A6/B6 Unleashing Creative Action: Part 1 & 2 - K. Procter and M. Crump

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  • LS draw on emerging insights from complexity science, organizational development, and user experience.Complexity requires a different type of thinking and believing – complexity inspired approaches.LA few methods were introduced in the book Edgeware – Brenda Zimmerman, Curt Lindberg, Paul Plsek – 1998.Further developed by Keith and Henri since 2003.LS are aids – relational, flexible resources that can empower you on your journey through a complex environment.
  • How we can get hung up in our actions and our beliefs and it creates this reflexive loop.
  • How the ladder of inference can actually help us move back down the ladder to ask questions to facilitate communication and more useful action.So we come back into the actual data or observation and work with just that.
  • A6/B6 Unleashing Creative Action: Part 1 & 2 - K. Procter and M. Crump

    1. 1. Impromptu NetworkingPower of loose connections can build relationships
    2. 2. Speed Networking2 minute per personSpeak with 3 peopleAsk 2 questions: 1. What motivates you to be in healthcare? 2. What is your greatest challenges being in healthcare?
    3. 3. Speed NetworkWhat did you notice when you spoke to people??What happened in that process?
    4. 4. Speed Networking – Why start this way? What did you notice?•Encourages dialogue•Attracts deeper engagement around your questions•Invites stories to deepen as they are repeated•Gets you energized and engaged quickly•Allows everyone to participate despite learning styles
    5. 5. Speed Networking – keys to success•Start with a brief introduction•Make questions simple and one that everyone can participate in•Space: • Open • Movement across the room•Configuration: • in pairs • Speak to new people (Encourages new connections)• 3 rounds minimum•If you choose to share output in a group share back, do it carefully andpreserve confidentiality
    6. 6. Why are we here??
    7. 7. Objectives• Experience and apply 5 aids to facilitate change in complex environments where behaviors are a challenge• Understand some of the theory that support behavioral changes
    8. 8. Liberating StructuresStructures Liberating Know the Rules, Before You Break the RulesMinimum Structure Rapid innovation or Control More instant Maximum execution Liberation/Freedom Lipmanowicz, McCandless
    9. 9. Liberating Structures • Experiential learning with minimal “telling” and maximal self-discovery •You can weave them into themselves and other improvement work that you are doing •Easily applied to your own complex challenge •They draw out and build on the direct experience of everyone in the room • Use minimum structure to liberate the maximum innovation. “Min Specs”
    10. 10. Keith McCandless andHenri Lipmanowitz/PlexusInstitute 2004
    11. 11. Why on earth would anysensible healthcare leader, And that means YOU! Be interested in complexity science?
    12. 12. Frustration Strategic planning isn’t working like it should be – the future is unpredictable and emerges from interrelationships Traditional methods aren’t working anymore – top down nope! Doing to the system breeds apathy over time.
    13. 13. Have you seen these behaviors? Aggression, Forcing Buy-In Over- Secrecy and Invulnerability Control Over-extension and Burn Out NOT Taking Responsibility Dependency Blame and Mistrust Caution + Gaming the SystemAdapted by Keith McCandless in part from Bob Anderson,“From Patriarchy to Partnership”
    14. 14. We can ask someseriously important Withquestions of our Complexitysystem and explore! and LS• How does change happen?•What are the conditions forinnovation?• How do creativity and potential getreleased?•How do they get trapped?•How can we change behavior?
    15. 15. We get NEW Behaviors… Asking Questions, Asking for Help, Listening Relying On & Inviting “Local” Discovery Letting Go Removing Barriers To Innovation Working Interdependently Taking More Responsibility, Ownership with Shared Accountability Seeking Expertise, Not Rank Self- Sharing Information Freely Organization Seeking Multiple Interpretations; Risking Multiple ActionsAdapted by Keith McCandless in part from Bob Anderson,“From Patriarchy to Partnership”
    16. 16. Power in Relationships Not fixing system Not fixing partsNot fixingpeople
    17. 17. Performance naturally emerges out of therelationships and interactions on the front line through the art of the questions and guidance.
    18. 18. Unleashing is all about Engaging your PEOPLE developing SKILLS, changing BEHAVIOR, INSPIRING & MOBILIZING them19
    19. 19. LS & Other Improvement Methods DIFFERENCES SIMILARITIES • Fits entangled & everyday problems with behavioural components• Leadership support is vital • Leaders must believe solutions• Clear goal is required already exist among those whose• Metrics and data necessary behaviours need to change• Front-line engagement is • Facilitators guide “unleashing” of required tacit and latent solutions• Multidisciplinary team • Extensive participation & involvement is important measurement by front-line staff• Teamwork, communication • As solutions surface, efforts expand are key elements beyond initial expectations• Small tests of change are • By invitation, not assignment helpful • Many improvement discoveries are acted on immediately because there is local-social proof they “work” Lipmanowicz, McCandless 20
    20. 20. • First experience is enough to get you started•No mastery achieved!!! It is on-going!!!•LS are simple, powerful, and subtle•YOU will decide how to achieve results with your group•You can design a potpourri•Learn through practice while failing forward
