June 2017: From Me to We – The Future of the NHS as a Social Movement

Friday June 2, 9.30am BST

How can we build a positive social culture in organisations, and how can this become a movement for change? June’s Edge Talk features the latest thinking on social movement from Australia using Jeremy Scrivens’ work on the emotional economy.

Jeremy will share his rich insights into his cultural change model and how this can be applied to social movement thinking.

Jacqueline Del Castillo, Senior Programme Manager, Health Lab and Annie Finnis, Director, Health Lab in Nesta will be joining the session to present the UK context and latest developments on social movements.

This free session will be of interest and of use to anyone interested in finding out more about the potential of social movements in health and care; the value of using social media and third platform technologies; and the importance of connectivism.

About our speakers

Jeremy Scrivens

Jeremy deploys a suite of strengths, approaches and tools to equip leaders and business to build a positive culture for high engagement, authentic collaboration, innovation and an exceptional customer journey.

He works with enterprises, not for profits and communities in holistic change for sustainable growth. A recognised Appreciative Inquiry facilitator, Jeremy works coaching large scale positive change, engagement and innovation in enterprises.

Prior to this, Jeremy spent 25 years as a senior HR and Workforce Transformation Leader in the Australian Public Service. During this time, he deployed state of the art business transformation approaches including process simplification, lean thinking, HRM, change management and Requisite Organisation.

Jeremy is a global player on social media, with a growing reputation as a thought leader and facilitator on the Future of Work in the Digital Age. He is a sought after speaker and consultant on the Future of Work, Appreciative Inquiry, Social Movements, Collaboration as the New Innovation and Gen G: the young workforce wired for collaboration and innovation on a global scale. With Sarah Brewer, Jeremy has co-designed and delivers the world’s leading syllabus – Becoming Social – for coaching business owners, leaders and teams on how to develop an authentic voice, influence, following, social good and business value by being authentic players on social media in a connected world.

Follow Jeremy on Twitter: @jeremyscrivens


Jacqueline del Castillo


Jacqueline works in Nesta’s Health Lab on initiatives that empower people and communities to improve their own health and the systems which shape it. Most recently, she has been involved in NHS England’s Health as a Social Movement programme in collaboration with RSA and the New Economics Foundation.

Jacqueline has spent the last 10 years securing the wellbeing of people and societies globally. She is currently seeking her PhD at the Institute for Global Healthcare Innovation at Imperial College London. Most recently, she was at the Mayo Clinic Center for Innovation working on innovation projects that improve the experience and delivery of healthcare.

Miss the session? Slides and recording available below:

In order to get the most out of the session, Jeremy asks participants to think about the following questions before viewing:

(Please note these questions are not mandatory – they are intended as helpful prompts before and after the talk).

Imagine you could change something for the better using social media, what would this be? What do you care passionately about?

  1. A vision is a profound dissatisfaction with the way things are and a picture of what the future might or will be?
  • What are you dissatisfied with now?
  • What is your vision for the future –imagine if?
  1. What is the future story?
  • What is happening in your story?
  • What is being changed or put in place for the better?
  • Who benefits?
  • What are the outcomes?
  • What is your contribution?
  • Who are you collaborating with on social media to make this happen – individuals, business, and community? #We
  • What is the scale: local, national, global?
  • What new opportunities / possibilities have come into being?
  • What has been put into place to make this happen?
  • How is this story revealing the real, authentic #Me
  • Why are people engaging with and coming on board with this story?
  1. In your future story, are you initiating (starting up) a movement on social media or joining as a contributing member of an existing online movement?
  2. What is the cause you are sharing on social media?
  • How are you sharing it?
  • What is your contribution to the work with your hands, head and heart?
  • What legacy are you leaving?
  1. Who are the new supporters you have reached with your cause?
  2. What is the message you are sharing with your potential supporters so that they come on board with you and join the cause or movement?
  3. What is your story so far – what have you achieved and what’s next for you?

April 2017 Nobody's Patient: Improving Care and Experience in Maternity Services

Women who become seriously ill in pregnancy; families of babies cared for in a neonatal unit; and women whose babies die in the second trimester often fall between the cracks of NHS services, due to the way services and pathways are set up. They become ‘Nobody’s Patient.’

April’s Edge Talk will give participants the opportunity to hear about the Nobody’s Patient project, which was sponsored by the NHS England Maternity Challenge Fund to improve care and experience for families who are typically seldom heard. The talk will describe why the project – part of the #MatExp social movement – was created. It will also detail how families and multidisciplinary staff came together during two pilot workshops at Kingston Hospital NHS Foundation Trust, and at St George’s Hospital NHS Foundation Trust to co-produce solutions to improve the care and experience for other families, and for the staff who care for them. Because nobody should feel like they are nobody’s patient.

This Edge Talk will be of interest not only to those involved in maternity services, but will also appeal to anyone working in engagement and co-production, especially with groups who are typically labelled ‘seldom heard’, or ‘hard to reach’.

Recorded Materials


Leading April’s talk are:

Leigh Kendall (@leighakendall), Patient Leader of Hugo’s Legacy (and the Communications and Social Media Manager at Horizons).

Catherine MacLennan (@thepinksnblues), Founder of the Pinks and The Blues CIC, a group  which offers one-to-one and group support for anyone who has suffered the loss of their baby in the first or second trimester.

Gill Phillips (@WhoseShoes), Founder of the Whose Shoes concept which is the linchpin of the Nobody’s Patient and #MatExp workshops. The Whose Shoes game is a powerful and innovative method of bringing together diverse groups of people, supporting them to empathise and understand view points, and enabling them to co-produce solutions.

Be Part of A Huge Call to Action! The Power of One, The Power of Many: Being a Leader in a Changing World

The Power of One, the Power of Many: Being a Leader in a Changing World

Will YOU join our call to action at 3.30pm (GMT) today?

Today, 15th March, is the second and final day of the Chief Nursing Officer’s Summit in Birmingham.

There have been important and energetic discussions going on at the summit so far. Some of the big themes include nurses and midwives leading change, new relationships and partnerships with patients and families and the changing role of leaders.

