#Caring4NHSPeople Improving Psychological Safety during times of rapid change 13 May 2020

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

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/

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

To join the mailing list of people who get the
information about this community:
http://horizonsnhs.com/caring4nhspeople/
Building a Wellbeing Community

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)

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:

• 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

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

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 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

Teaming to create our
new future
Professor Amy Edmondson
Novartis Professor of Leadership
& Management,
Harvard Business School

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 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.

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

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
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

22
HOW ARE YOU TEAMING TO AVOID THE BREAK POINT IN
DELIVERING CARE IN THE PANDEMIC?
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

23
TEAMING TO AVOID THE BREAK POINT?

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

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

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

27
ELEMENTS OF EFFECTIVE TEAMING
Software2
Hardware1

28
• Scoping
• Structuring
• Sorting
Hardware1
Tentative goals & resources
Clarify interfaces for coordination
Prioritize “Reciprocal” Tasks

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…

30
• Purpose
• Psychological Safety
• Empathy
Software2
What’s at Stake
For Voice
Consider others’ views & needs

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

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...

33
Urgency
PsychologicalSafety
URGENCY + PSYCHOLOGICAL SAFETY  PROBLEM-SOLVING
HIGHLOW
HIGH
Problem-Solving ZoneComfort Zone
Apathy Zone Interpersonal Anxiety
Zone

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?!

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.”

In Conversation with…
Dr Helen Bevan
NHS Horizons
Team
Professor Amy Edmondson
Novartis Professor of Leadership
& Management,
Harvard Business School

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

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

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