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COLLECTIVE RESPONSES FOR CHSA CoP FRAMEWORK (RELATIONSHIPS (CHSA is a…
COLLECTIVE RESPONSES FOR CHSA CoP FRAMEWORK
RELATIONSHIPS
CHSA is a system focused culture
people in survival mode
what to do after Integral Workshops are over?
executives focused on KPIs & compliance
haven't observed executive support
perception that good ideas won't progress
apply integral to managing of current CHSA system
seek permission to implement
need for all to be using same language across org
more stories about how it works well across all levels of CHSA
Need time and space to express ideas
new ideas valued and respected
staff seen as partners
need a key executive sponsor
execs who are exemplars of practice
executive support in rhetoric but not practice
habit of spinning rather than productivity
more time and space
not identifying wicked challenges early enough so culture of reactivity
feel panicked, no time to think thru with curiosity
opportunities to know more people across areas of work to work collectively on wicked challenges
collaboration in terms of both physical and philosophical environments
Have to consciously think about looking thru other quadrants/people's perspectives
this is a challenge not a problem, all we can do is manage it
willingness from executives to take the time for deeper dive all quadrant review
KPIs are a key executive concern
willingness to take time and be curious, ask questions and be receptive even if they don't like the answers
seek external help when needed
time constraint
easy to use when expectation is that everyone will use it
not used that much by executive
suggest executive have more time on integral
executives at limit of absorption capacity with other leadership program
build into structures of templates of exec docs
conversations with others, shared language integral
taking time to work through thinking with others rather than thinking you will work it out by yourself
initiate annual planning cycle according to business needs rather than financial calendar
executives supportive AND not great at applying themselves
practical application doesn't occur at top level
used at workshops but not the go to method
more people through the entire integral journey
not set up for clear eyed approach to failure
risk averse with funding limits
need processes and structures that support innovation
no space to apply integral
making links btwn integral & other meta theories
looking for polarities when things are sub optimal
impact of developmental levels over polarities
executive undermining when not their idea
curious, deeper questions, reverence for complexity AND not treating it lightly
tolerance of ambiguity by power brokers
mavericks drive innovation rather than in being the norm
risk averse
use and share language to identify, think about and discuss adaptive challenges
middle management at regional level reluctant to use
project team supportive in group and 1:1 scenarios
continued org preference for bottom right
breaking away from positional power and investing time in perspective seeking
MANAGING RISK AND INVITING INNOVATION
TIME AND SPACE
INTEGRAL AS A SHARED CULTURAL LANGUAGE INFORMING VALUES AND SYSTEMS
COLLECTIVE EXPECTATION THAT EXECUTIVES BOTH PROVIDE SUPPORT AND BE EXEMPLARS OF INTEGRAL PRACTICE
MINDSETS
actioning what's important for our clients
intellectual stimulation
great relationships with staff
relationship people lens
focus interactions btwn people rather than tasks
equal attention to people AND outcomes
how to apply within everything I do to get better outcomes
integrate into the every day
shared practice with likeminded people
seek different perspectives
engagement with others
recognising where other people are coming from
communications and relationships
personal mastery
self development
other people's development
good match of people together
high quality
show case to other orgs
CoP members of CoP across CHSA share experiences and/or join CoP
confidence to use tool and encourage others
more time planning less time delivering
mindfulness, thoughtfulness around planning
expanded capacity (time, energy, resources) to plan
building wisdom about how to apply
embedded integral in project planning cycles and feel confident helming others do the same
full gamut of participatory and directive leadership
positive influence
quality of relationships
stretched and challenged
ok to make mistakes
security, safety to bring forward version of you
connection and authenticity
learning and knowing
curiosity in personal growth
growing action learning mindsets
seeing shifts in people's behaviours and outcomes
collaboration with colleagues
bringing on the next generation of managers
patient with myself on a learning journey
bringing it back to why we work in healthcare
values based, fun and commitment
everyone wants to be at the CoP and looking forward to next one
SELF DEVELOPMENT THROUGH CURIOSITY
DEEP DESIRE FOR GENUINE & CONSTRUCTIVE COLLABORATION
DELIGHT IN THE DEVELOPMENT OF ALL
PEOPLE AND OUTCOMES
MINDFULNESS AND PLANNING
BEHAVIOURS
need examples of where integral worked well
how to progress it in my work
progress from theory to real practice
individual and collective examples
actual impact
can't sell something unless I can see it
pool of people from different disciplines working together to train each other
spectrum of expertise
lack of confidence around when to apply & present formally to a group
how to have difficult conversations and manage confrontation
knowing how and when to step in with integral
learn by seeing and doing
afraid to get it wrong
collecting tool box of different styles
issues have to be real, what's facing us now, ones we can do something about
different input into one another's challenges
opportunity to practice with a skilled co-facilitator/peer
wonder if online resources are right?
summarised, easy to use dot point docs on intranet
step by step guide to mapping polarities
clear guide for how to sit down with teams and apply
mentor or coach from within team
when to use and how to use so you know its the right approach
practical stuff that can be turned into an action plan
from wicked challenge to an actual action plan.. HOW?
more practical application, less theory
implementation and monitoring
challenge is real, topic is real
people around the table invested in finding a way through
clustering of energy of those drawn to a topic rather than dependent on position/title/role
taking to next level
include perspectives from outliers or traditional scope
topics related to clinical change
topics related to funding proposals when exec bias is to lower right
virtuous cycles over vicious loops
building networks of knowledge exchange and shared learning
1:1 mentoring
observing other facilitators
practice
SIMPLIFIED STEP-BY-STEP 'HOW TO' RESOURCES
WORKING ON REAL ADAPTIVE CHALLENGES
PRACTICE, MENTORING & COACHING
LEVERAGING DIVERSE PERSPECTIVES & EXPERIENCE
TOPICS OF INTEREST
make it easier
external influences around case studies
SYSTEMS
admin support
list of tasks this is being added to
acknowledgement that we need time, freed up capacity
CoP participants co-design the structure
co-create CoP container together
communication platform in addition to convening i.e. wiki, yammer
outside of work hours
2hrs/week
not regular structured meetings
permission to take time when it's suitable
preference for face-to-face when possible
engage with others most useful at my stage of learning
outside of forums in own approach, integrated into day-to-day
30min/wk
structure that has attention intersubjective whilst working through complex problems
as long as we all get air time
video conferencing
flexibility with time
doesn't need to be work hours
group establishes own principles and working norms
shared level of commitment
1.5hrs/wk
administrative support
coordination support
regular check ins every 2-3 months
both yammer and zoom
1.25hrs/week
good resources on intranet
monthly opps to have conversation with like minded people
prompt emails
coaching calls with Dana etc.
cluster around areas of interest
2hrs/week
admin support
determined by the members
not overly prescribed
structure AND emergence, up to members to manage polarity
ways of working are the attractor rather than what we are working on
2-4hrs/week
self designing
simple booking system
regular evaluations
group size needs to balance open sharing AND non-attendees
interest in each other's journeys an topics
if it's connected to a live work challenge, this is a win win
CoP MEMBERS SELF-ORGANISE OWN GROUP STRUCTURES/GUIDELINES
1.75-2HRS PER WEEK
INVESTMENT IN INFRASTRUCTURE & ADMIN SUPPORT
STRUCTURE/GUIDELINE SUGGESTIONS
FREED UP CAPACITY