Systems leadership Module 3 Future Clinical Commissioning leaders…
Systems leadership Module 3 Future Clinical Commissioning leaders
influencing skills (add photo)
knowing self and others
public narrative/influencing stakeholders
definition: the ability to affect the way someone else thinks, fells and acts while maintaining a co-operative relationship
the push (my agenda) and the pull (inquiring into your agenda) of influence & identifying the common ground. Stephen Covey "seek first to understand and then you will be understood"
styles of influencing: assertion, persuasion, inspiration
Marginal gains (look this up) - re: small wins
as a leader you are a cultural carrier: what signals are you generating? what changes you make? where you put your attention? what you do sets the tone for what you want to see.
every conversation counts , i folloow up on commitments, know the rituals of others and what can I do to show others whart is important, (insert photo)
"getting to yes" by Fisher & Uri - looks at works in negotiations
Positions & interests - Appreciative inquiry, without blame, criticism or attack, summarise back what you have heard to that person. Then disclose without blame or criticism. Acknowledge common ground & difference & seek a way forward (insert photo).
Story of self revisited(insert photo). What imagery did you use? Let me tell you a story.... Story of you - what I am hearing is....
systems leadership in practice
where can you create opporutnities to facilitate connections & develop your network?
where might you be clearer in your team's vision, vlaues and purpose
what habits & ritutals might you challenge
how can you foster diversity at multiple levels?
if you are rarely in control what might you do differently?
duty of optimism
current environment & its problems is created by the organisation.
who and how do you engage with?
Can you create your own environment?
complexity of multiple systems
what is a functional environment
leadership documents: the future leadership - we want compassionate leadership
who are we and what are we trying to be?
structural/technical & relational problems
get on the balcony and work out what the environment is
take control of your own environment and work around things
how do you lead when: you're not in charge, the environment is complex and you have no money?
Mechanistic view of leadership e.g. Frederick Taylor 1856 - how to use science for organisations to be more effective & efficient (scientific management).
study work & make it more efficient
match workers to their jobs based on capabilities
3.monitor worker performance & provide instruction & supervision
allocate the work between workers and managers
exercise: A's pushing B, B's leading A's but with no contact and no speech
margaret wheelan - what can we learn from the new science if the old mechanistic science doesn't work. What can we learn from the chaos theory? e.g. a vast network of interconnections. What becomes more important is not answers but curiosity. E.g. the bergstog model in the netherlands for a self-caring team.
leadership styles - what styles are helpful in mechanical approaches in the NHS that have worked or did not work?
Gollman's leadership styles
In any hierarchical systems there are always tops , middles and bottoms (Barry Oldman's work) & behaviours that come with those positions.
Are some of these dynamics inherant in the model of working, so therefore unable to fixed by using that modele.g. people disempowering themselves.
Keith Grint - wicked problems, crtical and tame rpoblems. Different kinds of issues require different kinds of change & different kinds of approach. Critical - commnder, tame - management , wicked - leadership. Talks about leadership being abotu asking the questions and creating a collective answer- but this requires relationships with all stakeholders, trying something out & seeing what you can do.
Myron Rogers - Book the simpler way
why do good intentions generate unintended consequences?
living systems theory
What work are you already doing? Think about your SDI. How to apply Myron's maxims, influence design
Benjamin Zander - the art of possibility (book and TED talk) - regarding complex systems
Ground rules - being able to check in on them and revisit them to check they are working. its about how we work with them. My one chosen today was keeping it a safe environment
Political behaviour - Baddeley & James (1987) model
John Kay - contracting 1993 book Foundations of corporate success. Classical contracts - explicit documents long term legal agreements containing detailed provisions as to how dealings between the parties will evolve as events unfold and relational contracts - implicit documents that are expressions of strategies for playing a repeated game, with provisions that are only partly specified and are enforced, not by a legal process, but by the need of parties to have to go on doing business together.
Building trusts in a system (insert photo) - story, you, me, common goals, getting to yes.