The document discusses a hothouse event held by NHS IQ and NHS Confederation to stimulate conversation around thought diversity and its potential to improve health care delivery and change processes. It provides an agenda and summaries of discussions from a roundtable with health leaders who shared experiences and beliefs around thought diversity. Participants identified actions like promoting grassroots movements, cross-sector working, and more inclusion of diverse voices to further thought diversity in the NHS.
This document summarizes two models of thinking styles - the Phillips 'Deva' model and the Ned Hermann Group model. The Phillips model categorizes thinking as either 'hard' (objective, tangible) or 'soft' (subjective, intangible). The Ned Hermann Group model describes four thinking styles - type A learns through logic and data, type B through organized consistent approaches, type C through group discussion and personal involvement, and type D through fun spontaneity and variety. The document also provides examples of how companies have used these models to improve team productivity, personal effectiveness, and organizational applications.
Diversity of Thought – what is it and how do you implement it as a Diversity initiative
Learning objective: Discuss creating an environment of diverse thinkers and improving successful business strategies
Diversity is a resource to be accessed and utilized for superior performance and innovation in part because of “more-than-one-way- thinking” which results in innovation and creates an agile workforce. Access to diversity of thought is blocked unless organizations also create an environment of fairness, non-discrimination, respect, trust and where employees feel that their voices matters. The social justice side of the diversity conversation is directly linked to the performance side, without it, Diversity of Thought is a human resource withheld. Diversity of thought allows for differing perspectives on ideas and unique insights into problems, it creates opportunities for innovation and partnerships in unexpected places where ideas will develop into newer and more forward-thinking ideas that can be implemented as successful business strategies.
At the end of this seminar, participants will be able to:
a. Identify Diversity of Thought and it’s evolution
b. Understand the challenges to creating a culture that Embraces Diversity of Thought
c. Implement and measure Diversity of Thought
d. Explore the Four Point Sequence and the Predictive model framework
Creativity and innovation management involves connecting ideas in new ways. There are five sources of creativity: grace (divine inspiration), accident (serendipity), association (applying ideas from one area to another), cognitive processes (normal thinking), and personality (an innate ability). Fostering creativity requires overcoming intrinsic factors like fear of failure, cultural barriers, and emotional blocks. Creativity has three main components - motivation from interest in the work, expertise and knowledge in a subject area, and flexible creative thinking. Common myths are that only certain personality types can be creative and that money is the main motivator.
MKI: Tools for Developing Innovative SolutionsMuhammad Fajar
This document discusses tools and methods for developing innovative solutions, including:
- Creativity depends on creative people, products, environments, and processes. Brainstorming, brainwriting and other group idea generation methods can help spark innovation.
- Mind maps are a visual tool to structure information and make connections to help analyze problems and generate new ideas. They can be used for brainstorming, problem-solving, note-taking, and more.
- Various factors contribute to creativity, including imagination, flexibility, personality, motivation, and environment. Overcoming barriers like fear of failure and an open organizational culture also support innovation.
The document discusses concepts from Jim Collins' book "Good to Great". It summarizes:
1) The good-to-great companies focused on getting the right people on the bus before deciding what to do, while comparison companies focused on vision and strategy first.
2) The good-to-great companies confronted brutal facts and had disciplined thought, using a "Hedgehog Concept" to simplify decisions around what they could be best at.
3) Developing a Hedgehog Concept involved understanding three intersecting circles - what you are passionate about, what you can be best in the world at, and what drives your economic engine. The good-to-great companies had insight into these areas
The document discusses creativity and innovation in management. It provides examples of experts who failed to predict the future success of new technologies like television and computers. It then outlines factors driving the need for organizations to be creative and innovative, as well as challenges they may face. Finally, it discusses definitions of creativity and innovation, theories of how the mind works creatively, environmental factors that can influence creativity, and characteristics of creative thinking and thinkers.
Interrelation Between Innovation and PersonalityMuhammad Fajar
The document discusses creativity, innovation, and personality. It begins by providing examples of sunrise and sunset industries and how companies must adapt to changing technologies. It then discusses how time-based competition can provide competitive advantages. The document outlines factors that contribute to national and business competitiveness. It emphasizes that innovation results from hard work and discipline rather than genius. The document also discusses five important minds for the future: disciplinary, synthesizing, creating, respectful, and ethical. It examines the relationship between innovation and personality by exploring the concepts of integrity, enthusiasm through desire, passion and hope, and the importance of totality by integrating the body, spirit, and mind. Finally, it discusses how spirituality is an important element for organizational success
Creativity and innovation require connecting previously unrelated ideas through skills like questioning, observing, experimenting, and networking. Questioning involves constantly asking questions to challenge assumptions, while observing means getting out into the real world to gain new perspectives. Experimenting takes things apart and prototypes new ideas, and networking with diverse groups of people from different backgrounds and industries generates new connections. Together these skills allow innovators to make new associations that lead to disruptive innovations.
This document summarizes two models of thinking styles - the Phillips 'Deva' model and the Ned Hermann Group model. The Phillips model categorizes thinking as either 'hard' (objective, tangible) or 'soft' (subjective, intangible). The Ned Hermann Group model describes four thinking styles - type A learns through logic and data, type B through organized consistent approaches, type C through group discussion and personal involvement, and type D through fun spontaneity and variety. The document also provides examples of how companies have used these models to improve team productivity, personal effectiveness, and organizational applications.
Diversity of Thought – what is it and how do you implement it as a Diversity initiative
Learning objective: Discuss creating an environment of diverse thinkers and improving successful business strategies
Diversity is a resource to be accessed and utilized for superior performance and innovation in part because of “more-than-one-way- thinking” which results in innovation and creates an agile workforce. Access to diversity of thought is blocked unless organizations also create an environment of fairness, non-discrimination, respect, trust and where employees feel that their voices matters. The social justice side of the diversity conversation is directly linked to the performance side, without it, Diversity of Thought is a human resource withheld. Diversity of thought allows for differing perspectives on ideas and unique insights into problems, it creates opportunities for innovation and partnerships in unexpected places where ideas will develop into newer and more forward-thinking ideas that can be implemented as successful business strategies.
At the end of this seminar, participants will be able to:
a. Identify Diversity of Thought and it’s evolution
b. Understand the challenges to creating a culture that Embraces Diversity of Thought
c. Implement and measure Diversity of Thought
d. Explore the Four Point Sequence and the Predictive model framework
Creativity and innovation management involves connecting ideas in new ways. There are five sources of creativity: grace (divine inspiration), accident (serendipity), association (applying ideas from one area to another), cognitive processes (normal thinking), and personality (an innate ability). Fostering creativity requires overcoming intrinsic factors like fear of failure, cultural barriers, and emotional blocks. Creativity has three main components - motivation from interest in the work, expertise and knowledge in a subject area, and flexible creative thinking. Common myths are that only certain personality types can be creative and that money is the main motivator.
MKI: Tools for Developing Innovative SolutionsMuhammad Fajar
This document discusses tools and methods for developing innovative solutions, including:
- Creativity depends on creative people, products, environments, and processes. Brainstorming, brainwriting and other group idea generation methods can help spark innovation.
- Mind maps are a visual tool to structure information and make connections to help analyze problems and generate new ideas. They can be used for brainstorming, problem-solving, note-taking, and more.
- Various factors contribute to creativity, including imagination, flexibility, personality, motivation, and environment. Overcoming barriers like fear of failure and an open organizational culture also support innovation.
The document discusses concepts from Jim Collins' book "Good to Great". It summarizes:
1) The good-to-great companies focused on getting the right people on the bus before deciding what to do, while comparison companies focused on vision and strategy first.
2) The good-to-great companies confronted brutal facts and had disciplined thought, using a "Hedgehog Concept" to simplify decisions around what they could be best at.
3) Developing a Hedgehog Concept involved understanding three intersecting circles - what you are passionate about, what you can be best in the world at, and what drives your economic engine. The good-to-great companies had insight into these areas
The document discusses creativity and innovation in management. It provides examples of experts who failed to predict the future success of new technologies like television and computers. It then outlines factors driving the need for organizations to be creative and innovative, as well as challenges they may face. Finally, it discusses definitions of creativity and innovation, theories of how the mind works creatively, environmental factors that can influence creativity, and characteristics of creative thinking and thinkers.
Interrelation Between Innovation and PersonalityMuhammad Fajar
The document discusses creativity, innovation, and personality. It begins by providing examples of sunrise and sunset industries and how companies must adapt to changing technologies. It then discusses how time-based competition can provide competitive advantages. The document outlines factors that contribute to national and business competitiveness. It emphasizes that innovation results from hard work and discipline rather than genius. The document also discusses five important minds for the future: disciplinary, synthesizing, creating, respectful, and ethical. It examines the relationship between innovation and personality by exploring the concepts of integrity, enthusiasm through desire, passion and hope, and the importance of totality by integrating the body, spirit, and mind. Finally, it discusses how spirituality is an important element for organizational success
Creativity and innovation require connecting previously unrelated ideas through skills like questioning, observing, experimenting, and networking. Questioning involves constantly asking questions to challenge assumptions, while observing means getting out into the real world to gain new perspectives. Experimenting takes things apart and prototypes new ideas, and networking with diverse groups of people from different backgrounds and industries generates new connections. Together these skills allow innovators to make new associations that lead to disruptive innovations.
