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Systems leadership bevahiours

a brief overview

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Systems leadership bevahiours

  1. 1. Systems Leadership What it takes Prof Becky Malby
  2. 2. The Health and Social Care Dilemma What the NHS Experiences • Increasing complexity • Desire to create control and simple solutions • The need for certainty in an uncertain environment Based on experience in leading in transactional cultures What the NHS needs • Adaptive capability • Creative solutions • New capacity and resources • Experimentation Requiring leadership through relational culture
  3. 3. What the Future Looks Like? What sort of organising? Your Organisation Outsourced / subcontractors Alliances Strategic partners Delivery partners Joint Ventures Franchise/ licensing partners Learning partners In Malby R, Anderson –Wallace M, 2016. Networks in Healthcare – Managing Complex Relationships
  4. 4. What the Future Looks Like? What sort of organisations? 1. RED – short-term, reactive, thrives in chaos, power at the top to keep people in line. Metaphor: Wolf pack 2. AMBER – Hierachial pyramid, command and control, values stability. Metaphor: Army 3. ORANGE – Goal is to achieve growth, through innovation, management by objectives but freedom on ‘how’. Metaphor: Machine 4. GREEN – focuses on culture and empowerment to achieve employee motivation. Metaphor: Family 5. TEAL– focus on purpose, self-organising teams, peer- based, no hierarchy. Metaphor: Living system (Laloux F 2014.Reinventing Organizations)
  5. 5. Linear cause and effect models (the basis for most of our planning) assume that: • The environment can be simplified enough to be modelled into a limited number of variables. • The environment will stay constant such that the variables stay the same. • The system will be predictable in how it reacts to these variables, no matter what the feedback loops are telling it, no matter what is going on internally. Faucheux and Makaridakis (1979)
  6. 6. • Deterministic • Tame • Standardised/ replicable Hierarchy • Cooperative structures • Peers – reciprocity/ exchange • Innovative/creative • Knowledge function core Network • Complex/ Wicked • Adaptive collective responses • Intended and unintended consequences • Temporary – issue based Adaptive
  7. 7. System “A system is a perceived whole whose elements ‘hang together’ because they continually affect each other over time and operate towards a common purpose”. Peter Senge (2001) • Unified whole in service to a collective purpose. • Interdependent. • The whole is different from the parts, and no amount of understanding of the parts illuminates the whole. • Organised around shared principles.
  8. 8. Systems Leadership “Leadership is becoming increasingly complex with a growing need to deal confidently with volatility, uncertainty, chaos and ambiguity” (Ghate et al 2013 p 4) • Collaborative leadership of the system to achieve the shared purpose. • In health and social care it usually means leadership of place. • It can be an issue.
  9. 9. The capabilities of systems leaders Summarised by Senge et al. (2015) as: • Ability to work at the level of and see the nature of the whole system. • Ability to see issues through the eyes of diverse players in the system, which encourages openness in others. • Listening in order to build trust and collaboration. • Able to work with an emergent approach, freeing others to learn. • Balances longer term value creation with short term reaction, co-creating the future with and through all the ‘parts’.
  10. 10. System Leaders critical role: • Clarifying purpose and providing clear expectation • Enabling system players to make sense of the context in which they operate • Leading decisions that are congruent with the purpose and values • Questioning the underlying assumptions that govern the systems actions • Sustaining processes that make the most of the system’s capacity to adapt • Bringing in diverse people and perspectives to find new possibilities for action Doing all this as a peers (Malby and Fischer 2006)
  11. 11. Systems Leaders • Can grasp what the future could look like. • Create clear expectations of behaviour, and model this. • Are prepared to do the work of generating a shared view, realising the potential of diverse perspectives. • Are willing to give up territory for the common good. • Can lead as peers (understanding others perspectives, reaching agreements together that stick, in service to the whole). • Distribute leadership, based on agreed principles for decision-making. • Stay focused. • Are prepared to sort out the systems issues that are their responsibility (that often arise from the frontline). • Practice relational behaviours of openness, listening, questioning, learning to create the potential of new possibilities and solutions • Generate evidence to underpin decisions. • Know how and when to work with citizens (when to be accountable to citizens, when to seek feedback, and when to coproduce/ share decisions).

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