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Coach - 2016
This document summarizes a keynote presentation about organizational innovation. It discusses how organizations are designed for performance and efficiency rather than innovation. Innovation requires behaviors like collaboration, idea sharing, learning from failure, and balancing loose and tight processes. A Behavioral Trust Framework is introduced to measure innovation capacity based on levels of trust between individuals and organizations. Trust is built through behaviors like competence, consistency, openness, and willingness to be vulnerable. The framework can be used to identify actions to increase innovation by reducing controls and building trusted partnerships.
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Coach - 2016
- 1. WHAT GOT YOUHERE WON'T GET YOU THERE Dr. Andrew Maxwell, Canadian Innovation Centre and York University Keynote for COACH, September 30 2016 The innovator has for enemies all those who have done well under the old conditions. Machiavelli
- 2. IF INNOVATION ISIMPORTANT, WHY AREN’T WE BETTER AT IT? Challenges: • Pressure to cut costs, and improve service • Adopt new technology that allows us to treat more conditions • Better utilize data to make informed decisions Struggles: • We don’t fully understand what innovation is • Our organizations/process are not designed to innovate • Our people don’t know how to adopt innovation It’s easy to come up with new ideas; the hard part is letting go of what worked for you two years ago, but will soon be out of date. Roger von Oech
- 3. INNOVATION IS • Anyproject that is new to your organization and has an uncertain outcome • Not improvement, but changing what your organization does, and how people in your organization behave/make decisions • But your organization is designed for improvement, not innovation, and an improvement culture stifles innovation Discovery consists of seeing what everybody has seen and thinking what nobody has thought. Albert von Szent-Gyorgy
- 4. THE DICHOTOMY OF ORGANIZATIONALINNOVATION Performance engine success • Efficiency • Repeatability • Predicatability Innovation engine success • Speed • Impact • Failure Great energy only comes from a correspondingly great tension of opposites. Carl Jung
- 5. ORGANIZING FOR PERFORMANCE CEO MedicalPrograms Administration Research Quality Education Human Resources If you always do what you always did, you will always get what you always got. Albert Einstein
- 6. Director, Medical Professional Practice Program Chiefs* Medical Department Chiefs EVP Programs, Chief Medical Executive EVP, Chief Administrative Executive Board of Directors President & Chief Executive Officer President, Medical/Dental Midwifery Staff Association VP Communications & Stakeholder Relations Chair, Medical Advisory Committee EVP Programs VP Research Cancer Program Cardiac Program Trauma, Emergency & Critical Care Program Women and Babies Program Prehospital Medicine Brain Sciences Program Musculoskeletal Program St. John’s Rehab Program Veterans and Community Program - Veterans Centre - Primary, Acute & In-Patient Care VP Corporate Strategy and Development, Chief Information Officer VP Finance and Chief Financial Officer Infection Prevention and Control Laboratories Medical Imaging OR and Related Services Plant Operations & Maintenance Environmental Services Food Services Legal Services Radiation Safety Foundation President & CEO VP Human Resources & Organizational Development & Leadership VP Education VP Quality & Patient Safety, Chief Nursing and Health Professions Executive
- 7. HOW TO BECOMEMORE INNOVATIVE TIME 100%PEOPLE 100% 100%PEOPLE 100%TIME Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow. William Pollard
- 8. THE DICHOTOMY OFORGANIZING FOR INNOVATION Innovation Director Medical Programs Administration Services Performance Director Medical Programs Administration Services Ambidextrous Leader The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man. George Bernard Shaw
- 9. AMBIDEXTERITY PERFORMANCE ENGINE Characterized asexploitation • Follow the rules and drive out variance and slack • Focus on serving existing customers and their needs • Manage and refine existing competencies • Optimize the organization for existing rules • Make money now If you look at history, innovation doesn't come just from giving people incentives; it comes from creating environments where their ideas can connect. Steven Johnson INNOVATION ENGINE Characterized as exploration • Break the rules and promote variance and slack • Serve new customers with new needs • Develop and lead new competences • Develop new organization system with new rules • Make money later
- 10. Between the gapsin the organization and between organizations • Innovation involves: • Sharing ideas, knowledge and resources • Collaboration and trust • Increasing innovation capacity involves: • Changing behaviors and working in new ways • Creating new partners and relationships Trust is the universal lubricant that enables innovation, it enables the innovation engine to engage with the performance engine. Andrew Maxwell BUT WHERE DOES INNOVATION HAPPEN?