LeanWA Conference: Design Thinking & Adaptive Leadership for human-centered c...Catalyz
A presentation given at the 2017 Washington State Lean conference. Introduces tools and frameworks from design thinking and adaptive leadership and how they can be used to better design organizational transformation and change initiatives.
Our ability to learn new ways to think is the power of human potential. We have to make choices about the types of thinking that we apply to a variety of different challenges. Critical Thinking is the act of examining a set of facts and analyzing and evaluating relevant information. We live in a knowledge based society, and the more critically you think the better your knowledge will be. Critical Thinking provides you with the skills to analyze and evaluate information so that you are able to obtain the greatest amount of knowledge from it. It provides the best chance of making the correct decision, and minimizes damages if a mistake does occur. Critical Thinking will lead to being a more rational and disciplined thinker. It will reduce your prejudice and bias, which will provide you a better understanding of your environment.
This workshop will provide you the skills to evaluate, identify, and distinguish between relevant and irrelevant information. It will lead you to be more productive in your career, and provide a great skill in your everyday life. Lastly, critical thinking skills will support your capacity to be innovative. Once you fully understand what it is, you can begin exploring what could be.
By the end of this workshop, participants will be able to answer the following questions:
a. What is critical thinking?
b. How can I use nonlinear thinking strategies?
c. What does it mean for me to apply logic to situations?
d. How do I know when, how, and why to think critically about a challenge?
e. What skills allow be to better evaluate facts and data?
f. How will thinking differently effect my decision outcomes?
g. How can I challenge my self to see alternate perspectives?
h. How can I increase my problem solving abilities?
The document discusses various views on organizational creativity and how it can be increased in the workplace. It presents classic and modern views of organizations, as well as systems and componential models of creativity. Some factors that can increase creativity include giving employees time for creative thinking, encouraging open communication, allocating sufficient resources, and establishing an atmosphere of cooperation. Training employees and establishing self-directed work teams or "Z organizations" are also discussed as strategies to boost creativity. Case studies of creative work environments at companies like Google, Pixar and Mindlab are provided.
This document discusses creativity and techniques for promoting creativity in teams. It begins by defining creativity as the ability to create novel and useful ideas, products, or solutions. It then discusses why studying creativity in teams is important, noting that innovation distinguishes leaders and that people can become more creative through training. The document outlines some common barriers to creativity in teams, such as unreasonable demands, fear of failure, rigid rules, and an unstimulating workplace. It concludes by describing five techniques used to promote communication and creativity in teams: brainstorming, nominal group technique, Delphi technique, electronic brainstorming, and the affinity technique.
The document discusses creativity and leadership. It describes the Creative Problem Solving (CPS) model which includes stages of clarifying situations, transforming ideas, and implementing solutions. CPS involves thinking skills like strategic, ideational, and contextual thinking paired with affective skills. The document also examines the relationship between creativity and leadership, positioning creativity as a core leadership competence needed to address complex problems. It presents models for developing creative change leaders and the interaction between person, process, environment, and products in creative change.
Leadership for Innovation: Rethinking Management and Organization ParadigmsEdward Erasmus
This document discusses innovation, leadership, and organizational change. It argues that leaders need to adapt to increasing speed of change, engage employees and customers, and focus on sustainability. Old management paradigms based on control and short-term profits are outdated. The document advocates for network-based organizations that focus on creativity, collaboration, intellectual capital, social capital, and learning to create innovation. Effective leadership requires establishing clarity of purpose, cultivating an open environment, and facilitating new ideas.
Presentation covers Creativity , Innovation, Process of Innovation, Types of Creativity,Creative Intelligence , Divergent and Convergent Thinking, Model of Creative Process, Creative Problem Solving Techniques,Roots of Human Creativity and Forms of Creativity
Steve Jobs visited Xerox PARC in 1979 and was inspired by the graphical user interface (GUI) he saw, including the mouse. However, he wanted to create something appropriate for mass audiences rather than just reproduce what was seen. Creativity involves generating something new and valuable. Creative leadership combines leadership and creativity to inspire and implement imaginative solutions. Effective creative leaders engage diverse teams, encourage collaboration, provide intellectual challenges to motivate intrinsic motivation, and embrace failures as learning opportunities.
The document discusses fostering innovation through organizational culture change. It emphasizes that leadership plays a critical role in culture and that senior leaders often resist change unconsciously. It also highlights that experimentation, trusting relationships, and ideation are important aspects of an innovative culture. The document provides frameworks for assessing trust behaviors and lists several actions organizations can take to support innovation, such as establishing an innovation strategy and rewarding experimentation.
05. Changing minds - interdisciplinary tools for behaviour changeMatt Postles
Behaviour change is a complex issue with multiple approaches across different disciplines. There is no single theory or solution, and effective policies often use a range of interventions. The document discusses three main approaches to understanding behaviour - psychological models that view individuals as social animals making choices, sociological models that study social phenomena, and theories of practice that examine the materials, competences and meanings that constitute practices. It presents the Integrated Social Marketing framework as an interdisciplinary approach that involves stakeholders, draws on multiple disciplines and works in various contexts to create substantive and lasting change. An example applies ISM to address the issue of student pre-drinking behaviour through mapping individual, social and material factors and planning potential interventions.
The document provides guidance on stimulating idea generation. It discusses blocks to creativity like fear of failure and outlines strategies to unblock creativity such as awareness, analysis, and goal setting. It then discusses techniques for creative generation like breaking assumptions and brainstorming. The document also covers evaluating ideas based on feasibility and recognizing current ideas through boundaries. Overall, the document offers a framework to develop divergent thinking abilities and foster an environment that stimulates creativity.
This document summarizes a session on adult development and vertical leadership development. The key points are:
1. Adults continue developing in predictable stages as they gain life experience, with each stage representing increasing complexity in how one thinks and acts.
2. There are at least seven transformations possible in adulthood that represent growth in one's ability to think in more complex, systemic ways.
3. Vertical development is triggered by experiences that challenge one's current ways of thinking, exposure to new perspectives, and developmental relationships/networks.
The document discusses the need for collaborative leadership to address increasing complexity in the modern world. It argues that hierarchical organizations limit information sharing and innovation, while a networked organization with shared vision and purpose could foster collective wisdom. The key skills of advocacy, inquiry, and reflection are presented as ways for leaders to develop collaboration and collective learning. When these skills are practiced, the quality of decisions and results improves.
The document discusses creative leadership skills needed for the 21st century. It summarizes findings from an IBM CEO study that found creativity is the most important leadership quality. Creative leaders encourage experimentation, make major business model changes, and take calculated risks to innovate. The document also discusses trends like increasing complexity, shorter product lifecycles, and changing nature of work that require creative leadership. It presents models for developing creative change leaders and lists qualities of creative leaders, like believing in others' creativity and living with ambiguity.
Developing creative and innovative thinking in the workplaceAquatix Pharma
This document provides an outline and overview of developing creative and innovative thinking in the workplace. It discusses what innovation and creativity are, different types of innovation, the value of creativity and innovation, and tips for enhancing creativity. It also presents frameworks for organizational creativity and innovation, including balancing the opposing forces of create and control. The document emphasizes that innovation happens through solving problems for people and outlines habits of creative thinkers. It also includes an example activity to experience the creative process in designing packaging.
This document discusses creativity and innovation. It defines creativity as the generation of new ideas or concepts, while defining innovation as the application of creative ideas. It then discusses different types of innovation including operational, management, product/service, and strategic innovation. The document also covers innovation strategies such as inventive, adaptive, economic, and innovative application strategies. Overall, the document provides an overview of creativity, innovation, and how innovation strategies can be applied.
Innovation from Everyone and Everywhere (1)Marianne Doczi
This document discusses developing sustainable innovation capabilities for 21st century New Zealand. It advocates taking an "innovation from everyone and everywhere" approach to fully harness New Zealand's human capital. The document outlines principles of innovation from all people in all places, customer-centricity, and collaboration both within and across organizations. It also discusses the skills, leadership, culture, and management practices needed in organizations to enable innovation from all sources. The goal is to start an online community to further discuss improving attitudes, skills, and practices for widespread innovation.
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
Dispositioning Advantage: A Pervert's Guide to Strategy DesignWilliam Evans
Strategy. The identification and exploitation of an opponent’s weakness. Before you can have Strategy Deployment (Policy Deployment, Hoshin Kanri), it tends to reason that you probably need a strategy to deploy. But how do you do that? What are the mechanisms? What are the methods? What are the principles that allow an organization to design a meaningful strategy?
