Culture of Innovation Framework April2004

8/6/2019 Culture of Innovation Framework April2004

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The Culture of Innovation

Framework


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The challenge is to bring the full potentialbenefit of effective health care to allthis

challenge demands a readiness to think in

radically new ways about how to deliverhealth care services

Institute of Medicine, USA

Crossing the Quality Chasm


3/19

Central truths of innovation every system is perfectly designed to get the

results that it gets

if we want different performance, we must

change the system

to change the system, we must think in

fundamentally different ways


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What are the key dimensions you

need for a culture of innovation?


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Dimensions of innovation culture

risk taking

resources

widely shared information

specific targets

tools and techniques rewards systems

team environment


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Uses of the framework to assess current environment

plan actions to increase likelihood of

innovation


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Tool:Spider Chart

Teams

Rewards

ToolsTargets

Information

Resources

Risk


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Spider Chart Scale

-5 = we have outstanding negative skills, systems or

recent experiences on this dimension; hampering

innovation

0 = our skills, systems and experiences on this

dimension have no real impact; neither hamper

nor support innovation

+5 = we have outstanding positive skills, systems, andexperiences on this dimension; supporting

innovation


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Tool:Spider Chart

Assessment of current culture for innovation

-5

0

+5 Risk

Resources

Information

TargetsTools

Rewards

Relationships


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Representative of

positive scores

Factors that lead

to a high rating on

this dimension

Representative of

negative scores

Factors that detract

from this dimension

Dimension of innovation culture


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Senior Leadership Team

provide public and private

emotional support,

encouragement and

reward for individuals and

teams that want to try out

new ideas. Organisation

actively seeks learningform others.

Formal leaders and

opinion leaders fear

failure. There is no

support or

encouragement.

Assessment of risk is

inaccurate. They fear

the worst and that is

the end of the idea.

Risk taking


12/19

Protected time,

authority or autonomy

to act, information and

money is available forindividuals and teams

who wish to innovate.

There is active

encouragement forcreative thinking.

Funding is available for

unusual opportunities,

secondements etc.

All resources are

tied up in delivering

services in the way

we always have.Innovation is not a

priority and

resources not

allocated for it. Staffare actively

discouraged from

thinking differently.

Resources for innovation


13/19

Information is gathered from

a wide range of sources and is

freely available or quickly

sent out to staff. Information

is circulated for comments orproposals or to to stimulate

debate. Staff encouraged to

make partnerships outside of

health. Lots if displays that

are exciting and wellmaintained.

Information is given on a

need to know basisdetermined by leaders.

Format may be difficultto understand and not

useful. Papers are

summarised with keyrecommendations but

decisions have been

made before staff seethem.

Widely shared knowledge


14/19

Leaders make clear that

innovation is considered

highly desirable and there

are clear links withoperational and strategic

plans. Creative ideas are

actively sought , they are

the only way that someof the targets will be met.

Targets are set and

focussed without any

encouragement for

new thinking. Plansstipulate how targets

must be met. Only

numbers are

important. Hit the

target, miss the

point.

Specific targets


15/19

The organisation

supports a conscious

and deliberate

process for innovation. Alot of investment in

building capability. Staff

are supported in

choosing tools &techniques but are able

to make own selection.

The organisation has no

awareness of tools &

techniques to supportcreative thinking.

There is no method or

approach for

innovation. Creative

ideas are discouraged

in favor of status quo.

Tools and techniques


16/19

Teams & individuals arerewarded fully for theirefforts with things that are

important to them. eg:Protected time, help fromother areas, greaterinfluence, recognition. Lotsof team reward good

process for celebrationeven if ideas notsuccessful.

Teams and individuals

who want to improve

something are

isolated. Discouraged

from trying new

approaches.

Mechanisms in placeto reinforce status

quo. No thanks or

reward.

Reward systems


17/19

High level of honesty, respect

and open communication.

Many highly motivated teams

with a good mix of skills andstyles. Teams supported with

ongoing team development.

Good networks of intrinsically

motivated people working

together for a common aim

The organisation

does not promote

team-based working and

does not support the

development of networks.

People feel controlled. No

Developmental leadership

style. High level of

distrust, lack of respect

and honesty.

Relationships


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Testing Think of your own organisation and work

through the seven dimensions.

Create your own spiders web score sheet

Ten Minutes


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Sharing

Get up, take your spiderweb move around

the room and find someone who has a high

score for a dimension that you have a low

score for.

Find out more about why they have a high

score take their name, organisationand e mail so that you can find out more if

needed.

Documents

Culture of Innovation Framework April2004