    21. 21. Min SpecsDon’t attempt to define the outcome or behavior of the system in detail Few rules
    22. 22. 15 solutionsNoticing and Using the Influence, Discretion and Power Individuals Have Right Now What can YOU do right now to address your biggest professional challenge?
    23. 23. 15 Keys to Success: 15% • Include routinely in meeting designs •Use in-the-moment to respond to opportunities •Make sure question or purpose is clear •Give yourself reflection time • Each 15% solution will add to your understanding of what is possible •Keep the spaces safe, share judiciously
    24. 24. From Keith McCandless – www.socialinvention.com
    25. 25. Wise CrowdsThe Power of the Crowd
    26. 26. Taking time to listen• It is important to have at least 4 people at each table as you want to have a challenge presenter/listener PLUS the wise crowd to do some creative problem solving for the presenter• It is important that the presenter/listener put their back to the table and just take notes – you will have some astonishing revelations by just listening• It is important to stick to the time allotted during the 8 minutes – it is really tempting to avoid those uncomfortable silences and idea pauses to conclude there is nothing more and to move on – PLEASE LISTEN TO THE TIME KEEPER and take advantage of the time that you have.
    27. 27. • 2 minutes to present your challengeand answer any questions from yourcrowd• 4minutes for your consult (in thistime you will turn your chair aroundto face away from the crowd. Youwill just listen and take notes)• 2 minutes for debrief together toshare what you heard and whatinsights you had.• 8 min per person x 3 at your table
    28. 28. What did you notice?
    29. 29. Appreciative Interviews Creating Momentum by Building On and Designing With “What Works Right Now” •Find a person you do not know well. •Work in pairs. •Tell a success story about working successfully on a complex challenge across functions and disciplines. 1 minute•Interviewer asks the questions – 4 minutes •Report back – 10 minutes Give the story a name if you are inspired!
    30. 30. Tips on Appreciative Interviewing•Sit face-to-face and knee-to-knee•Ask about the context: When, Where,Who, How•Do Not share your own experience•Collect details of the journey: status quo,barriers, action, surprises, reversals,discoveries•Find a moment that sums up the dramaand the meaning•If inspired, offer your storyteller anengaging title for their story
    31. 31. AI Recording Format• Story Details • Conditions and assets (all the things that make the positive – When… stories possible like taking a risk, including more people, – Where… collaborating across boundaries, etc. – Who… • Each person collects a story AND the conditions and assets that make the story – How… possible – …• Single moment that sums up the meaning… – … – … – … • A title idea
    32. 32. Purposes: Appreciative Interviews•Build positive energy and momentum•Solve problems by discovering what works•Spark peer to peer learning•Develop Min Specs for success•Get to know each other through positive stories•Create a new exciting narrative about your worktogether•Discover collective power and adaptability•Repeating interviews in rapid cycles may point topositively deviant local innovations
    33. 33. Keys to Success: Apprective Interviews•Flip the themes arising from “acute proliferative dysphoria” ormalaise… when is it that we have succeeded, even in a modestway?•Start with paired interviews and build up to patterns•Make the stories and patterns visible to everyone
    34. 34. TRIZ
    35. 35. TRIZ - Purposes • Make it possible to speak the unspeakable, expose the taboos, get skeletons out of the closet • Make space for innovation or change • Lay the ground for what needs to change • Builds trust38
    36. 36. TRIZ – Keys to success: • Enter into TRIZ with a spirit of SERIOUS fun • Begin with a VERY unwanted result • Include the people that will be involved in stopping the activities that come out • Make real decisions about what will be stopped39
    37. 37. TRIZ – First Step • In your small group, compile a list of to- dos in answer to: • How can we reliably create a very unwanted result 100% of the time???? • 5 minutes • GO WILD!!!!!40
    38. 38. TRIZ – Second Step • In your group, go down your list and ask: “Is there anything we are doing that resembles that in any shape or form. What is on our list?” • Make a second list of those activities & talk about their impact • Be unforgiving • 5 minutes41
    39. 39. TRIZ – Third Step • In your group, compile the list of what needs to be stopped or changed • Take one item at a time & ask: “How am I and how are we going to stop it? What is your first move? • Be as concrete as you can • Identify who else is needed to stop the activity • 5 minutes42
    40. 40. When, where and how can you use TRIZ to STOP…..?43
    41. 41. WILL GET YOUCROWD SOURCING
    42. 42. 25/10On index cards, each participant writes:1)If you could make any change on the unit what would it be? BE realistic!!2)What would be your first step!No namesWrite legibly
    43. 43. 25/10 (Process)• Moving around the room pass the cards between you• 5 rounds• Rate from 1 = ok to 5 = really cool!• Put rating on the back of the card• At no time should you have your own card• After the last round add all the scores together - there should be 5 numbers. Total will be X out of 25
    44. 44. REFLECTIONS • Personal and organizational changes • You don’t need certification •Get started with a partner •Culture eats strategy for lunch – we must begin to change behaviors in innovative ways by tackling habits, values and beliefs
    45. 45. Thank you!! Katie Procter kprocter@bcpsqc.ca Melissa CrumpMelissa.Crump@vch.ca

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