This lively 45 (to 60 minute) romp will introduce you to the history of strategy in organizations (it’s dark, perverse, and full of dragons) from Porter to Rumelt, to Dettmer, and Boyd. Few will remember that in the early days of strategy, there was only one: drive down the experience curve and be the low-cost provider with a stream-lined supply chain. The talk will unpack what strategy actually is and more importantly, what it is not. It will painstakingly deconstruct how the term is ritually abused and misused, and then methodically introduce how strategy is a design problem, but too important to be left to the designers in their plaid shirts, funky glasses, and ernest but ultimately vapid proclamations about human-centered blah blah, validating blah, blah, buzzword bingo verbal diarrhea inventing flaccid constructs like ‘design strategy, content strategy, ux strategy’ and ‘strategic planning’.
The talk will introduce some conceptual frameworks used in military strategy and maneuver warfare, which dates back over 2,300 years to the time of Sun Tzu’s The Art of War. We’ll explore how the time-tested principles of economic and military competition can be applied to social and commercial ventures, such as software and service delivery leading to considerable benefits in coherence, focus. and profit. We’ll then introduces a reasonable, systematic set of methods to help you translate current market uncertainty, fast changing customer needs, and ever-changing technological disruptions into a meaningful strategy and organizational capability ready for Hoshin Kanri.
Transforming Perceptions of Midwifery launch report 230119Bev Matthews
This report is a summary of the outputs from the Transforming Perceptions of Midwifery launch. It includes a link to videos made on the day by midwives.
LeanWA Conference: Design Thinking & Adaptive Leadership for human-centered c...Catalyz
A presentation given at the 2017 Washington State Lean conference. Introduces tools and frameworks from design thinking and adaptive leadership and how they can be used to better design organizational transformation and change initiatives.
Our ability to learn new ways to think is the power of human potential. We have to make choices about the types of thinking that we apply to a variety of different challenges. Critical Thinking is the act of examining a set of facts and analyzing and evaluating relevant information. We live in a knowledge based society, and the more critically you think the better your knowledge will be. Critical Thinking provides you with the skills to analyze and evaluate information so that you are able to obtain the greatest amount of knowledge from it. It provides the best chance of making the correct decision, and minimizes damages if a mistake does occur. Critical Thinking will lead to being a more rational and disciplined thinker. It will reduce your prejudice and bias, which will provide you a better understanding of your environment.
This workshop will provide you the skills to evaluate, identify, and distinguish between relevant and irrelevant information. It will lead you to be more productive in your career, and provide a great skill in your everyday life. Lastly, critical thinking skills will support your capacity to be innovative. Once you fully understand what it is, you can begin exploring what could be.
By the end of this workshop, participants will be able to answer the following questions:
a. What is critical thinking?
b. How can I use nonlinear thinking strategies?
c. What does it mean for me to apply logic to situations?
d. How do I know when, how, and why to think critically about a challenge?
e. What skills allow be to better evaluate facts and data?
f. How will thinking differently effect my decision outcomes?
g. How can I challenge my self to see alternate perspectives?
h. How can I increase my problem solving abilities?
The document discusses various views on organizational creativity and how it can be increased in the workplace. It presents classic and modern views of organizations, as well as systems and componential models of creativity. Some factors that can increase creativity include giving employees time for creative thinking, encouraging open communication, allocating sufficient resources, and establishing an atmosphere of cooperation. Training employees and establishing self-directed work teams or "Z organizations" are also discussed as strategies to boost creativity. Case studies of creative work environments at companies like Google, Pixar and Mindlab are provided.
This document discusses creativity and techniques for promoting creativity in teams. It begins by defining creativity as the ability to create novel and useful ideas, products, or solutions. It then discusses why studying creativity in teams is important, noting that innovation distinguishes leaders and that people can become more creative through training. The document outlines some common barriers to creativity in teams, such as unreasonable demands, fear of failure, rigid rules, and an unstimulating workplace. It concludes by describing five techniques used to promote communication and creativity in teams: brainstorming, nominal group technique, Delphi technique, electronic brainstorming, and the affinity technique.
The document discusses creativity and leadership. It describes the Creative Problem Solving (CPS) model which includes stages of clarifying situations, transforming ideas, and implementing solutions. CPS involves thinking skills like strategic, ideational, and contextual thinking paired with affective skills. The document also examines the relationship between creativity and leadership, positioning creativity as a core leadership competence needed to address complex problems. It presents models for developing creative change leaders and the interaction between person, process, environment, and products in creative change.
Leadership for Innovation: Rethinking Management and Organization ParadigmsEdward Erasmus
This document discusses innovation, leadership, and organizational change. It argues that leaders need to adapt to increasing speed of change, engage employees and customers, and focus on sustainability. Old management paradigms based on control and short-term profits are outdated. The document advocates for network-based organizations that focus on creativity, collaboration, intellectual capital, social capital, and learning to create innovation. Effective leadership requires establishing clarity of purpose, cultivating an open environment, and facilitating new ideas.
Presentation covers Creativity , Innovation, Process of Innovation, Types of Creativity,Creative Intelligence , Divergent and Convergent Thinking, Model of Creative Process, Creative Problem Solving Techniques,Roots of Human Creativity and Forms of Creativity
Steve Jobs visited Xerox PARC in 1979 and was inspired by the graphical user interface (GUI) he saw, including the mouse. However, he wanted to create something appropriate for mass audiences rather than just reproduce what was seen. Creativity involves generating something new and valuable. Creative leadership combines leadership and creativity to inspire and implement imaginative solutions. Effective creative leaders engage diverse teams, encourage collaboration, provide intellectual challenges to motivate intrinsic motivation, and embrace failures as learning opportunities.
The document discusses fostering innovation through organizational culture change. It emphasizes that leadership plays a critical role in culture and that senior leaders often resist change unconsciously. It also highlights that experimentation, trusting relationships, and ideation are important aspects of an innovative culture. The document provides frameworks for assessing trust behaviors and lists several actions organizations can take to support innovation, such as establishing an innovation strategy and rewarding experimentation.
05. Changing minds - interdisciplinary tools for behaviour changeMatt Postles
Behaviour change is a complex issue with multiple approaches across different disciplines. There is no single theory or solution, and effective policies often use a range of interventions. The document discusses three main approaches to understanding behaviour - psychological models that view individuals as social animals making choices, sociological models that study social phenomena, and theories of practice that examine the materials, competences and meanings that constitute practices. It presents the Integrated Social Marketing framework as an interdisciplinary approach that involves stakeholders, draws on multiple disciplines and works in various contexts to create substantive and lasting change. An example applies ISM to address the issue of student pre-drinking behaviour through mapping individual, social and material factors and planning potential interventions.
The document provides guidance on stimulating idea generation. It discusses blocks to creativity like fear of failure and outlines strategies to unblock creativity such as awareness, analysis, and goal setting. It then discusses techniques for creative generation like breaking assumptions and brainstorming. The document also covers evaluating ideas based on feasibility and recognizing current ideas through boundaries. Overall, the document offers a framework to develop divergent thinking abilities and foster an environment that stimulates creativity.
This document summarizes a session on adult development and vertical leadership development. The key points are:
1. Adults continue developing in predictable stages as they gain life experience, with each stage representing increasing complexity in how one thinks and acts.
2. There are at least seven transformations possible in adulthood that represent growth in one's ability to think in more complex, systemic ways.
3. Vertical development is triggered by experiences that challenge one's current ways of thinking, exposure to new perspectives, and developmental relationships/networks.
The document discusses the need for collaborative leadership to address increasing complexity in the modern world. It argues that hierarchical organizations limit information sharing and innovation, while a networked organization with shared vision and purpose could foster collective wisdom. The key skills of advocacy, inquiry, and reflection are presented as ways for leaders to develop collaboration and collective learning. When these skills are practiced, the quality of decisions and results improves.
The document discusses creative leadership skills needed for the 21st century. It summarizes findings from an IBM CEO study that found creativity is the most important leadership quality. Creative leaders encourage experimentation, make major business model changes, and take calculated risks to innovate. The document also discusses trends like increasing complexity, shorter product lifecycles, and changing nature of work that require creative leadership. It presents models for developing creative change leaders and lists qualities of creative leaders, like believing in others' creativity and living with ambiguity.
Developing creative and innovative thinking in the workplaceAquatix Pharma
This document provides an outline and overview of developing creative and innovative thinking in the workplace. It discusses what innovation and creativity are, different types of innovation, the value of creativity and innovation, and tips for enhancing creativity. It also presents frameworks for organizational creativity and innovation, including balancing the opposing forces of create and control. The document emphasizes that innovation happens through solving problems for people and outlines habits of creative thinkers. It also includes an example activity to experience the creative process in designing packaging.
