transformational change

Transforming care through new design principles and citizen power

boatymcboatface-1200x0

We have listened to the crowd, reviewed the data and are now in our final sprint for Care Design 2016. The process has been an incredible journey and challenged the team to reflect on the data and the emerging methodology used. A call to action from the Horizons White Paper: The new era of thinking and practice in change and transformation (2014) highlights the need to embrace new methodologies for change, beta test in public and at pace. Therefore the final design principles shared are based on solid research evidence and consultation with the expert panel and crowdsourcing participants from all over the world through a change platform.. A useful EdgeTalk covers how we have entered an era for change platforms.

If you are going to use citizen engagement then the results will not necessarily conform to your expectations. The Guardian video brings together the salient crowdsourcing points from the case of Boaty McBoatface and the consequences of ignoring your engaged citizens.

poll results

Moving swiftly on from Boaty, we found that crowdsourcing participants in Care Design 2016 made us think deeply about language and the importance of clarity, the impact of certain words and perceptions. My personal reflection is that the diversity of the participants added to the process and if we are serious about co-production we need to understand how to work together to change systems in a meaningful way. I don’t have all the answers, but I can listen, engage and channel contributions that have been generously given. In the 21st century we have many tech tools at our disposal the trick is to use them in a way that enables social connection and co-creation. Julian Stodd talks about an architecture for learning technology and states that All too often organisations write their own narrative and try to impose it on to people. To flip this approach with the change platform, the Care Design 2016 team act as curators of change and draw out the meta narratives of the crowd.

There is definitely an interest in the crowdsourcing methodology from healthcare organisations around the world and it is important that the Horizons team can show emergent data in real time through reporting and blogging about the process. The wisdom of the crowd is important, aligned with case studies put forward from individuals and organisations in health and social care. The principles are a tool to use and redesign care. It would be fantastic to hear from people who feel able to try out the principles, send us case studies linked to the individual principles and share their user experience @theedgenhs.

A final takeaway from this blog is a selection of curated links on Crowdsourcing

Change Challenge

Nesta – Social innovation/Crowdsourcing

Crowdsourcing fuels innovation

How crowdsourcing is used in the NHS

Crowdsourcing research through social media

Carol Read
Transformation Fellow – Horizons NHS England
@CarolLRead

The 11 Laws of Systems Thinking

John Atkinson provides additional insight for systems thinking with eleven laws to consider.  To make systems work we need to be collaborative and invite people into the process.  This provides a challenge and an opportunity to make sure that people are working for the common good.

I would recommend John’s work for people both new and experienced in health and social care as a way to understand systems thinking and how you can incorporate this into your daily work.

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.