Helen Bevan is going to speak at the summit at the end of today. The theme of her talk is “Leadership is the power of one, harnessing the power of many”. She is going to ask the leaders taking part in the summit to identify their “call to action” and tweet a picture of it with the hashtag #CNOSUMMIT.

To demonstrate “the power of one, the power of many”, we would love you to take part as well, wherever you are in the country or in the world.


How to get involved:

Between 3.30 and 3.45pm today (Wednesday 15th March 2017), will you join us and write your own personal call to action on a sheet of paper or card? This is any action you will take to encourage others to join together and collaborate to build energy for change and make improvements for patients, families and co-workers.

  • Take a photo of yourself and tweet it with the hashtag #CNOSUMMIT
  • Please type the words of your call to action in the body of your tweet.

Here are some examples of what we would like you to do:

Student midwife @JaneDouthwaite with her call to action:

You will be part of a movement, at the summit and around the word, demonstrating “the power of one, the power of many”.

Remember: post your tweet between 3.30 and 4.15pm pm today.

If you have any queries or need some help, send a tweet to @kateslater2 or @leighakendall


March 2017: The DNA of Care and the importance of listening to staff stories

March Edge Talks: Friday 3 March, 9.30am GMT

The DNA of Care: the importance of listening to staff stories

Presented by Dr Karen Deeny, Staff Experience Programme Lead at NHS England (@karendeeny1), and Dr Pip Hardy (@PilgrimPip), Co-founder of the Patient Voices Programme (@PatientVoicesUK).

The intertwined relationship between patient care and staff well-being has been likened to the double helix. And so the stories we tell each other are like the DNA of care, transmitting information and shaping cultures, offering learning opportunities and, sometimes, healing.

The stories of NHS staff reveal what really matters to them. Their stories point to the ways staff can be supported to provide the best possible care for their patients.

In 2016 NHS England provided funding for staff from all around the country and from many different professions to create digital stories with the Patient Voices Programme. Drawing on experiences of several of the storytellers from the project, this webinar will highlight the ways in which stories can bring about both personal and organisational change as well as guiding research into the power of stories and storytelling in the search for improvements in care.

Recorded Materials

February 2017: Democracy, Freedom and Work – Enabling Better Health and Care

Collaborating Out Loud believes there are many ways we can create organisations that utilise everyone’s potential.

Claire and Kev will share a way to help organisations begin to craft a different culture. A culture where everyone’s voice is heard and equal; where hierarchies are broken down; and where leaders can still provide direction, but in an enabling and supportive way.

This Edge Talk is for you if you want to explore how we can enable frontline staff to be more innovative, engaged, happy, and productive by creating organisations that are more democratic and based on freedom.

Claire and Kev will be talking about the WorldBlu 10 principles of organisational democracy provide a framework for organisations to begin their exploration and journey:

  1. Purpose and vision
  2. Transparency
  3. Dialogue and listening
  4. Fairness and dignity
  5. Accountability
  6. Individual + Collective
  7. Choice
  8. Integrity
  9. Decentralisation
  10. Reflection and evaluation.


December: Empowering people to be heard and helping leaders to listen as part of creating the #AHPsMandate

Across England, Allied Health Professions have co-created a vision of how, with collective action, our nation will be different if all AHPs are used effectively in the health, social and wider care system.

In England, AHPs comprise 12 professional groups; art therapists, drama therapists, music therapists, chiropodists/podiatrists, dietitians, occupational therapists, orthoptists, prosthetists and orthotists, paramedics, physiotherapists, diagnostic radiographers, therapeutic radiographers, speech and language therapists.

However throughout the development of the mandate it has been recognised that there are other professional groups who regard themselves as allied to health. The mandate is inclusive and reflects how people work together in multi-professional teams. Those who align themselves to it and support it are encouraged to use the mandate’s findings it to continually improve and redesign services.

Our speakers will be sharing the details of how they went about creating this Mandate for Change by empowering people to be heard, and helping leaders to listen.

Please join the webinar if you would like to hear about how such collective engagement was achieved via crowdsourcing and how the mandate will support the delivery of the Five Year Forward View, through the Sustainability and Transformation Plans.

Recording and slides





About Our Speakers

peteDr Peter Thomond is the Managing Director and founder of Clever Together and a founder and Trustee of the charity SportInspired. He has worked with organisations across the world and holds a PhD from Cranfield University in the field of innovation and strategy. Today, Pete supports leaders to transform their outcomes from change and strategic planning, through staff, stakeholder and community engagement – i.e., well-managed open innovation. Given his passion for health and care, Pete likes to focus extensively on the UK healthcare systems and has been listed by the HSJ as a top innovator in the sector.


Dr Joanne Fillingham, PhD, is a Speech and Language Therapist. She qualified in 1998 and completed a PhD in 2005.

Since then she has worked in clinical and leadership roles across primary, community and secondary care settings at a local, regional and national level.  She joined NHS Improvement as the first Clinical Director for Allied Health Professions in December 2016 where she will provide expertise on how NHS Improvement can work to support trusts in the professional development of AHPs.

Joanne, (on Twitter as @jkfillingham) , is passionate about the harnessing the use of social media to transform care and co-founded @WeAHPs with @NaomiMcVey @HelenOwen3 and the support of #WeCommunities.

November 2016: Fixing Patient Flow

Identifying the needs of any given population and creating the capacity to manage is increasingly challenging.  The origins of today’s problems can be traced back to a failure to recognise the pace of change and to respond quickly enough with new ideas and processes.  Creating a clear understanding of what is happening provides a basis for measuring the effectiveness of innovation and transformation.

In November’s #EdgeTalks Sasha Karakusevic, Horizons’ Project Director will offer an overview of hissasha Nuffield publication ‘Understanding patient flow in hospitals’,  and a reflection on the use of data to drive change in complex systems. Sasha started his career in dentistry and maxillofacial surgery. Early in his career he became very interested in service improvement and health system design, focusing on the systems and processes that drive innovation and improvement. He has extensive interest and experience gained nationally and internationally in using information to drive improvement and make health systems work better”

This session is a must for anyone working in, or interested in health and social care. Participants will learn how to use data to better understand patient flow, manage demand – and engage people in translating data in to a meaningful narrative to drive transformation ‘on the ground’.