- 11. • Team andcross-functional collaboration • Sharing ideas with internal and external partners • Two way, open, knowledge exchange, • Deferred judgment and idea exploration • Speedy decision making • Experimentation and willingness to learn from failure • Incentives that reward new activities • Achieving balance between loose practices & tight processes Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable. William Pollard WHAT BEHAVIOURS INCREASE INNOVATION CAPACITY?
- 12. TRUST AS ABEHAVIOURAL CONSTRUCT • Moving trust from a sentiment, to a behaviour that can be audited. • Developed Behavioural Trust Framework (BTF) to enable individuals to understand how to build, damage or violate trust. • Enables individuals to decide who to trust and build trust based relationships • Higher levels of trust reduce relationship risk and foster innovation
- 13. INNOVATION Innovation Capacity isa ƒ(level of trust) The level of trust = ∫(Trust building - trust damaging) behaviours – ƒ(controls) MEASURING INNOVATION CAPACITY Collaboration is important not just because it's a better way to learn. The spirit of collaboration is penetrating every institution and all of our lives. So learning to collaborate is part of equipping yourself for effectiveness, problem solving, innovation and life-long learning in an ever-changing networked economy. Don Tapscott
- 14. Trusting: • Disclosing: Showsvulnerability by sharing confidential information • Reliance: Willingness to be vulnerable through reliance on others • Receptive: Demonstrates ‘coachability’ and willingness to change Capability: • Competent: Displays relevant technical and/or business ability • Experienced: Demonstrates relevant work/training experience • Judgment: Shows ability to make accurate / objective decisions Trustworthiness: • Consistent: Displays of behavior that confirm previous promises • Benevolent: Exhibits concern about well-being of others • Alignment: Actions confirm shared values and/or objectives Communication: • Accurate: Provides truthful and timely information • Explanation: Explains details & consequence of information provided • Openness: Open to new ideas or new ways of doing things 14Behavioural Trust Framework
- 15. ! ! ! ! ! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!CAPABILITY! ! Competen ce!! Values!and!displays! technical!and!business! mastery! Displays!strong,!directly! relevant!technical! and/or!business!ability! Demonstrates!related! technical!and/or! business!ability! Lacks!context<specific! technical!and/or! business!ability! Relies!on!irrelevant! and!inappropriate! technical!and/or! business!ability!to! make!decisions! Discounts! importance!of!or! undervalues! technical!and/or! business!ability! Misrepresents!ability! by!claiming!non< existent!competence! Experience! Values!expertise!and!Is! recognized!as!an! expert!! Demonstrates!strong,! directly!relevant! knowledge,!skills,!and! expertise! Demonstrates!related! knowledge,!skills,!and! expertise! Lacks!relevant!and! related!knowledge,! skills,!and!expertise!! Applies!irrelevant!and! inappropriate! knowledge!and!skills! when!making! decisions! Discounts! importance!of,!or! undervalues! knowledge!and!skills! Misrepresents! expertise!by!claiming! non<existent! knowledge!and!skills! Judgment! Seeks!out!information! and!consistently! applies!a!recognized! process!of!deliberation! to!draw!conclusions! and!make!decisions! Demonstrates!accurate! and!well<considered! conclusions!and! decisions! Generates!considered! conclusions!and! decisions! Has!difficulty! deliberating!and! reflecting!in!order!to! form!conclusions!and! make!decisions! Relies!inappropriately! on!own!unconfirmed! assumptions,!third< parties!or!erroneous! information!when! forming!conclusions! and!making!decisions! Discounts!all!but! own!sources!of! information!and! comes!to!conclusions! and!decisions! without!the!benefit! of!deliberation!or! reflection!! Gathers!irrelevant! and!misleading!or! false!information!to! support!own! conclusions!and! decisions! ! +5!+3! +1! 