This document discusses creativity and innovation. It defines creativity as the generation of new ideas or concepts, while defining innovation as the application of creative ideas. It then discusses different types of innovation including operational, management, product/service, and strategic innovation. The document also covers innovation strategies such as inventive, adaptive, economic, and innovative application strategies. Overall, the document provides an overview of creativity, innovation, and how innovation strategies can be applied.
Innovation from Everyone and Everywhere (1)Marianne Doczi
This document discusses developing sustainable innovation capabilities for 21st century New Zealand. It advocates taking an "innovation from everyone and everywhere" approach to fully harness New Zealand's human capital. The document outlines principles of innovation from all people in all places, customer-centricity, and collaboration both within and across organizations. It also discusses the skills, leadership, culture, and management practices needed in organizations to enable innovation from all sources. The goal is to start an online community to further discuss improving attitudes, skills, and practices for widespread innovation.
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
Dispositioning Advantage: A Pervert's Guide to Strategy DesignWilliam Evans
Strategy. The identification and exploitation of an opponent’s weakness. Before you can have Strategy Deployment (Policy Deployment, Hoshin Kanri), it tends to reason that you probably need a strategy to deploy. But how do you do that? What are the mechanisms? What are the methods? What are the principles that allow an organization to design a meaningful strategy?
This lively 45 (to 60 minute) romp will introduce you to the history of strategy in organizations (it’s dark, perverse, and full of dragons) from Porter to Rumelt, to Dettmer, and Boyd. Few will remember that in the early days of strategy, there was only one: drive down the experience curve and be the low-cost provider with a stream-lined supply chain. The talk will unpack what strategy actually is and more importantly, what it is not. It will painstakingly deconstruct how the term is ritually abused and misused, and then methodically introduce how strategy is a design problem, but too important to be left to the designers in their plaid shirts, funky glasses, and ernest but ultimately vapid proclamations about human-centered blah blah, validating blah, blah, buzzword bingo verbal diarrhea inventing flaccid constructs like ‘design strategy, content strategy, ux strategy’ and ‘strategic planning’.
The talk will introduce some conceptual frameworks used in military strategy and maneuver warfare, which dates back over 2,300 years to the time of Sun Tzu’s The Art of War. We’ll explore how the time-tested principles of economic and military competition can be applied to social and commercial ventures, such as software and service delivery leading to considerable benefits in coherence, focus. and profit. We’ll then introduces a reasonable, systematic set of methods to help you translate current market uncertainty, fast changing customer needs, and ever-changing technological disruptions into a meaningful strategy and organizational capability ready for Hoshin Kanri.
Transforming Perceptions of Midwifery launch report 230119Bev Matthews
This report is a summary of the outputs from the Transforming Perceptions of Midwifery launch. It includes a link to videos made on the day by midwives.
Positive Change Maker Interview: Anna KotsonourisMichael Kurz
Anna Kotsonouris facilitates positive change for community development projects in West Africa through her work with an international development organization over the past 14 years. She feels her biggest contribution has been influencing donors and rural communities to engage in their own development. Her work has taught her empathy, patience, and to acknowledge what she doesn't know in order to truly understand the issues communities face. She shares her experience of initially misidentifying a community's problems to emphasize the importance of listening to understand local realities. She is moved by increased appreciation for healthcare workers during the pandemic and hopes it continues after the crisis ends.
NHS People Plan implementation unconferenceHelen Bevan
The document summarizes an unconference event aimed at generating ideas to help implement the NHS People Plan. The plan seeks to make the NHS the best place to work by improving staff experience, leadership culture, and transforming and growing the workforce. The unconference utilized an open space format to unleash the power and wisdom of diverse NHS people. Participants were encouraged to pitch discussion topics and collectively create the agenda to have open conversations about challenges in implementing the People Plan and helping the NHS become the best place to work.
Talk given at UXNZ 2016, exploring key "edges" of practice we are exploring in co-design in Aotearoa. With thanks to all the community members and practitioner who shared their experiences in this talk.
Talk Abstract:
Across Aotearoa (New Zealand), co-design is rapidly being adopted in public and community contexts to tackle complex national issues and policies such as youth employment; smoking cessation; community health and wellbeing; homelessness
and family violence.
Many of these are large-scale, complex social change innovations and experiments that bring together new groups of people, which means working together in new ways. The opportunity to scale co-design to help address systemic national social challenges is both awesome and terrifying. This talk highlights some of the key trends, changes, opportunities and challenges emerging in co-design for social innovation and social outcomes in Aotearoa.
Supporting people with lived experience to tell their own stories | The power...CharityComms
Jude Habib, founder, sounddelivery and Darren Murinas, chief executive , Expert Citizens CIC
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
We believe that we need to change the way we deliver our services to make best use of our resources to improve outcomes for people across the county. We need to collaborate more effectively in delivering services, supporting people to improve and maintain their wellbeing to maximise their independence.
We will be working with our partners in the Conwy & Denbighshire Local Service Board (LSB) to improve strategic partnership activities in order to achieve the shared objectives of the Wellbeing Plan. We aim to build a picture of interdependencies, overlaps or gaps between partnership groups, including an overview of current membership, objectives, terms of reference, and governance.
Subtitled "What can we do to make and keep our community healthy, strong, and vibrant", this 4-session guide was developed as a collaboration between The Coalition for Healthier Cities and Communities and Everyday Democracy. The term “healthy community” can mean many things to many people: jobs, schools, clean water and air, basic health services, recreation, celebrations.
This document discusses strategies for improving engagement between local government and residents regarding care and support services. It outlines several key principles for making engagement real, including co-production and ensuring residents receive complete and timely information. The goals are to promote independence, give residents control over their care, and ensure high quality support. Dudley Borough Council has taken steps like mapping participant demographics and addressing gaps, treating every public interaction as an opportunity for engagement. The council also works to stimulate the local market to better meet community needs. The overall vision is for residents to feel supported and in control of their care.
This document summarizes solutions submitted by 285 individuals from 37 countries for fixing problems in the world. It details the methodology used: an open call was made on the internet for essays on how to release hidden wealth and use it to improve societal systems and build a golden age. Nearly 300 submissions were organized into categories including problems, public opinions, and solutions. A team analyzed the data, conducted additional research, and compiled it into this summary report structured around topics such as government, education, health, etc. The goal is to gauge wisdom from many perspectives and share it with leaders to facilitate large-scale positive change.
Pello Talk on Diversity & Unconscious BiasWeArePello
In addition to helping creative businesses successfully invest in their people to survive and thrive; Pello's goal is to partner with our clients to raise awareness around unconscious bias and its implications on business and people so we can help create a more diverse, successful and sustainable creative industry.
The document provides a summary of the 2014 FUEL Forum held in Vancouver. It discusses three major shifts that were identified at the forum: from money to meaning, from individual to group, and from siloism to meritocracy. For each shift, it outlines the disruption/opportunity and provides 1-3 key insights. It also summarizes the presentations of several speakers who discussed these shifts. The overall document aims to ignite discussion and action around social, environmental, and technological changes.
The document summarizes a presentation by Jackie Lynton on social change. The presentation covered Lynton's experience with the NHS, 10 design principles for social change, and how a grassroots movement called NHS Change Day sparked large-scale improvements in the British healthcare system. NHS Change Day encouraged hundreds of thousands of pledges by individuals to make small changes that collectively improved patient care. It showed how empowering people at all levels can drive significant positive change in a large organization.
Edge Talk: 'Out of our boxes. Patients as agents of change' by Alison Cameron...NHS Improving Quality
Overview by Alison:
Over the 17 years since my diagnosis with Post Traumatic Stress Disorder, I have slowly moved along a continuum reclaiming power in respect of my own health. I then chose to go further and use insight gained along the way to push for change in the wider system. My talk will focus on how I was able to make the transition from passive patient to patient leader.
Patient leadership requires a share in power between patient and professional and an acknowledgement that we are more than a “voice”, more than our “patient story”, but also a source of skills and expertise which can be used to effect transformational change.
I believe passionately in genuine co-production – in bringing together patients and professionals in equal partnership, questioning assumptions on all sides and challenging our notion of hierarchy. This has its challenges for all concerned. We are all – to some extent – in boxes labelled by our job title or our diagnosis. These boxes can be defensive bunkers offering an illusion of protection from fear of change in an already chaotic, uncertain climate.
My talk will discuss these challenges and offer solutions as to how we might address them together.
Hopefully my session will help participants find the courage to emerge from boxes labelled “patient” or “professional”, and risk venturing into the territory where both sides are prepared to walk in the shoes of the other and boundaries are blurred. We have the potential then to create something truly transformational.
If you have any thoughts or questions, tweet us: @theedgeNHS, @allyc375 and use #EdgeTalks
1) Julie Heraghty took the role of CEO of the Macular Disease Foundation Australia in 2004 with little knowledge of macular degeneration.
2) Over the past 10 years, she has grown the Foundation significantly and raised awareness of macular degeneration in Australia to 92% of adults over 50.