Now available as podcast

We’re experimenting with making our #EdgeTalks available as podcasts. You can listen here:

Or you can add the following link to your preferred podcast player:


We’d be grateful for any feedback you have about making the EdgeTalks available as podcast.

#ScotPublicHealth Realistic Medicine

On 7 September 2016, Scotland’s Chief Medical Officer, Dr Cath Calderwood ran an hour long webinar to discuss Realistic Medicine.

The session discussed the CMO annual report Realistic Medicine, the role of social media in engaging with a wider audience and attendees had the opportunity to raise questions relating to public health.

To see more from #ScotPublicHealth please click here

To view the recording of the full session or the slides discussed please click on the links below;


The future of our health

The future of health is now.  Take the time to watch this video to the end.  Be amazed, heartened and understand the potential of data, digital and human connection.

Dr Jack Kreindler takes our current reality, adds a human  narrative and shows what is possible if we practice the art of future thinking.  Please share with others through a retweet.

How is a hack like a party?

I am often asked how do I plan a health hack for my organisation.  There are lots of ways to do this, but I really appreciate Katy Brownbill’s top tips to plan it like a party.  Health hacks are an innovative way to solve those tricky, thorny problems so why not make the process fun!

The top tips are drawn from the NHS South Cheshire CCG and NHS Vale Royal CCG recent Central Cheshire Hack 2016



Gamification / game on! using gamification to engage and motivate change.

Finding new ways to work sometimes requires us to look outside the healthcare context. Games motivate us – to cooperate within teams, to solve complex challenges, to strive for a personal best, to create, discover and explore. What if we could apply those same strategies to improving our health and care system?

Building and aligning energy for change – A review of published and grey literature, initial concept testing and development

We are delighted to make this important review of literature and practice on “energy for change”
available to healthcare leaders. This is the first of a series of resources that we are sharing, which
we hope will help leaders ignite and fan the flames of energy for change and thereby achieve
their health and healthcare improvement goals more quickly, effectively and sustainably.

Read the document.

White Paper: The new era of thinking and practice in change and transformation – A call to action for leaders of health and care

This White Paper from NHS Improving Quality examines leading trends in change and transformation from multiple industries across the world.

As leaders of health and care we operate in a world where change needs to happen at a faster rate and become more disruptive – our thinking and actions need to challenge the status quo, which will not serve us for the future.

Many of the ways we go about improving health and care (in the NHS and elsewhere) were designed in a different mindset for a different set of circumstances. Given the radical and complex nature of our transformational challenge, these ‘tried and tested’ methods increasingly won’t deliver what we need to deliver for patients.

In this White Paper, we identify the profound implications and opportunities for leaders of health and care. They include a fundamental rethink about what organisational and system change means, including:

  • Who does it (many change agents, not just a few)
  • Where it happens (increasingly ‘at the edge’ of organisations and systems)
  • The skills and mindsets that change agents need.

It also means embracing disruption and ‘disruptors’ in our organisations and wider systems to create an environment where innovation is encouraged; no longer seeking to ‘overcome resistance to change’ but welcoming difference, diversity and dissent as core operating principles of our organisations.

The White Paper concludes with a call to action: join the new breed of leaders across the world who are rewriting the rules of change and leading change from the future to get different results.

Catch up with all sessions from NHS Transformathon 2016 now!

We did it!

With your help, we created an amazing 24 hour event where we heard from innovators across the globe on how they are improving health and care. NHS Transformathon brought the world together to share ideas, successes and lessons learnt – all to help improve the NHS.

Speakers from as far away as New Zealand and Canada joined change experts, staff and patients in the UK, to share the latest methods and models for making change. Topics covered included: how to use social media and film to improve health and care services, how organisations in Wandsworth have come together to improve the health of their community, how seven day services have been introduced in Australia, prototyping in the new care models programme and how patients are leading and driving change.

Our amazing panellists have left us feeling energised and inspired and we want to share their great ideas with everyone, so if you missed any of the sessions or were unable to join live then don’t worry because all of the sessions were recorded and are available to watch again, just visit the NHS Transformathon webpage and click on the session title to view the recording

Tell us what you think

What did we do well? What could we do better? Did we feature everything you wanted to see or did we miss something? So that we can ensure we are delivering the type of events, featuring the subjects and speakers that you want to see, we’d really appreciate if you could feed back to us by filling in our short survey. It should only take 2 minutes.

If you have any questions about the event, please do not hesitate to contact us at transformathon@nhsiq.nhs.uk.

Change Agent: Elsa Ng, Pharmacist

Brief profile (Who are you? What do you do?)
I am a pharmacist, recently started working at Clinical Commissioning Group (CCG) in London as a prescribing adviser. Before this role, I was working on an integrated healthcare record project as a Clinical Leadership (Darzi) Fellowship and as paediatric cardiac pharmacist, where I learnt a lot about quality improvement and whole system approach.

What has been your most notable radical accomplishment or experience?
I learnt about project management (PM) technique when I was planning my own wedding. This is because I am married to a project manager, who has “managed” our time, resources, stakeholders and quality rather successfully. After all, we had a smooth-running, overseas wedding with more than 300 guests. I somehow believe things in everyday life can be good lessons in other areas. I am glad I have translated this experience into practice, especially in quality improvement projects and during Darzi Fellowship – where I had to opportunities to work with the IT department and helped addressing the human factor issues at the implementation of an integrated digital healthcare record. Being able to speak to project managers’ language certainly helps!

When did you first realise that you are a health & care radical?
Not long after qualifying as a pharmacist, I have read a book called ‘who moved my cheese’. In the story, the characters are faced with unexpected change in their search for the cheese. One of them eventually deals with change successfully and discovered ways to ‘enjoy changes’. Since then, I exploring changes/ improvement in healthcare setting.

What advice do you wish someone had given you earlier in your career?
“Success consists of going from failure to failure without loss of enthusiasm.” Churchill

What is your favourite radical characteristic?
Get over failure and fail better next time.

What is your favourite question?
What is the ideal outcome and how can we get there?

What one clue tells you you’re affecting positive change?
People start agreeing with each other and the common goal becomes obvious.

