AE Workshop VJ s - londonleadershipacademy.nhs.uk · The key assumption of the method of...

CapitalPeopleAppreciativeEnquirySkillsforbuildingadiverse&inclusivecultureValerieJames,IndependentConsultantThursday23rd February201709.30– 16.30KiaOval,SurreyCountyCricketClubKennington,LondonSE115SS

AIMOFTHEEVENTThiseventisoneofaseriesaimedtosupportanactivecommunityofstaffcommittedtomakingadifferencetodiversityandinclusionacrossourLondonNHS.

Today’sworkshopaimstoincreaseyourskills inAEtobalance theapproachofthehighperformanceoftheinspection/CQCapproach.ThisissothatequalityanddiversitycanbemoremindfullyincreasedinourNHS.Toenablelearninghowtorewardflourishingtalentratherthanseekingtopunishwhenthingsarenotworkingsowell.Andincreaseinnovation!

Objectives1. Toreconnectandextendconnectionswithlike-minded

peopleinoursharedsystem,creatingatemporarylearningcommunity

2. ToincreaseskillsinanalternativemethodofOD,AE3. Toconsider,briefly,SteveDenning’smodelofchanging

mindsinorganisationsandconsiderhowweeachcanchoosemethodsthataremoreenablingofpositiveculturechange.

4. Toempowerpeopletoconstructivelycritiquethedominantparadigmofinspection

5. Tocreatepersonalactionplansthatalsocanbesharedinalivingnetworkofstaffwhocanthinkandactappreciatively.

Introductions&Expectations•Name• Jobtitle/Role•Whichorganisationyouarefrom•Oneexpectationfortoday

15secondstointroduceyourpartner

Areyoulistening?Really?1. Youhavearesponsibilitytofindoutothers’views(suspending

yourownjudgment)andtogiveyourownviewshonestly– thereisno“expert”holdingtheonerightanswer

2. Listentounderstandratherthanrefuteorrespondimpulsively–askyourselfwhatcanyoudotohelpunderstanding

3. Askopenquestionstogaininformationortoposepossibilitiesforconsideration,nottotrapothers

4. Thegoalistolearnthewaytoasolution,nottowinyourpoint5. Emotionalresponsesshouldinformunderstandingratherthanbe

shutout– butrespondingemotionallyisnotthegoal6. Beattentivetolearningthroughtheconversationratherthan

findingonespecificoutcome– buildyourcollectiveintelligence

LearningConversationsbyParallexhttp://www.parallaxperspectives.com/contact.htm

Tomaketodayworkweneed:

Fromyou…

Keyquestions

• Whyisdiversity&inclusionsovitaltoimprovement/culturechange?

• WhatisthedominantmodelofchangeusedintheNHSandwhy?

• Whathappenswhenwholesystemsthinkingguideshowweachievechange?

• Howcanyoucreateamicro-climateofpositive,inclusiveculturewhereyouwork?

• Howcanyouinfluenceup?

http://www.forbes.com/sites/stevedenning/2011/07/23/how-do-you-change-an-organizational-culture/#4944ce183baa

SteveDenningTheLeader’sGuidetoRadicalManagement:ReinventingtheWorkplaceForthe21stCentury(Jossey-Bass,2010)

©NaomiLangan 2017

Denning’sDo’sandDon’tsfor culturechange

• Do comewithaclearvisionofwhereyouwanttheorganizationtogoandpromulgatethatvisionrapidlyandforcefullywithleadershipstorytelling.

• Doidentifythecorestakeholdersofthenewvisionanddrivetheorganizationtobecontinuouslyandsystematicallyresponsivetothosestakeholders.

• Do definetheroleofmanagersasenablersofself-organizingteams anddrawonthefullcapabilitiesofthetalentedstaff.

• Do quicklydevelopandputinplacenewsystemsandprocessesthatsupportandreinforcethisvisionofthefuture,drawingonthepracticesofdynamiclinking.

• Dointroduce andconsistentlyreinforcethevaluesofradicaltransparency andcontinuousimprovement.

• Docommunicatehorizontally inconversationsandstories,notthroughtop-downcommands.

• Don’t startbyreorganizing.Firstclarifythevisionandputinplacethemanagementrolesandsystemsthatwillreinforcethevision.

• Don't parachuteinanewteamoftopmanagers.Workwiththeexistingmanagers anddrawonpeoplewhoshareyourvision.

AppreciativeenquiryWHATYOUFOCUSONGROWSThe key assumption of the method of AppreciativeEnquiry/Inquiry is that organisations can create greatereffectiveness by identifying and analysing what alreadyworks for them and doing more of it.

This is in contrast to more traditional methods of looking for problems and then solving them, which can serve to amplify difficulties.

Appreciative Enquiry aims to increase commitment and confidence and is a highly practical and participative process.