3) Heraghty has also helped organizations in other countries like Latin America and Poland develop their own awareness campaigns and strategies for addressing macular degeneration.
This document discusses dignity in mental health and is a presentation from Dr. Okonoda. It covers several topics:
- The introduction of World Mental Health Day and its goal of expanding public education on mental health issues.
- Why dignity was chosen as the theme for this year, noting that many with mental illness experience negative encounters and stigma is a barrier to care.
- Living with mental illness can negatively impact one's dignity through both disrespectful treatment by others and loss of internal self-dignity; restoring dignity requires a collaborative societal effort.
- The presentation provides perspectives from those with lived experience of mental illness on what dignity means to them.
How Do We Collaborate Inclusively? (PM Day 2021)Marc Abraham
This document discusses how to collaborate inclusively. It notes that while diverse teams are more likely to create inclusive products due to a variety of perspectives, psychological safety is also needed. Psychological safety exists when people feel safe taking interpersonal risks without repercussions. Key aspects of psychological safety discussed are trust, empathy, purpose, and transparency. The document also suggests questioning assumptions, engaging in open conversations, and experimenting to create an environment where people can safely collaborate.
Similar to NHS IQ Thought Diversity hothouse event final slides (20)
The document discusses factors that contribute to successful change agents or "boat rockers". It identifies four key things: 1) having a strong sense of self-efficacy or belief in one's ability to create change; 2) being able to join forces with others to take action; 3) being able to achieve small wins which build momentum; and 4) viewing obstacles as challenges to overcome rather than barriers. Building self-efficacy involves tactics like starting with small, achievable changes and reframing failures as learning opportunities. Social support and learning from exemplars are also discussed.
Stopping over-medication of People with Learning Disabilities
(STOMPLD) 2016.
Reducing Inappropriate Psychotropic Drugs in People with a Learning Disability in General Practice and Hospitals in 2016.
The document discusses how change is happening more rapidly, with projects now lasting 30-60 days rather than years. It also discusses how power is shifting away from hierarchies and centralized control to networks and relationships. Leaders are needed who can operate from the "edge" and empower others through open relationships rather than closed transactions. Rebels are needed who can disrupt and challenge the status quo in a responsible way to drive innovation and new ways of thinking.
The greatest pleasure in life is doing what people say you cannot do. Anonymo...NHS Improving Quality
The document discusses issues with diagnosing and managing patients with respiratory conditions like COPD, asthma, and heart failure in primary care settings, noting evidence of high rates of misdiagnosis, underdiagnosis of comorbidities, and fragmented services. It proposes a new enhanced care/case management service called the "Breathlessness Service" to provide more coordinated care to improve outcomes for these patients experiencing breathlessness. Case studies are presented showing how the new service achieved better diagnoses and management of patients' conditions.
Presentation slides Frailty: building understanding, empathy and the skills t...NHS Improving Quality
Frailty: building understanding, empathy and the skills to support self-care
Guest speaker:Dr Dawn Moody, Director - Fusion48
An opportunity to learn about some innovative approaches to making the health and care workforce 'Fit for Frailty'* (*British Geriatrics Society 2015).
Learning outcomes:
To explore the Frailty Fulcrum as a tool for holistic assessment and management of frailty
To hear how Virtual Reality is being used to build empathy for older people living with frailty
To learn about the impact of a county-wide, multi-agency, multi-professional training an toolkit for care professionals working with older people
Resources:www.fusion48.net
Self-management in the community and on the Internet - Presentation 22nd Marc...NHS Improving Quality
LTC Lunch & Learn webinar:- 22nd March 2016
Presenter:- Pete Moore, Educator, Author & Pain Toolkit Trainer
As pain is the most daily health problem reported to a GP-
Developing a national pain strategy- reviews from around the world
Electronic Palliative Care Coordination Systems (EPaCCS): Improving Patient C...NHS Improving Quality
Speaker slides from the national conference, 'Electronic Palliative Care Coordination Systems (EPaCCS): Improving Patient Care at End of Life', 17 March 2016
Fire service as an asset: providing telecare support in the community Webinar...NHS Improving Quality
Guest speaker: Steve Vincent - West Midlands Fire Service & Simon Brake from Coventry Council
Hosted by: Bev Matthews, Long Term Conditions Programme Lead, NHS England
Learning Outcomes:-
To better understand the role that the Fire and Rescue service can provide as a community asset to support health needs Enhancing the quality of life for people by supporting them to stay in their own home, even in a crisis
An overview of the work carried out by NHS England and NHS Improving Quality's Long Term Conditions Sustainable Improvement Team. It puts the case for why person-centred care has to be at the heart of healthcare.
Commissioning Integrated models of care
Kent LTC Year of Care Commissioning Early Implementer Site
Alison Davis, Integration Programme Health and Social Care, Working on behalf of Kent County Council and South Kent Coast and Thanet CCG's
Spontaneous Bacterial Peritonitis - Pathogenesis , Clinical Features & Manage...Jim Jacob Roy
In this presentation , SBP ( spontaneous bacterial peritonitis ) , which is a common complication in patients with cirrhosis and ascites is described in detail.
The reference for this presentation is Sleisenger and Fordtran's Gastrointestinal and Liver Disease Textbook ( 11th edition ).
STUDIES IN SUPPORT OF SPECIAL POPULATIONS: GERIATRICS E7shruti jagirdar
Unit 4: MRA 103T Regulatory affairs
This guideline is directed principally toward new Molecular Entities that are
likely to have significant use in the elderly, either because the disease intended
to be treated is characteristically a disease of aging ( e.g., Alzheimer's disease) or
because the population to be treated is known to include substantial numbers of
geriatric patients (e.g., hypertension).
5-hydroxytryptamine or 5-HT or Serotonin is a neurotransmitter that serves a range of roles in the human body. It is sometimes referred to as the happy chemical since it promotes overall well-being and happiness.
It is mostly found in the brain, intestines, and blood platelets.
5-HT is utilised to transport messages between nerve cells, is known to be involved in smooth muscle contraction, and adds to overall well-being and pleasure, among other benefits. 5-HT regulates the body's sleep-wake cycles and internal clock by acting as a precursor to melatonin.
It is hypothesised to regulate hunger, emotions, motor, cognitive, and autonomic processes.
Discover the benefits of homeopathic medicine for irregular periods with our guide on 5 common remedies. Learn how these natural treatments can help regulate menstrual cycles and improve overall menstrual health.
Visit Us: https://drdeepikashomeopathy.com/service/irregular-periods-treatment/
The biomechanics of running involves the study of the mechanical principles underlying running movements. It includes the analysis of the running gait cycle, which consists of the stance phase (foot contact to push-off) and the swing phase (foot lift-off to next contact). Key aspects include kinematics (joint angles and movements, stride length and frequency) and kinetics (forces involved in running, including ground reaction and muscle forces). Understanding these factors helps in improving running performance, optimizing technique, and preventing injuries.
Computer in pharmaceutical research and development-Mpharm(Pharmaceutics)MuskanShingari
Statistics- Statistics is the science of collecting, organizing, presenting, analyzing and interpreting numerical data to assist in making more effective decisions.
A statistics is a measure which is used to estimate the population parameter
Parameters-It is used to describe the properties of an entire population.
Examples-Measures of central tendency Dispersion, Variance, Standard Deviation (SD), Absolute Error, Mean Absolute Error (MAE), Eigen Value
PGx Analysis in VarSeq: A User’s PerspectiveGolden Helix
Since our release of the PGx capabilities in VarSeq, we’ve had a few months to gather some insights from various use cases. Some users approach PGx workflows by means of array genotyping or what seems to be a growing trend of adding the star allele calling to the existing NGS pipeline for whole genome data. Luckily, both approaches are supported with the VarSeq software platform. The genotyping method being used will also dictate what the scope of the tertiary analysis will be. For example, are your PGx reports a standalone pipeline or would your lab’s goal be to handle a dual-purpose workflow and report on PGx + Diagnostic findings.
The purpose of this webcast is to:
Discuss and demonstrate the approaches with array and NGS genotyping methods for star allele calling to prep for downstream analysis.
Following genotyping, explore alternative tertiary workflow concepts in VarSeq to handle PGx reporting.
Moreover, we will include insights users will need to consider when validating their PGx workflow for all possible star alleles and options you have for automating your PGx analysis for large number of samples. Please join us for a session dedicated to the application of star allele genotyping and subsequent PGx workflows in our VarSeq software.