What do you think it’s most important for people to understand about radicals?
Radicals have a good heart and they are trying to help.

What’s your one word piece of advice for radicals?

What’s your one word piece of advice for non-radicals?

Where do you think radicals are most needed today?
Wherever a radical would want to be

Who is your favourite radical from the past 100 years?
I don’t really have one.

What’s the one thing you should never say to a radical?
Stop dreaming!

How do you rate yourself as a radical:
Not always show externally but full of ideas inside…

#SHCR: an inspiring, free course that will help you change health care for the better

This article about the School for Health and Care Radicals (SHCR) describes the author’s experience of taking part in the School during 2015. Elissa explains how the SHCR worked and how it made a positive impact on her personal and professional life. It is heart-warming to see that it was such a positive experience for Elissa, partly because I was the Editor/Administrator for the School but also because it is a programme that I feel very passionate about.

Working behind the scenes often meant that I wasn’t always aware of the positive impact the School had on people but reading this article makes me realise just how far reaching the School is.

The SHCR starts again on Thursday 4th February, reading this article will give the reader a fantastic insight to the SHCR. If you are interested in finding out further information about the new School year please visit the website http://theedge.nhsiq.nhs.uk/school/ we hope to see you there!

An introduction to scaffolded social learning

Julian Stodd’s blog post provides a good example of developing a model of learning in public. This key skill of working out loud enables others to connect and offer their thoughts on the model at each stage of development through the hashtag. Follow this work through the ongoing posts of Julian’s blog and the hashtag #WOL.

Scaffolded social learning encompasses key skills for change agents in the 21st century- co-creation, curation, sharing and making sense of new knowledge. When we start from a position of social learning, openness and trust individuals can connect, critique and offer their curated knowledge and viewpoints.

My reflection on the model is that this would be a good approach for the new cohort of school for health care radicals #SHCR starting soon. Why not expand the process of working out loud and try out the model – real action research that could take place via the Google+ and Facebook pages of the school. Gaining the perspective of the global SHCR and The Edge community on this project could be achieved by curating and commenting on additional content on social learning as #EdgeWriters.

If you want to prototype this social learning approach or write for The Edge – contact theedge@nhsiq.nhs.uk

Seven things that patients bring: the benefits of patients as partners of change

When looking at why we should make certain changes to improve health and care, personal stories will convince some people of the benefits of a change, whilst data and evidence will convince others.

Co-production is the process where patients and health care professionals work together to develop services. There are many stories from both patients and health and care professionals of how co-production has led to improved services and a better experience for all – but what is the evidence for this?

In this insightful blog, David Gilbert, Patient Leader and Director of InHealth Associates, lists seven benefits of co-production, looks at the impacts of co-production, and sets out why patients should be regarded as true partners for change.

New care models: empowering patients and communities – a call to action for a directory of support

The NHS recognises the need to find new ways of working and has recently set up a large-scale new programme of work to recruit 50 vanguard NHS organisations to test out new models of care around the country.

This Directory was originally put together to support the vanguard sites – but it is a fantastic resource to the whole health and care community as it places all the current public and third sector improvement bodies into one easy-to-use reference document.

The range of organisations listed is really diverse – from the CQC right through to the National Lesbian, Gay, Bisexual and Transgender (LGB&T) Partnership – and it’s a constantly evolving document. So, if you think someone is missing or you want to get your organisation included in the next version there’s a form at the back to complete and return.

The 37 best websites to learn something new

As part of The Edge’s mission to bring innovative ideas to the world, what better way to inspire and develop people than to expose them to new ideas!

With this in mind, the attached article lists 37 of the best websites to find free online training. We use sites like this in the production of The Edge to source suggested free learning and events that you can find in the ‘Attend’ tab above!

The internet is such a vast place that there is no way (even with the very best intention) that we can find and share all of the fantastic learning opportunities out there, so if you are aware of any free and open courses or events you think we should be sharing please let us know and help to grow The Edge community!

Improvement Science Alert – December 2015 edition

The Knowledge and Intelligence team from NHSIQ/NHS England scour over 250 sources each month to select and sign-post to the latest evidence in improvement science, leadership and large scale transformational change. Presented in a simple bibliographic style the aim is to save users considerable time in searching for new reports, papers and research on these key topics.

Definitely a useful resource for all Edge readers who are looking for additional evidence to support transformational change projects. Note that the evidence is presented in three layers and annotated free or requiring additional payment for specialist academic resources.

Improvement science alert

The improvement science alert is a great resource for health and care which highlights key reports, research papers and opinion pieces in succinct bibliographic style. It supplements The Edge and is equally well curated to bring you additional resources on leadership, large scale transformational change and improvement science. Content is layered and clearly identified in the following formats:-

  1. Open access for any online users.
  2. Athens resources from NICE which require separate sign in.
  3. Restricted access requiring payment to access a resource.

I would recommend that you sign up to the Alert and share with others in your health and care networks. Change is changing and this resource is handy to have in your innovation toolkit alongside The Edge.

Social media & me

You’ve probably heard a lot about social media, and you’re probably even already even using it. But we know that many people still feel unsure about what they can and cannot share; when to join online conversations; and what social media can be useful for – both in our home and work lives. If you have recently joined, or are thinking about joining; or even if you’re a social media pro but could do with a refresher about social media etiquette, then our new, short film is for you.

Brought to you in collaboration between the team at The Edge, and Anne Cooper, nurse, patient and active social media user  (@anniecoops), our film is original and exclusive content to The Edge, and has been produced to help give you some tips and confidence to use social media to its potential.

Please also feel free to share our film in your presentations at conferences and in your organisations.

We hope you enjoy it, and please do tweet us (@theedgenhs) to let us know what you think.

Read more about social media and the NHS here http://www.leadershipacademy.nhs.uk/blog/professional-presence-and-social-media-research/ and on Anne Copper’s blog http://anniecoops.com/2015/04/21/social-media-and-me/

1st December 2017, 9:30 am to 10:30 am: Music To Our Ears – Transforming Patient Care

How music to our ears can become a Care Aid will be our December Edge Talk with Ignar Rip and Grace Watts.