0! >1! >3! >5! TRUSTWORTHINESS!! Consistency! Proactively!articulates! promises!and! agreements!and!holds! self!accountable!for! meeting!them! Takes!actions!to! achieve!stated! promises!and!keep! agreements! Demonstrates!efforts! to!meet!stated! promises!and!keep! agreements! Exhibits! unpredictability!in! meeting!promises!and! keeping!agreements! ! Shows!contradictions! between!promises/! agreements!and! actions! Fails!to!keep! promises!and! agreements! Makes!promises!and! agreements!without! intention!to!keep! them! Benevolence! ! Puts!well<being!of! others!ahead!of!own! interests!in!decisions! and!actions! ! Demonstrates!concern! about!the!well<being!of! others!in!decisions!and! actions! Considers!the!well< being!of!others!in! decisions!and!actions! Unaware!of!the!impact! of!decisions!and! actions!on!others! Ignores!the!well< being!of!others!in! decisions!and!actions! Shows!self<interest! ahead!of!others’! well<being!in! decisions!and!actions! Takes!advantage!of! others!when!they!are! vulnerable! Alignment! Works!to!uncover!and! realize!shared!values! and/or!objectives! Takes!actions!to! achieve!shared!values! and/or!objectives! Takes!actions!that! support!shared!values! and/or!objectives! Unwittingly!takes! actions!without! consideration!of! shared!values!and/or! objectives! Ignores!shared!values! and/or!objectives! when!taking!actions! Acts!in!ways!that! contravene!shared! values!and/or! objectives! Disrespects!shared! values!and/or! objectives! Behavioural TrustFramework: Trustworthiness/Capability
- 16. ! ! ! +5! +3!+1! 0! >1! >3! >5! TRUSTING! Disclosure! Shows!vulnerability!by! appropriately!sharing! confidential! information! Responds!to!others!who! share!confidential! information!by! reciprocating! appropriately! Accepts!confidential! information!from! others!respectfully;! does!not!reciprocate! Avoids!or!skirts! situations!involving! confidential! information! Withholds!information! or!shares!confidential! information!without! considering!the! consequences! Inappropriately! shares!confidential! information!or! withholds!needed! information! Uses!inappropriate! methods!&!contacts! to!unearth!or! distribute! confidential! information!for!own! benefit! Reliance! Entrusts!authority!to,! and!depends!on,! others! Has!confidence!in! others!and!is! comfortable!depending! on!others!! Depends!on!others! who!have!a!proven! track!record! Depends!on!others!for! tasks,!reluctant!to! share!accountability! and!authority! Is!reluctant!to!give!up! control,!or!imposes! constraints!on!others’! work!or!contribution! Is!unwilling!to!be! represented!by! others,!or!dismisses! their!participation! Stays!detached!and! works!independently! from!others! Receptiveness! Demonstrates! ‘coachability’!and! willingness!to!change! opinions!and!actions! Is!open!and!attentive!to! feedback!and!acts!on!it! Listens!to,!and! acknowledges! feedback;!sometimes! acts!on!it! Pays!cursory!attention! to!feedback,!does!not! engage!with!others!to! solicit!it! Deflects!feedback!and! finds!reasons!to! postpone! implementation!of! changes! ! Refutes!feedback,! argues!own!position,! or!blames!others! Is!close<minded,! arrogant!and! opinionated;!does! not!value!input!of! others! ! COMMUNICATION! Accuracy! Proactively!provides! correct!and!complete! information! Consistently!provides! correct,!complete!and! timely!information! Provides!correct!and! complete!information! when!requested!to!do! so! Doesn’t!ensure!the! correctness!or! completeness!of! information!provided!! Unintentionally! misrepresents!or! delays!information! Consistently! misrepresents! critical!information! Deliberately!provides! erroneous! information!for!own! benefit! Explanation! Proactively!and!fully! clarifies!details!and! consequences!of! information!provided! Consistently!clarifies! details!and! consequences!of! information!provided! Clarifies!details!and! consequences!of! information!provided! when!requested!to!do! so! Provides!superficial!or! non<relevant! additional!information! or!details! Incompletely!clarifies! information!and!omits! or!forgets!to!provide! details! Dismisses!or!ignores! requests!for! information!and! clarification! Leaves!out!critical! information!in!order! to!cause!confusion! and!obfuscate!issues! for!own!benefit! Openness!! Proactively!seeks!out! and!welcomes!new! ideas!or!new!ways!of! doing!things!and!tries! them!out! Welcomes!new!ideas! and!fully!considers!their! application! Listens!to!new!ideas;! sometimes!applies! them! Pays!cursory!attention! to!new!ideas,!shows! little!interest!in!their! application! Does!not!listen!to!new! ideas!or!ignores!them! Shuts!down!new! ideas!and!argues! against!them! Deliberately! undermines!new! ideas! Behavioural TrustFramework: Trusting/Communication
- 17. • To exploreteam dynamics in organizations looking to increase innovation capacity • To identify challenges to building partnerships with new innovation partners • To facilitate coaching discussions • Evidence BTF users can identify short term actions to reduce controls, to increase trust & to repair damaged trust Apply the Behavioural Trust Framework (BTF)
- 18. For a copyof this deck or the Behavioural Trust Framework: Andrew.Maxwell@lassonde.yorku.ca Helen.Leighton@gmail.com or download from http://www.slideshare.net/AndrewMaxwellPhD/ Coach-2016 BUILDING INNOVATION CAPACITY, ONE TRUST BEHAVIOUR AT A TIME The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo