The document discusses a framework for leadership in change management within the NHS, emphasizing data-driven decision-making and the importance of engaged staff. It outlines a five-point plan for leaders to enhance their effectiveness and resilience while fostering a culture of improvement. Additionally, it highlights the need for reflective practices and collaboration to establish momentum in healthcare improvement initiatives.

1. 1
Source:
W Bridges: Managing
Transitions

2. 2

3. A Development Framework for Leadership for Improvement
Change Management
Setting bold aims
Personal Effectiveness
Improvement Methods
Resilience
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5. Is this typical NHS decision making?
• Manager led
• Retreat to the Boardroom
• Little if any data
• Speculation and anecdote
• “Monovoxoplegia”
5

6. • Manager led
• Retreat to the
Boardroom
• Little if any data
• Speculation and
anecdote
• “Monovoxoplegia”
• Fully engaged front line
staff
• Based in actual work
place
• Data driven/evidence
based
• Rigorous improvement
method
• Consensus decisions
based on cycles of trial
and error
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vs
vs
vs
vs
vs

7. Fillingham’s Motivational Matrix
Positive
Negative
OutlookonLife
Disillusioned
Sceptic
Enthusiastic
Pragmatist
Embittered
Cynic
Naïve
Idealist
Grip on Reality
High Low
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8. A Development Framework for Leadership for Improvement
Change Management
Service Specific Knowledge
Personal Effectiveness
Improvement Methods
Resilience
8

9. 9

10. Free resilience report
• http://www.robertsoncooper.com/iresilience
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11. A five point plan for developing as a
leader of improvement:
1. Deeply understand your current service and set ambitious
goals
2. Become expert practitioners in improvement science
3. Manage change well
4. Strive to be an “enthusiastic pragmatist”
5. Look after yourself and others
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12. 12

13. Building a movement
• Develop improvement leaders at every level
• Create time and space to meet, discuss,
support and energise
• Foster improvement work across boundaries
• Establish a reflective learning culture
• Celebrate successes and build growing
momentum
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14. “The names of the patients whose lives we have saved can never
be known. Our contribution will be what did not happen to
them. And, though they are unknown, we will know that
mothers and fathers are at graduations and weddings they
would have missed, and that grandchildren will know
grandparents they might never have known, and holidays will
be taken, and work completed, and books read, and
symphonies heard, and gardens tended, which without our
work, would never have been.”
Don Berwick, IHI
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