To join the Edge Talk please follow this link once the session has begun.

To see the live captioning of our Edge Talk please follow this link.

Follow us on Twitter @HorizonsNHS #EdgeTalks 

This Edge Talk aims to raise awareness of the Power of music in the NHS.

Learning Objectives:

  • Learn how to use music to support patient care.
  • Learn how to inspire and motivate family, patients and staff.
  • Learn to use music as a method of patient and staff engagement.


Ignar Rip @MuziekGeluk

Ignar Rip is from The Netherlands. His passion is to integrate people’s favourite music into their daily care so that it supports their care aid, health and wellbeing and becomes a ‘help engine’ for the brain.

Those with a range of conditions such as dementia, Parkinsons can all benefit from hearing music.

Ignar’s journey started when he and his father cared for his mother, who had Alzheimer’s for more than 10 years. During these years he integrated his mother’s favourite music into her daily care. Ignar did not think that playing music when waking up and going to sleep was particularly special, and assumed it was common practice by caregivers.

When Ignar found out this was not the case, it had a huge impact on him. He wanted to ensure every care worker could benefit from the power of music, which would make their work become easier and benefit everybody with dementia as it enables them to find shelter, happiness and peace through their music.

Ignar created a three-step plan, in both English and Dutch and was then then approached by people asking for him to give training and lectures. Now Ignar trains nurses, gives lectures and advises healthcare organisations.

Find our more about Ignar here http://www.alzheimerhappiness.com/information-about-me


Grace Watts @Grace_Watts_

Grace Watts has worked as a music therapist at the Cheyne Child Development Service at Chelsea and Westminster NHS Foundation Trust Hospital for almost four years. In that time, she has been involved in the international randomised control trial exploring music therapy for children with autism (TIME-A), and delivered music therapy in community settings.  Currently, she is exploring how music therapy can play a supportive role within maternity service for women, their families and staff. Alongside this, Grace is the Development Director for the British Association for Music Therapy. As a music therapist, Grace has worked in a variety of educational, and adult mental health settings.




November Edge Blog: Creating Fab Teams at the Edge

Our Associate Janet Wildman talks about what makes an effective team, especially within the context of challenges of modern healthcare environments:

Great teams don’t just happen. 

Teams that fit together like puzzle pieces are the result of hard work and collaborative and thoughtful leadership.

What does it take to build an effective team and to embrace a different type of leadership in teams?

We’ll be looking at this on Friday November 3 as part of our next Edge Talk. We’ve invited Claire Haigh from Collaborate Out Loud, as well as individuals working across a range of disciplines and organisational boundaries to join us to discuss the challenges and opportunities of working in complex teams.

During the talk, we will be exploring the evidence on what makes an effective team, and what leading and managing means in this context. We would like to develop new creative and innovative concepts, tools and methods to enable teams to achieve their aims – and to spread this learning more widely in health and care.

What do you think makes a fab team? Have a look at the ideas on this page – you can vote on ideas that are already there, or add your own.


You might have seen Horizons’ sketchnote about 10 Things Fab Teams Do.

The sketchnote is a result of crowdsourced ideas and contributions Each of the 10 segments represents the key ingredients of an effective team. We know that this can be applied to different teams working in complex environment.

Effective teams in complex environments

There is no surprise that health care is becoming increasingly complex in this ‘post-digital’ age. The complex and intensive interactions necessary to sustain health in modern health care delivery systems require a different approach to supporting and developing teams. Much of the emergent thinking about complexity and systems and organisations alter the understanding of the nature and function of teamwork and the configuration of a team effort.

Transdisciplinary, multifocal and multilateral teams working in complex systems require a different approach to problem-solving than traditional industrial age models and problem-solving methodologies allowed. Historical linear approaches reflected a simple cause and effect model. The environment we exist in is less predictable, and the ecosystems and social systems do not behave in predicted ways. Leaders and leadership in this context take on a new form, particularly when as we move from single leader approaches to team-based approaches that are collaborative, fluid, interactive and dynamic.

Contribute to the conversation

Join Claire, from Collaborate Out Loud and myself on #EdgeTalks this Friday, 3rd November, at 9.30am when we will also be joined with a great line up of people sharing their stories of what makes a fab team in their organisations. The webinar is free, and all are welcome.

For more information or to chat in more detail about what makes a fab team, please contact  Janet.wildman@nhs.net or clairehaigh@gmail.com.

What are Edge Talks?

EdgeTalks is a series of monthly webinars that aim to share the latest innovative, social era change methods with anyone with an interest in leading and supporting change in health and care. We want to ensure that transformation and large-scale change are informed by the latest thinking and practices. We seek to impact individuals from a broad spectrum of interests in the change agenda.

November 2017: Connecting People for Innovation and Collaboration



Share evidence of what makes an effective team in a complex work environment UPLOAD YOUR STORY ON:


View the #edgetalks from 3rd November 2017, 9.30am BST to hear about Claire Haigh, Boena Zeneli, Andrew Messina and Cath Doman discussing connecting people for innovation and collaboration.


This session enabled participants to share new insights into what makes an effective team by connective beyond organisational boundaries.

By joining us on this EdgeTalk you will:

  • Explore the challenges of working in complex teams
  • Hear stories about new approaches to building effective teams
  • Have the opportunity to be part of a conversation that will help crowdsource our collective wisdom on how to create fab teams

The purpose of the session is to share new insights into what makes an effective team.  We will learn about the importance of connecting beyond organisational boundaries and working in teams where hierarchical command and control and HR approaches have become ineffective.

We are running a campaign leading up to this through Tricider (http://www.tricider.com/brainstorming/3KPdStthoV3). We are encouraging people to submit examples of good team work and why this is so important. If you have innovative examples of the work you are doing to develop a team across different organisations, why not share your insights and lessons learnt on Tricider and join us on the 3rd November.


Claire Haigh

Claire is the Co-Founder of Collaborate Out Loud a Community Interest Company that creates surprising, simple and social spaces for public service innovation and an explorer, shaper and connector of future collaborative public services.