Dr. Tan's Balance Method.pdf (From Academy of Oriental Medicine at Austin)GeorgeKieling1
Home
Organization
Academy of Oriental Medicine at Austin
Academy of Oriental Medicine at Austin
Academy of Oriental Medicine at Austin
About AOMA: The Academy of Oriental Medicine at Austin offers a masters-level graduate program in acupuncture and Oriental medicine, preparing its students for careers as skilled, professional practitioners. AOMA is known for its internationally recognized faculty, award-winning student clinical internship program, and herbal medicine program. Since its founding in 1993, AOMA has grown rapidly in size and reputation, drawing students from around the nation and faculty from around the world. AOMA also conducts more than 20,000 patient visits annually in its student and professional clinics. AOMA collaborates with Western healthcare institutions including the Seton Family of Hospitals, and gives back to the community through partnerships with nonprofit organizations and by providing free and reduced price treatments to people who cannot afford them. The Academy of Oriental Medicine at Austin is located at 2700 West Anderson Lane. AOMA also serves patients and retail customers at its south Austin location, 4701 West Gate Blvd. For more information see www.aoma.edu or call 512-492-303434.
Breast cancer: Post menopausal endocrine therapyDr. Sumit KUMAR
Breast cancer in postmenopausal women with hormone receptor-positive (HR+) status is a common and complex condition that necessitates a multifaceted approach to management. HR+ breast cancer means that the cancer cells grow in response to hormones such as estrogen and progesterone. This subtype is prevalent among postmenopausal women and typically exhibits a more indolent course compared to other forms of breast cancer, which allows for a variety of treatment options.
Diagnosis and Staging
The diagnosis of HR+ breast cancer begins with clinical evaluation, imaging, and biopsy. Imaging modalities such as mammography, ultrasound, and MRI help in assessing the extent of the disease. Histopathological examination and immunohistochemical staining of the biopsy sample confirm the diagnosis and hormone receptor status by identifying the presence of estrogen receptors (ER) and progesterone receptors (PR) on the tumor cells.
Staging involves determining the size of the tumor (T), the involvement of regional lymph nodes (N), and the presence of distant metastasis (M). The American Joint Committee on Cancer (AJCC) staging system is commonly used. Accurate staging is critical as it guides treatment decisions.
Treatment Options
Endocrine Therapy
Endocrine therapy is the cornerstone of treatment for HR+ breast cancer in postmenopausal women. The primary goal is to reduce the levels of estrogen or block its effects on cancer cells. Commonly used agents include:
Selective Estrogen Receptor Modulators (SERMs): Tamoxifen is a SERM that binds to estrogen receptors, blocking estrogen from stimulating breast cancer cells. It is effective but may have side effects such as increased risk of endometrial cancer and thromboembolic events.
Aromatase Inhibitors (AIs): These drugs, including anastrozole, letrozole, and exemestane, lower estrogen levels by inhibiting the aromatase enzyme, which converts androgens to estrogen in peripheral tissues. AIs are generally preferred in postmenopausal women due to their efficacy and safety profile compared to tamoxifen.
Selective Estrogen Receptor Downregulators (SERDs): Fulvestrant is a SERD that degrades estrogen receptors and is used in cases where resistance to other endocrine therapies develops.
Combination Therapies
Combining endocrine therapy with other treatments enhances efficacy. Examples include:
Endocrine Therapy with CDK4/6 Inhibitors: Palbociclib, ribociclib, and abemaciclib are CDK4/6 inhibitors that, when combined with endocrine therapy, significantly improve progression-free survival in advanced HR+ breast cancer.
Endocrine Therapy with mTOR Inhibitors: Everolimus, an mTOR inhibitor, can be added to endocrine therapy for patients who have developed resistance to aromatase inhibitors.
Chemotherapy
Chemotherapy is generally reserved for patients with high-risk features, such as large tumor size, high-grade histology, or extensive lymph node involvement. Regimens often include anthracyclines and taxanes.
The Children are very vulnerable to get affected with respiratory disease.
In our country, the respiratory Disease conditions are consider as major cause for mortality and Morbidity in Child.
2. Purpose of this slide pack
The purpose of this slide pack is to share a record of the hothouse
event.
NHS IQ and NHS Confed are collaborating to create a platform for
sharing ideas, thinking and practice on how diversity of thought
can make real benefit for people, and service improvement; how
this can translate into practical support for leaders, as part of the
change process and better decision making for patients.
2
3. 3
Diversity of thought is critical to both service improvement and innovation. The power of diversity guards against group
think, promotes innovation and helps organisation understand how people think and be their authentic selves. When
valued, thought diversity demonstrates real benefits for people. There is a lot of evidence for it but its not always
embraced.
NHS IQ and NHS Confed are working together to support leaders to elevate the principles and practical approaches to
diversity of thought to a new level, using the evidence and benefits seen from other industries. We are at the beginning of
this journey and this is not a national programme to be rolled out. We all have the potential to promote, manage and
recruit for diversity and create new conversations for change locally. Both NHS IQ and NHS Confed see this as part of their
commitment to valuing diversity and learning from others about different approaches to inform the way we support the
next five years. The platforms for sharing so far have been:
1. THOUGHT DIVERSITY WEBINAR: 3 December 2014, open to anyone in the world. The purpose was to bring people
together to begin the conversation about what thought diversity means for all of us. The three big words that kept
emerging were – authenticity, power and honesty. The slides from the webinar can be found here:
http://www.slideshare.net/NHSIQ/thought-diversity-webinar
2. THOUGHT DIVERSITY HOTHOUSE: with the aim of getting a diverse group of people, places were limited to eight people
from each group: patient leaders, external to the NHS, frontline staff, OD and leadership community, system leaders,
innovation.
3. CASE STUDIES: We are currently looking for examples from inside and outside of the NHS who are using these principles
4. TALKING HEADS VIDEO: A talking heads video will available from the hothouse event
5. PRACTICAL SUPPORT: We will continue to create platforms and collaborate in different ways with a wide range of
people who want to work together to improve care, looking out and not up.
If you want to get involved please contact: thoughtdiversity@nhsiq.nhs.uk
Background
5. Purpose of the hothouse event
The purpose of the hothouse
event was to stimulate a
conversation, which develops
our collective thinking and
action on ‘thought diversity’:
its potential contribution to
how change happens in health
and care, and the delivery of
new models of care over the
next five years.
5
6. Agenda
6
Scroll down to
the brown
slides to see
the outputs
from the day
Scroll down to the
pink slides to see
the conversation
with Simon
Stevens
9. What does thought diversity mean
to us?
9
The event opened with a film of quotes taken from the
international ‘Thought Diversity Webinar’ which took place on the
3rd December 2014.
http://youtu.be/8taWGfkVvTg
“Thought diversity gives us the opportunity to bring
different voices in and really honour and respect people
who think in different ways.”
11. Jackie Lynton opens the day
11
“We are asking you to do 3 things:
1. There will be some
uncomfortable issues, but we
are asking you to lean into
your discomfort
2. Realise the benefits and value
of TD for patient outcomes,
and take responsibility
3. Act on it and do something
about it when you leave here”
“This in not a national
programme, we will take away
what we own and we ask you
to do the same.”
“This is my lived experience and I am here because I want to be able to walk into a
conference or a place of work and not be looking across the room for difference.”
12. Sophia Christie - Facilitator
12
“Today is about having different
conversations and hearing that diversity of
voice.”
“We want you to take equal responsibility
for making it work, capturing it, producing
material that we can go away with.”
“We need to be sensitive about how we
capture what is said today, so that we can
all feel that can say what needs to be said”
“Today we want to achieve clear common ground on what thought
diversity is. We want to go away with some first thoughts on principles
for how it might work in the health and care and how we might
practice it as of tomorrow.”
13. Eden Charles - Facilitator
13
“Change happens all around us – but
often what doesn’t change, is the
culture of the organisation.”
“You need to change the conversations
people have with each other. This is a
day about having different
conversations with each other.”
“We want you to step into the
ZOUD – the Zone Of
Uncomfortable Debate”
“Let’s notice the differences and
the similarities today.”
14. 14
What does thought diversity mean and in what context?
How do people model “lean into discomfort”, “curiosity about
other perspectives”, and “safe challenge”?
On Twitter, this was being dubbed “the yellow chair conversation.”
SIMON STEVENS IN CONVERSATION:
15. Purpose of the roundtable
conversation
Jackie outlined the purpose of the conversation:
• To model the type of conversations and safe challenge individuals
and organisations need to make to take diversity of thought to
another level
• To lean into our own discomfort about this to help create an
environment where others can do the same throughout the day
15
16. Dr Jagtar Singh
Trust Chair,
Coventry and Warwickshire
Partnership NHS Trust
Simon Stevens CEO,
NHS England
Jackie Lynton (Facilitator)
Head of Transformation,
NHSIQ
Céline Shillinger
Head of Quality Innovation
and Engagement, Sanofi
Pasteur, France
Melanie Walker
CEO, Devon Partnership NHS
Foundation Trust
Denise Milani
Director of Business change
and Diversity, Metropolitan
Police
Dr Minesh Khashu
Neonatologist Consultant, Poole
Hospital NHS Foundation Trust
Paula Moulton
Patient Leader
Helen Bevan
Chief of Service
Transformation, NHSIQ
16
Conversation
participants
17. Melanie Walker says…
17
“I want to go back to my day
job and understand what I
need to do to support
people in my organisation to
face its challenges.”
