minutes
TRIZ

37. Step 3
As a table group, go down your second list from step 2
and ask:
What could be stopped?
• Take these post it notes and move them to sheet 3.
• 8 minutes
TRIZ

38. Step 4
From the actions that can be stopped, discuss and
create an action plan for the stopping these activities.
• 8 minutes
TRIZ

39. Unconference

40. The Fundamental Law of Unconferencing
The sum of the
expertise of the
people in the
audience is greater
than the sum of
expertise of the
people on stage
Dave Winer
“
“
Source of image: www.citynet.com

41. Traditional event
The agenda is pre-set
One way learning style
with Q&A
People sit in rows or round
tables
Networking between
sessions
Hard to leave the session
once it starts
Absorbing information
Unconference
People set the agenda
Based on discussion
People sit in a circle
Networking the whole
time
Encouraged to find the
right session
Connecting to action
Source: adapted from @BCPSQC

42. The unconference:
4 principles and a law
Principles:
1. Whoever comes are the right people
2. Whatever happens is the only thing that could
have happened.
3. When it starts is the right time
4. When it's over it's over
The Law is known as the Law of Two Feet:
"If you find yourself in a situation where you are not
contributing or learning, move somewhere where
you can."

43. Our unconference process
• Think about one area of policing that you are
passionate to change and improve - And that you
would like to explore with other people.
• It should be a topic that you want to take action on.
• This will continue as homework and innovatively
presented back in plenary for 5 mins tomorrow
• Prizes to be won!!
• So… raise your hand and we will bring you a sheet!

45. Further Reading
• Bevan, H., and Fairman, S. (2014) The new era of thinking and practice in
change and transformation. NHSIQ http://www.nhsiq.nhs.uk/resource-
search/publications/white-paper.aspx
• Cullen, K. L., Palus, C. J., & Appaneal, C. (2013). Developing Network
Perspective. Center for Creative Leadership.http://insights.ccl.org/wp-
content/uploads/2013/03/DevelopingNetworkPerspective.pdf
• Donald Berwick - London 2013 Keynote Courage and the Pursuit of Better
Healthcare - Donald M. Berwick
https://www.youtube.com/watch?v=ve2fASVZCT0
• West et al (2014) http://www.kingsfund.org.uk/publications/developing-
collective-leadership-health-care
• Leading large scale change (2017) https://www.england.nhs.uk/wp-
content/uploads/2017/09/leading-large-scale-change-practical-guide.pdf

46. Randomised
Coffee Trial!
Break time!

47. Outcomes of randomised coffee trials