Boena Zeneli 

Boena has been working for the NHS since 2005 in a variety of positions in CCGs. She has a keen interest in the importance of working with and managing complex teams, and in particular to connect the whole economy to work collaboratively, as one team- without boundaries.

Andrew Messina  

Andrew has extensive experience of initiating and delivering transformational change within health and care systems.  He has worked in health and care in Stockport to develop their MCP Vanguard programme.


Cath Doman 

Cath is a programme director with both and a clinical and commissioning background and has a Masters in Healthcare Leadership. Cath’s career originated in occupational therapy and has spanned the NHS and social care, commissioning and provision and latterly leading major whole system transformation programmes focused on integrating health and social care services.  Cath is currently the programme director for one of the national vanguard sites in Harrogate and works on behalf of six local partners including primary care, mental health services, social care, local council, community health services and the CCG.





Please let us know if you would like to join future EdgeTalks session and we will send you an advance notice of future meetings. Email: ENGLAND.SI-HORIZONS@NHS.NET

October 2017 – Reshaping healthcare enterprises by design


View the #edgetalks from 6 October 2017, 9.30am BST to hear about Milan Guenther and John Gøtze  discussing reshaping healthcare enterprises by design.


Design initiatives have to deal with complex health and care systems in order to be successful. To cope with this challenge, healthcare enterprises must become better at understanding themselves and their environment (or ecosystem) in a holistic way, which means and appreciating things like culture, operational processes and structures, roadmaps and investments.

Without taking into account the wider ecosystem, starting a patient-centric perspective, and mapping the various moving parts of operational and organisational delivery systems, design (thinking) initiatives are bound to fall short of the expected impact: key constraints and opportunities are missed, results disappear in drawers and are forgotten, implementations are isolated and success metrics unclear.

John and Milan will share a set of techniques and examples from joint Enterprise Design and Architecture practice that can be directly applied to healthcare innovation and transformation.

Further information can be found here;


We will look at typical challenges and how to tackle them in a holistic and systemic fashion using the QualiWare modelling environment. We will share techniques for problem framing and scoping, engaging stakeholders using a shared knowledge base, and combining rapid innovation in Design Sprints.

This session draws on case studies from the presenters’ work with startups aiming to resolve key issues of today’s healthcare operations, and building a new digital megahospital in Denmark integrating service design with operational logistics systems.

Key objectives of this session include:

* Learning how to engage stakeholders, adopt patient-centric thinking and rapidly validating opportunities and solutions using Enterprise Design Sprints

* Making sense of complex healthcare environments by co-designing shared models 

* Applying these techniques to designing a new digital hospital in Denmark 



Working with patients to transform care – learning from Global Digital Exemplars

Horizons team member Sasha Karakusevic writes about an NHS Expo session led by the team: 

Designing and implementing large scale digital transformation in healthcare is difficult!

We don’t often pause to understand the complexity involved in moulding the expertise of multiple disciplines to create services that do the jobs our patients want – and that are easy and intuitive for the workforce to use.  And we are aiming at a moving target – many of the tools we are learning to use today did not exist even five years ago.  The Global Digital Exemplar (GDE) programme is providing an opportunity to accelerate the learning process.

Patient involvement is an area that many providers find challenging. Our Expo session gave an insight of how two providers are successfully involving patients to create new services.

Alder Hey

Being in hospital as a child can be an unsettling experience.  Quite apart from the change in environment, there are the inevitable fears about what is happening. There are also the challenges of helping children learn about managing illness to stay healthy.

Children learn through play, and using the idea of ‘gamification’ (put simply, turning boring processes of recording stats in to a game that is fun) the team is working to develop an app that builds familiarity with the hospital and rewards positive behaviour.

The GDE has enabled the team to work with an experienced app developer using an ‘agile’ process. This enables prototyping and rapid development on a two-week cycle working towards a goal, without needing to know all of the detail at the beginning.

Input from users is weighted to roughly 70% children; 20% parents and carers and 10% staff.  The process is allowing rapid progress to be made and it is envisaged that a “white label” app (allowing local customisation and branding) will be available soon.


Patient engagement underpins all work at Merseycare.

Merseycare has set themselves the challenge of achieving zero suicides.  This is massively ambitious (there were 5688 suicides in the UK in 2016).  The team are working to bring together international evidence of best practice, making full use of the potential of mobile technology to support vulnerable individuals and seeking to tackle difficult ethical issues regarding the balance between support and privacy.

Both stories were inspiring, and demonstrate the potential to provide increasingly personalised services at a scale and reliability not previously possible.  These providers clearly understand the value of the knowledge and expertise that patients as well as health care providers and technologists can bring in order to co-produce a successful product.

To summarise the messages from our session, with some tips for sharing similar successes in your organisations:

As designers

  • Actively involve patients and staff in the design process, recognising their distinct and individual needs.
  • Think about how to create a user experience that helps the patient manage their own care – help the condition fit in with their lives.
  • Consider the key messages coming from artificial intelligence and the deployment of chat bots to ensure steps are broken down to easy to interpret stages and reduce unnecessary process steps.
  • Think about how the technology will work virtually, and how it will enhance the effectiveness of face-to-face encounters.

As change leaders

  • Spend time creating a vision or goal, ensuring you consider how to involve key stakeholders such as patients in the process from the very beginning.
  • Create a process that supports emergence. This might require a very iterative approach incorporating what is known about delivering large scale change and agile approaches to software design.
  • How will your project scale? New technology enables global reach, but unless the detailed design is right your intended users are unlikely to use it, so a lot of work to co-create the user experience is critical – and this needs time to emerge.

As technologists

  • Recognise the challenges of designing and developing in the health sector.
  • Spend time with the patients and staff to build solutions that address a need.
  • Be ambitious, but understand what your value proposition is – simply put, why should or would your intended user use your product?
  • Adding more technology and features is rarely the best solution.
  • Create a space to test learn and iterate.
  • Apps and digital solutions are a crowded market, do your market research and understand whats already out there.
  • Question what  the purpose of your digital solution is, and why your solution is better than what is currently available. Focusing on the people and not the technology will give you a better platform to go for the much more disruptive and technologically advanced ideas that you may have.
  • Think like a startup with no money and you will find you will have the creativity to get to solutions that have an impact quicker.