“I question whether
the system is ready for
us to do something
different.”
18. Jagtar Singh says…
18
“I’ve been on the journey of
achieving equality for 45
years.”
“I want to make a difference
– I want my organisation to
value diversity of thought.”
“There is so much good
examples of what is going
on in the NHS but we don’t
seem to bring it together for
the NHS.”
19. Paula Moulton says…
19
“I find it really frustrating that
change in the NHS is so often
disastrous – that they don’t talk to
the people that matter – that
change is made by such a small
group.”
“I am lucky – in my area, we
make decisions about how
services are run.”
“We need to listen to each other
and stop being uncomfortable
about throwing discourse into
the middle and challenging
things – Why can’t we challenge
this head on?”
“We need to learn to
simplify.”
20. Helen Bevan says…
20
“We’ve got to get more voices in – in
the change conversation. When you
bring together diverse groups of
people, they consistently make better
decisions than a narrow group.”
“We need an NHS that regards
diversity and dissent.”
“Far too many decisions in the
NHS get made by very few
people in the NHS who work at
the top – they gauge what we
need to do next. Through that
experience, we keep doing the
same thing and the storyline
never changes.”
21. Simon Stevens says…
Simon Stevens spoke passionately
about the "ease at which we tend
to talk past each other" and "zone
out" when diversity is discussed;
and called system leaders to
consider how to change minds by
moving beyond binary thinking
processes, to embrace new
possibilities and ideas on how to
do things now that we should do in
the future. He said we – the NHS –
need ambition, energy and urgency
to bring about the change the
service needs.
“A conversation about power is
what thought diversity is
about.”
21
22. Minesh Khashu says…
“I am my thoughts and those
are shaped by where I come
from.”
“This is not about sprinkling star
dust everywhere, we need to take
the fertiliser out there – we have to
allow those seeds of thought
diversity out there to take seed and
flower.”
22
“This is about the moral and
motivation of the staff.”
“It’s out there but we are not
listening to it”
23. Céline Shillinger says…
“I am very, very grateful that an
organisation like the NHS is
leading on this topic”
“19 people died last week in my
country, because some people hate
thought diversity because it’s painful –
it’s difficult – it challenges our
education and everything you believe
in”
23
“How can we help these people
– refrain them from being
brainwashed?”
“Keep going, its fantastic”
24. Feedback from the floor…
24
“Fear – the frontline have a lot of fear of being different – being different leads to
disaster – leads to punishment and disaster – unless we say its ok to be yourself,
we will never go forwards. For years I have been trying not to be myself – I, at last
managed to succeed by being myself.”
“Thought diversity isn’t welcomed
in the NHS. You are always seen
as a troublemaker.”
“I believe that all patients should
have easy access to their notes –
but it appears that almost
nobody around me believes that
it is important.”
25. What beliefs have changed for you?
25
What is something that you fundamentally believe
that other people don’t? What did you believe in that
you don’t anymore?”
Simon
“I used to believe in the
strategy and the
hierarchy…Now, I believe in
grass roots movements.”
Céline
“I used to believe that people
more senior to me in the NHS
had all the answers and now I
don’t.”
Melanie
“I believe that the magic of
change happens when we get
diverse groups together.”
Helen
“I used to believe that it
wasn’t ok to challenge
management, doctors, now I
challenge them at every turn”
Paula
26. Our future hinges on…
26
Simon Steven’s call to action
“A shared sense of ambition – that
better is doable - (we grind it out
of people!)
We’ve got to get back a sense of
the energy that will allow that to
occur.
Urgency – part of what we’ve got
to do is see ourselves as other see
us and be fiercely critical of what
we see in the service. It is morally
unacceptable that we provide
services that end up with people
on the other end getting a raw
deal.”
27. Jackie Lynton highlights words that
summarise the discussion
27
“Power” “Creativity”
“Dissent”“Authentic self”
“Fear”
“Risk”
28. Round table summary thoughts
28
“Create space in which people are encouraged to be themselves even when it means being
different.”
“Capture what already works and use it.”
“We all have other lives but we may not see them.”
“We all have other lives but we may not see them.”
“Needs to include POWER as a theme.”
“Begin to think about being part of a social movement.”
“Biggest deficit is motivation of the staff.”
“Thought diversity is there – How do we mature to action?”
“Thought diversity as a matter of life and death.”
“Charlie Hebdo and Stephen Lawrence experiences – What is the impact in
organisations?”
“Be honest about what lies beneath our euphemisms.”
“People to be encouraged to put things out there for challenge or discussion.”
30. Connecting with each other
30
“We need to connect with
people who don’t know
anything about [thought
diversity] in the NHS.”
“Subvert this process that
separates people from
outcomes.”
“Thought diversity for a
purpose – get people to
engage with the purpose.”
“There are troublemakers
around the table – they
were right all along!”
“What is the common purpose – how do we
connect it in? How do we use it to address
the next five years of challenge that faces the
NHS?”
“Tension and
disagreement is at the
heart of this.”
“This is about disagreeing
to get to a shared goal.”
31. Using the NHS Change Model
31
Each table was given one component of the NHS
Change Model to discuss what they know is
happening on thought diversity for that theme.
3 lists were produced:
1. So what should you KEEP doing/ensure is
maintained during further structural or
leadership change?
2. So what do you need to jump START, do more
of, accelerate?
3. So what is here which doesn’t seem to be
working / worthwhile, that we should STOP or
move on from?
The group then picked one priority to feedback.
Source: http://www.changemodel.nhs.uk/pg/dashboard
The NHS Change Model was introduced over 3 years ago and is used widely. It is a distillation of over
15 years of evidence that factors the different components needed to take account of in change.
32. Our shared purpose
32
What should we stop or start doing?
“Keep patient stories because they help galvanise
energy – people can visualise it and understand it”
“Accelerate co-creation by using crowdsourcing
platforms”
“We will stop thinking that clever straplines are the
answer (spending money on comms!)”
33. Transparent measurement
33
What should we stop or start doing?
“Use narrative to add more colour to how to show
performance.”
“Start using measures that the community will
follow (e.g. stop using inner city measures for rural
contexts).”
“Stop making meaningless comparisons between
metrics that disengage and de-motivate.”
“Focus on how thought diversity improves
outcomes.”
“Stop having conversations in hidden rooms and
have them more publicly.”
34. Leadership for change
34
What should we stop or start doing?
“Start being authentic.”
“Keep our core values.”
“Start framing the question to its appropriate
audience.”
“Stop trying to silence people.”
35. Spread of innovation
35
What should we stop or start doing?
“Start hanging out and getting to know places street
by street (good care needs to be discovered)”
“Start more empowerment projects – e.g. the School
for Health and Care Radicals”
36. System drivers
36
What should we stop or start doing?
“Stop having indicators for illness.”
“Start having indicators for wellness.”
“Start using the friends and family test but it doesn’t
allow the voice to come through – ask the question:
what are the diverse voices out there?”
“Start doing diversity impact assessment for
everything.”
37. Improvement methodology
37
What should we stop or start doing?
“Start getting more service user involvement”
“It’s got to be more authentic. The unsexy end of
healthcare – what matters to people – not what is
easy and topical to measure right now”
“Often it is a homogenous group who decide who to
bring into the room and then don’t know what to do
with the people once they have brought them into
the room!”
38. Engagement to mobilise
38
What should we stop or start doing?
“Listen to difficult or challenging patients and service
users.”
“Creative ways of thinking; engaging all in different
type of conversation. Reporting what matters to
everyone.”
“Including more voices, asking more questions,
challenging more – encouraging others to be
challenging.”
“Stop falling into “usual” ways of working; worrying
about outputs.”
“Stop top-down hierarchy.”
“Stop doing what we always did or we will get what
we always got.”
39. Rigorous delivery
39
What should we stop or start doing?
“We should start promoting more grass roots
movements using compelling narratives
ensure positive role models actively engage with
communities”
“Keep the focus on tackling health inequalities.”
“Stop working in silos to promote cross sector
working.”
“Stop using complex meaningless language to
describe things.”
40. Future visions
40
“What would things be like if they were fantastic?
Teams were given time to come up with creative way to present their vision
of how organisations would look if thought diversity was present in 2020.