CooperriderandSrivasta 1987

ProblemSolving• “Feltneed”- identificationofproblem

• Analysisofcauses• Analysisofpossiblesolutions

• Actionplanning/treatment

• Basicassumption:anorganisationisaproblemtobesolved

AppreciativeEnquiry• Appreciatingandvaluing-thebestof“whatis”

• Envisioning“whatmightbe”

• Dialoguing“whatshouldbe”

• Innovating“whatwillbe”

• Basicassumption:anorganisationisamysterytobeembraced

AE:WHATYOUFOCUSONGROWS1. Ineverysociety,organisationorgroup,somethingworks!2. Whatwefocusonbecomesourreality3. Realityiscreatedinthemomentandtherearemultiple

realties4. Theactofaskingquestionsofanorganisationorgroup

influencesthegroupinsomeway.5. Peoplehavemoreconfidenceandcomforttojourneytothe

future(theunknown)whentheycarryforwardpartsofthepast(theknown).

6. Ifwecarrypartsofthepastforward,theyshouldbewhatisbestaboutthepast.

7. Itisimportanttovaluedifferences8. Thelanguageweusecreatesourreality

Appreciativeenquiry“4-D” cycle

Dream“What might be?”

(What is the world calling for)Imagining Results

Discovery“What gives life?”

(The best of what is)Appreciating

Design“What should be--the ideal?”

Co-designing Results

Destiny“How to empower, learn,and adjust/improvise?”

Sustaining Results

KeyAEquestionsfromdiscovery:whatareyoumostproudof?Valued?1. Whataretheachievementsintheservicethat

youaremostproudabout?2. Tellmethestory,whathappenedandwhatdid

youdo?3. Whatdifferencedidthismake?4. Whatisisabouttheseachievementthatare

importanttoyou?5. Whatdoesthattellyouaboutyourservice’s

strengths?6. Whatdifferencedidtheachievementsmake?

Givingconstructivefeedback• Whatwentwell?Givelotsofevidenceofwhatwentwell,givedetail.General,vaguefeedbackisunhelpful.Beprecise.Whatmadeitgood?

• WhatcouldhavebeenEVENbetterintheinterview?Again,giveprecisefeedback,sayingitintheconstructive,notthenegative.

• E.G.Not“givebettersummaries”but“whenyouheartheinterviewee’sanswer,checkouttheirkeypointswiththemtoensurethatyouhaveproperlyunderstoodthemandgivethemthechancetocorrectyoursummary.:

Interviewinginpairs• Idealarrangement– tointerviewinpairs.

• Onepersonleads/chairstheinterview:• Keepstheinterviewtotime• Introducestheinterviewprocess• Askssupplementaryquestionsifneeded• Providesashortsummaryofwhatwaslearntintheinterview• Closestheinterview

• Secondpersonasksthemainquestions

• Bothpeoplegiveeachotherfeedbackprivatelyaftertheinterviewonwhatwentwell,whatcouldbeevenbetterinthenextinterview.

KeyAEquestionsfromDream:whatmightbethebestyoucouldbe?

The best that we can be1. What is your dream for your service? Your clinical care? 2. Why is that important to you?3. If the service were truly effective, being the best that

you can be, what would it look like? 4. What would you (your service, yourself) be doing?

• What would you see? • How would you feel? • How would you describe this new system of care delivery to

your peers?

KeyAEquestions:deliveryphaseNowthatimprovementhasbeendefined,considerwhatstepsareneededtomakethedreamcometolifeinthefuture:

1. Ifyouwantyourdreamtobecomereality,what doyouneedtodo?

2. What needstohappen– whatactionneedstotakeplace?Whatelse?

3. Who needstodowhat,bywhen?(IdentifySMARTgoalsbasedonanassessmentofcurrentresources)

4. Which ofyouridentifiedstrengthscanmosthelpintheachievementofyoudream?

5. Howdoyouknowthatwhatyouproposecanwork?6. What doyouneedtodotostrengthentheforcesthatcanhelp?7. What doyouneedtodotoreducetheeffectoftheforcesthat

wouldpreventyoufromachievingyourdream?

Howtohandleadifficultinterview…

SomereferencesqDenning,S:TheLeader’sGuidetoRadicalManagement:ReinventingtheWorkplaceforthe21st Century(Jossey-Bass,2010);http://www.forbes.com/sites/stevedenning/2011/07/23/how-do-you-change-an-organizational-culture/#4944ce183baa

qPink,D.Drive:TheSurprisingTruthAboutWhatMotivatesUs,CanongateBooks,2010

qWheatley,M: TurningToOneAnother:SimpleConversationsToRestoreHopeToTheFuture,Berrett-KoehlerPublishers,Inc.;February2009

qOwen,H:OpenSpaceTechnology- auser’sguide,Berrett-KoehlerPublishers,2008

qPatientVoices/DigitalStorieswww.pilgrimprojects.co.ukwww.patientvoices.org.uk

qAndersonD&L:,BeyondChangeManagement:AdvancedStrategiesforToday'sTransformationalLeaders,2008

qBallatt,J&CamplingP:IntelligentKindness:reformingthecultureofhealthcare, RoyalCollegeofPsychiatrists2011

qCooperriderD,etal,TheAppreciativeInquiryHandbook,Lakeshore,Ohio,2003– seealsoTheThinBookofAE/I

qWenger,E.CommunitiesofPractice,Learning,meaningandidentity,CambridgeUniversityPress2002

Evaluation1. What was most helpful today & why?

2. What was least helpful & why?

3. What is the key message which you will take away with you from today?

4. Any other comments?