The last word goes to the patients.

If we are to make the most of the GDE process, we need to recognise that patients are part of the solution.  To adapt the old saying from medicine: ‘first do no harm’ …doing something is the best way of achieving this!

There is much to learn… and the GDE exemplars in Alder Hey and Merseycare are clearly taking action and making great progress.


Building energy for change: improvement as an unstoppable force – our Expo 2017 Pop Up University

The Horizons team presented a Pop Up University at the 2017 NHS Expo on the topic of “Building energy for change: improvement as an unstoppable force”. If you missed the event, you can view our slides. Rosanna Hunt, who is an Organisational Psychologist and part of the Horizons team, has written a blog about the session:

“What’s it like to be part of a high performing, high energy team? Can you think of a time, when you worked in a dysfunctional team? What was your experience there?”


These were some of the opening questions posed to the audience at Horizons’ Pop-Up University “Building energy for change: improvement as an unstoppable force” at NHS Expo.

The responses resonated with some key descriptors on the high and low ends of the SSPPI five Energy Scales (below).

High energy teams were supportive, had a shared purpose, felt safe, passionate and stimulating. Low energy teams were exhausting, competitive – places where blame and mistrust were rife.

Research shows that organisations with high positive energy do better on every dimension of performance (Bruch and Vogel)[1]. Change leaders who can tap into the positive energy for change that exists among the people involved and unleash it for the benefit of achieving large scale change (LSC) are more likely to achieve their goals.

Large-scale change, however, requires sustainable energy – the majority of systems-level change projects fail, or aren’t sustained because insufficient consideration is given to the five energies required for change [fig 2]. Failed change programmes have consequences for patient safety, outcomes and care for our people in every sense: burnout and fatigue in our teams are increasingly prevalent where inadequate attention is paid to energy management.

Our research shows that senior leadership teams in the health and care system have disproportionate levels of intellectual energy. This reflects change efforts that are often dominated by logical, rational planning efforts where the social and relational aspects of LSC are underplayed and where shared purpose may not be strong. An over-dominance of intellectual energy spells trouble for LSC. On its own, intellectual energy cannot be transformational. It keeps leaders in their comfort zone, intellect-to-intellect.


Google’s Aristotle project – the most in-depth longitudinal study ever conducted on high performing teams – showed that the key to being a high performing, high energy team is ….being nice. This is more important than having the most knowledgeable, talented people on the team.

There is a growing understanding of the importance of psychological energy at work[2]. Without strong psychological energy, people do not feel safe to innovate and try new things that might fail. The most effective way to build psychological energy is by building social and spiritual energy.

Diagnosing energy for change in teams is itself a dynamic process that enables individuals, teams and organisations to make sense of their own drivers and resistance to change. Many teams we work with find that the tool [fig 3] gives them the platform to start conversations about crucial issues hidden under the surface of change programmes.

Teams can rate their energy scores under each domain of energy, and the energy level for a specific change initiative is calculated on a scale from one to five. What are the most dominant energies in your team? Do you trust each other? Do you have a sense of direction? Is there a sense of solidarity amongst all involved in making the change happen no matter what professional background they hail from?

Mintzberg stated that “leadership is about releasing the energy that exists naturally in people”. There has never been a time when this is more pertinent – given the challenges we face in Health Care today.

Five domains of energy for change

Energy for change is defined as ‘the capacity and drive of a team, organisation or system to act and make the difference necessary to achieve its goals’. The five domains of energy within the model are:

Social energy: that is, the energy of personal engagement, relationships and connections between people. It is where people feel a sense of ‘us and us’ rather than ‘us and them’.

Spiritual energy: that is, the energy of commitment to a common vision for the future, driven by shared values and a higher purpose. It gives people the confidence to move towards a different future that is more compelling than the status quo.

Psychological energy: that is, the energy of courage, resilience and feeling safe to do things differently. It involves feeling supported to make a change, and trust in leadership and direction.

Physical energy: that is, the energy of action, getting things done and making progress. It is the flexible, responsive drive to make things happen.

Intellectual energy: that is, the energy of analysis, thinking and planning. It involves gaining insight as well as planning and supporting processes, evaluation, and arguing a case on the basis of logic/evidence.



[1]Bruch H, Vogel B. Fully Charged: How Great Leaders Boost Their Organization’s Energy and Ignite High Performance. London: Harvard Business School Press; 2011.

[2] Edmonson A and Polzer J (2016) Why psychological safety matters and what to do about it https://rework.withgoogle.com/blog/how-to-foster-psychological-safety/


Harnessing New Power: Reflections on the NHS Horizons Seminar

Health leaders and activists (the very embodiment of old and new power!) gathered in London on the afternoon of August 24, 2017 for a seminar about new power in health and care. Horizons’ team member Sasha Karakusevic has written about his reflections about this event, full of energy and optimism about health and care transformation:

Helen Bevan’s introduction reminded us of Bertrand Russell’s famous saying: “Power is one’s ability to achieve goals”.  The saying remains true, but the environment and context has changed.  This means the nature of power and how to exercise it is changing, and needs to be developed.

We were extremely lucky to be able to bring together members of our network to spend time with Jeremy Heimans and Henry Timms, who are leading thinkers in this area.  Their focus is on old and new power. Following their Harvard Business Review article in 2014 they have been researching the topic; our seminar was a great opportunity to explore emerging themes ahead of the publication of their book next year.

What struck me early in the session is the great strength of people working in our field to manage complexity, nuance and the politics of change.  When we looked at where we were on old and new power values and approaches the consensus was towards new power values and new power approaches. The rate of progress is governed by our ability to work with old power values and models. People in the room were clearly leaders and shapers of change, recognising and responding to what is happening in the world today.

Jeremy and Henry highlighted different approaches to using new power, in particular the importance of ‘shape shifters’ – people with the knowledge and experience to understand the present and use this to create the future.  They compared this to ‘disruptors’ who understand where they want to get to, but do not have the connections and subtlety needed to consistently achieve their goals.




As we all know, being a leader isn’t always a comfortable experience! Themes that resonated in the room and on Twitter were the power of relationships and the need to build connections to get things done.  This is one of the biggest challenges…being nice to people works!