41. Future visions – Team 1
41
(MUSIC IN THE BACKGROUND)
T
H
“Time for change”
“Healthcare through my smartphone”
“Organisations without walls”
O
U
G
H
T
“Uniformity of care - not a postcode lottery”
“Go from a National Health Service to a personal
health service”
“Healthcare records on the cloud”
“Treatment that would make you proud”
42. Future visions – Team 1
42
“Together we can make this
change”
D
I
V
“Delivering care that's personal”
“Yesterday is history”
E
R
S
I
T
Y
“I decide what's best for me”
“Valuing everyone as an individual”
“Energised, engaged, enthusiastic”
“Responsibility share between
patients and professionals”
“Systems that react and respond
rather than restrict and reject”
“Individualised care for all”
43. Future visions – Team 2
43
CLOSE YOUR EYES –
Visualise what will you see in the
future…
• “True co-production“
• “Different kinds of targets (involving people in
decisions about their own healthcare)”
• “Hear the voice about anybody and
everybody”
• “Hear the dialogue between carers and
patients”
• “Feel included – safe that you can say things
and do things differently
• “Liberated, feel you have been heard”
• “It won’t matter what political party is in place
• “People are excited and properly
remunerated”
• “Feel comfortable with the discomfort”
44. Future visions – Team 3
44
WHAT WILL IT LOOK LIKE AND FEEL LIKE IN THE FUTURE?
See
• Differences/local variability,
e.g. NHS logos
• Not looking the same
• People have bespoke solutions
• True co-production
• Different type of target, e.g.,
something about listening
Feel
• Inclusive/included
• People feel safe to do things
differently
• We don’t feel free – liberated
• People feel they have been heard
• Doesn’t matter which political
party is in place
• Excited
• Properly re-numerated
• Grace
• Humility
• Comfortable with discomfort –
folks equipped
Hear
• Voices of everybody and
anybody and those currently
not heard
• Dialogue between carers and
patients
• ‘Do you hear the people sing?’
Do
• Local offer is evidence based
• What patient wants and needs,
done right in the right safe
environment
45. Future visions – Team 3
45
A statement about joining up in a world embracing thought diversity
46. Future visions – Team 4
46
Emphasis on different skills for board members
Instead of a CEO we’ll have an Idea
Generator
Instead of a HR Director, we’ll have
a talent nurturer
We will also have:
• Chief bureaucracy buster
• People builders
• Care improvement agent
• Entrepreneur in residence
• Chief whistle-blower
• Director of marketing sales and
happiness
This is what the new board
will look like in the NHS…
47. Future visions – Team 5
47
SAVI group do a rap!
I am Significant!
I am Appreciated!
I am Valued!
I am Included
48. Future visions – Team 6
48
A Poem about the future
We want to think but don’t succeed
There is always a patient target to feed
Simon says we need to be diverse
But is what Simon says a bit perverse?
Simon says but what does he do
Where is monitor, CQC or WHO
Ruffling feathers should be the norm
But for the naysayers create a storm
We need the space and encouragement to think
With time we’ll be less stressed or on the brink
Remove the hierarchies, mobilise the staff
Give them autonomy and creativity that they have
Unions Policies all need to change
To support creativity, give diversity its range
Now Simon says become diverse in thought
Let’s all lead by example like it ought
49. Future visions – Team 7
49
THOUGHT DIVERSITY MEANS MOVING FROM ‘I’ TO ‘WE’
WHEN WE ARE WORKING AS WE…. Illness becomes Wellness!
Diversity dogs come to the rescue!
50. Future visions – Team 8
50
What I will see in 2020…
“...There won't be a National Health
Service, there will be a National Health
System - a mixed economy to support
health...”
“...People in the wider community - not
necessarily in the room, contributing to the
conversation about what they need to live
healthier lives and how they can be
delivered...”
“...I will be working for the National 'Life'
Service and I will be depending on the
sharing economy both in my personal life
and my work....whatever the diversity of my
needs are, I can reach out to society...and I
will be mobile in my job...”
“Local people electing exec and non-exec board
members.”
“We won’t work in silos”
“Depoliticised NHS”
51. 51
JUST BEFORE LUNCH:
How are people in the room feeling?
…. A view from Chris Lawrence - Pietroni
“It’s quite crunchy on my table –
but in a good way….
…..This is the most diverse
group I think I have ever been
in, in the whole of my
professional life”
53. Themes and actions
53
This session focussed on defining our principles to underpin approaches
Participants begun to identify activities and initiatives which thought
diversity should include and unleash.
Eight key themes were identified.
54. Theme 1 - Creativity
54
“Creativity is about co-creation.”
“We have noticed a lot of management speak -
but for the frontline, the question is, will the 5-
year view be meaningful?”
“Make space to reimagine and co-create with
diversity of thought.”
55. Theme 2 – Reverse mentoring
55
“Reverse mentoring is where a junior
person mentors a senior person in
the organisation.”
“This can create a lot of thought
diversity.”
“Birmingham Children’s Hospital
replicated the idea of matching
people in different professions.”
“Reverse mentoring for disruption
not replicating the status quo.”
56. Theme 3 – Inclusivity
56
“To be diverse you need more than one person – not different just colours of
skin”
“Don’t want to treat people differently….Look at whose being excluded”
“Five things that need to be done (by the way, these are all evidence based!” –
(Jim Easton)
• Board-level commitment
• Role models
• Resources to be allocated
• Consistent message
• A link to patient outcomes
57. Theme 4 – Organisations without walls
57
• Beyond the NHS
• Creating a new type of environment that
is going to thrive
• A strategy that’s broader than the NHS
• We need to create spaces for this really
complex debate because its really
contentious
• We need time for it
• There are rich conversations to be had
about better healthcare if we take it to
the front-line
• People can’t get in to help us co-create if
we ring-fence funding for the NHS
• What right to we have to be working
outside of the business, if we can’t get
our core business right?
“I believe this needs to become a
public sector call to this debate -
not just NHS”
58. Theme 5 – Being subversive/risk taking
58
• Being subversive and risk-taking – changing our
values
• Started with a thought that we could encourage
responsible risk taking
• Changing things and improving things should be
part of everybody’s job as standard
• People don’t necessarily have the tools or
understanding to do that
• The School for Health and Care Radicals (SHCR)
gives people permission
• Where there isn’t that culture – the SHCR creates
the network of support that allows people to start
doing things
• This will help us to drive out fear
• An idea should be rewarded whether or not that
idea works
59. Theme 6 – What will we do differently
tomorrow?
59
• Have thought diversity (TD) conversations in team and
groups
• Move from pre-contemplative to contemplative
(moving to action)
• Inability to work but ability to care (carer perspective)
• We don’t need to have permission to have these
conversations
• No agenda, but we were hanging out and let the
conversations evolve
• Involving parents
• Listen with intent
• Borderless organisations
• Create space for things to happen
• Curation
60. Theme 7 – Innovations in the 5 year
forward view and how this applies
60
One thing to share: Using the
compass to drive through the change
61. Theme 8 – Macro-environments for
health and wellbeing
61
What is it going to take?
• Multi Specialty Community Providers
• +/- 5 year settlement
• Political air cover from all system leaders
• ‘Innovation kitchen’/combinable innovation
• All about HOW this happens, this is where TD will add enormous value
• TD will help us to think and act differently
• Selection of areas and leaders to hothouse, crucial TD to inform selection
• Principles of TD key to selection of sites/systems – must reflect key principles
• We can identify some systems already working to their principles, in the public domain,
we need to highlight these
• ‘Thoughtful’ support to systems to think and act differently – need to have some new
and different design principles
• Need to create space in the system/communities to think and act differently – need to
be clear about what we will stop to make space for; i.e. Stop CQC visits for 2 years
• Ask the system what would make a difference to them to make space – what do they
think they need to stop doing to make space?
62. Themes that are important but were
left behind for now
62
Not included in the discussion:
• Talent management
• Job mobility
• Person centred metrics
63. Closing the event… one step forward?
Participants were asked to stand next to a wall scale from 0-10 to show how they felt
about the promise of thought diversity contributing to change in the NHS over the
next 5 years (10 being very promising)
Participants were then asked ”What would it take to feel just ‘one step’ better and the
to make that step.”
63
65. 65
Joan and Helen sum up the day
Joan thanked all participants for working
hard throughout the day to get to this stage
and confirmed the commitment of NHS
Confederation to supporting this agenda.
Helen emphasized TD as integral to the
Horizons Group’s work and the ability to
energise disruption, dissent and
diversity. She encouraged participants to
use the Change Challenge hashtag and the
Edge to stay in touch.
Join the HSJ Top-Down Challenge:
www.hsj.co.uk/leadership/change-
challenge
The Edge: http://theedge.nhsiq.nhs.uk/
68. 68
Make space to re-imagine and co-
create with different voices
….to build ambition, energy and
urgency for the future.
69. 69
Delegates feedback on the event
“Spread the innovation – champion / spread / disseminate!”
“We had a lot of potential for thought diversity in the room; a
lot more needs to come out.”
“Was a good experience – if you have any other events where you need to
involve young people I would love to help.”
“Excellent, exciting, edifying, engaging, empowering.”
“Some group think occurred and mixed purpose of the day.”
“Well done on the event. You are creating awareness of the need –
it is the first step to change. Don't underestimate the barriers.”
“Continual engagement, relentless commitment, un-silencing the
uncomfortable stuff”