Another interesting theme from the discussion was that REMOVING structure to create more creative space is likely to be more effective than adding more structure.  This highlights one of the biggest challenges in transformation – if the structures are designed from the perspective of the current world view they may block our ability to see and create the future.  This is one of the reasons that we increasingly use ‘unconference’ techniques to allow new ideas and approaches to surface.

Our unconference surfaced four key areas to focus on for those working on transformation:

  • Message
  • Movement
  • Measurement
  • Method

We identified that old and new power approaches will use the same tools but in different ways.  So the final thing to highlight in this blog is the need for transparency as one of the key levers for building trust.  I highlighted the Edelman Trust Barometer results showing the loss of trust in many traditional institutions.  Rather than seeking to define the ‘what’, senior leaders may well be most effective developing the ‘how’, so more people can be involved in creating the future we want.

We will be sharing more thinking on these topics in the forthcoming update of the Guide to Large Scale Change (developed with the Sustainable Improvement Team) and look forward to developing out thinking and practice of new power approaches with Jeremy, Henry and the Horizons community.


Slides from the day can be seen below;

EdgeTalks 8 September – Radical redesign and disruption – the next frontier for social prescribing

Watch September’s #edgetalks with Bev Taylor from 8 September at 9.30am (BST) which discussed ‘Radical redesign and disruption – the next frontier for social prescribing’.

Bev Taylor is a Social Prescribing Development Manager for NHS England, where she is working to embed social prescribing across the NHS. Her background is working in the VCSE Voluntary and Community Sector Enterprise sector, supporting co-production at a local level, developing and delivering accredited leadership programmes across the north of England. In recent years, Bev co-led Regional Voices, a national voluntary organisation working as a Strategic Partner to the Department of Health, Public Health England and NHS England.

The session brought together key activists who are doing fantastic work across the public and voluntary sector on social prescribing. We  discussed the challenges of introducing bottom-up change in this context and the lessons we have learnt along the way. In particular we explored the key characteristics of connective leadership – what this means and how we can all use it to strengthen collaborative partnerships.

As well as understanding the commitment from NHS England to social prescribing, the session looked at how can we mobilise clinicians, patients, staff at the front line – and encourage more people to join this movement.

The objectives of the session are:

  • To share the latest thinking on social prescribing
  • To hear examples of practices on the ground that are making a massive difference
  • To scale up, accelerate and spread new learning
  • To build a grassroots campaign of connectors and activists
  • To hear your views on what works and why

Bev Taylor will be joined by the following guest speakers:

    • Debs Taylor, Creative Minds Peer Project development worker
    • Jennifer Neff, Co Founder & Co CEO, Elemental
    • Leeann Monk, Co Founder & Co CEO, Elemental
    • Sarah Armstrong, Chief Executive, York CVS

Jennifer Neff and Leeann Monk biography

Jennifer Neff and Leeann Monk-özgül have been at the forefront of mobilising communities towards better health, education and employment for the past 30 years combined. They gave up their full time jobs 2 years ago in community development and regeneration and to pursue an ambition to make it easier to scale and better measure the social prescribing model of care.

They set up Elemental and developed technology that supports all stakeholders in making and measuring the impact of referrals into the community.

Housing Associations, Local Authorities, VCSEs and Clinical Commissioning Groups across the UK are using Elemental’s social prescribing platform. This year 28,000 people will receive social prescriptions across the Northern of Ireland using Elemental. Dubai Health Authority is the first Government Health Department in the Middle East to introduce the social prescribing model of care thanks to Elemental – social prescribing against the rise of type 2 diabetes.


Bev would like you to be inspired as she was when she listened to the following recording on BBC Radio 4 on social prescribing. Share your thoughts on EdgeTalks.

Healthy Visions – Do I Need the Doctor?, Episode 1 – @bbcradio4 http://www.bbc.co.uk/programmes/b05pb23c

Recordings and documents

July 2017: A new mandate to support community action – practical insights for today’s leaders

How do we develop community and empower patients?

July’s Edge Talk featured Jeremy Taylor (National Voices) and Cormac Russell (the Asset-Based Community Development (ABCD) Institute), who considered:

1 – What are communities best placed to do when it comes to health creation?
2 – What communities can do to create health with some help from outside agencies?
3 – What communities need agencies/institutions to do for them in relation to health?

Cormac Russell presented the Eight Touch Stones of Community Building he has developed based on 21 years’ worth of research in 35 countries, while Jeremy Taylor talked about the work he is leading on with National Voices.


About Our Speakers

Cormac Russell

Cormac is the faculty member of the Asset-Based Community Development (ABCD) Institute, Managing Director of Nurture Development and author of #ABCD book: Looking Back to Look Forward. Nurture Development is a Global Organisation within more than 35 countries including Ireland and the UK.

He brings an excellent track record of working with diverse communities, understanding what they need to be engaged in decisions that affect their world and everyday lives. He has built an asset-based framework to support new community development practices and thinking in this area.

For a teaser of what Cormac will be discussing please watch the short video below;

Cormac has developed the following resources to support his work:

Learning Sites

Research and evaluation on how to apply of ABCD on the ground

7 Top Tips towards promoting citizen led action – helpful in developing an implementation framework:

Who we are

Details of Cormac’s next live event can be seen below and he would like to invite anyone interested to join;


ABCD in Action – 2 Day Workshop on the theory and practice of Asset Based Community Development

Nurture Development

Monday, 4 September 2017 at 09:00 – Tuesday, 5 September 2017 at 17:00 (BST)

Jeremy Taylor

Jeremy has been chief executive of National Voices since 2009.  The national coalition of health and care charities in England has grown under his direction as a leading independent champion for patients, carers, and the voluntary sector.

Jeremy provides a strategic voice on person-centred care, the engagement of citizens in decisions about health, and the role of the voluntary and community sector.  He acts as an expert advisor, writer, commentator, media spokesman, conference speaker, and facilitator of leadership development.

In October 2016 he was included in the Health Service Journal’s list of the most influential people in health, for the sixth consecutive year.

Jeremy joined the voluntary sector in 2007, and was previously a senior official at HM Treasury.


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