Human dimensions of change

Transcription

1 Human dimensions of change 4 principles Jean.penny@btinternet.com

2 All working life in NHS Diagnostic Radiographer and teacher Improvement roles since 1994 BPR Leicester Royal Infirmary National Patients Access Team NHS Modernisation Agency NHS Institute for Innovation and Improvement Awarded OBE for services to NHS 2003 Visiting professor University of Derby 2008 Improvement: 20 years and still learning

3 4 equally important parts of improvement People What User and public involvement Diagnostic tools and techniques Process How Change management Project and programme management Discipline of improvement in health and social care (Penny 2003)

4 None of us is as smart as all of us Share the problem not the solution Help others to understand why something should change Expect and value differences No rights or wrongs just differences! Generate trust Show competence and caring

5 None of us is as smart as all of us

6 Watch the slideshow Remember as many images as possible The countdown slide is not one of the images! No writing down or conferring!

7 None of us is as smart as all of us Share the problem not the solution Help others to understand why something should change

8 Any improvement is a change not every change is an improvement but we cannot improve something unless we change it Eliyahu Goldratt Goldratt E (1990) Theory of Constraints, North River Press, Massachusetts

9 Any improvement is a change any change is a perceived threat to security there will always be someone who will look at the suggested change as a threat Eliyahu Goldratt

10 Any improvement is a change any change is a perceived threat to security any threat to security gives rise to emotional resistance you can rarely overcome emotional resistance with logic alone Eliyahu Goldratt

11 Anyone who thinks you can overcome emotional resistance with logic was probably never married

12 Any improvement is a change any change is a perceived threat to security any threat to security gives rise to emotional resistance emotional resistance can only be overcome by a stronger emotion Eliyahu Goldratt

13 What to change? Pin point the core problems What to change to? Construct (simple) practical solutions How to cause the change? Induce the appropriate people to invent such solutions they must own the problem Eliyahu Goldratt

14 None of us is as smart as all of us Share the problem not the solution Help others to understand why something should change Expect and value differences No rights or wrongs just differences!

15 Think about yourself and others But do not label people!! Value (and learn about) the differences Merrill, D, Reid, R. (1999), Personal Styles and Effective Performance, CRC Press LLC, New York

16 Personal styles Analytical formal measured + systematic seek accuracy / precision dislike unpredictability and surprises Ask Amiable conforming less rushed + easy going seek appreciation dislike insensitivity and impatience Controls emotions Shows emotions Driver business like fast + decisive seek control dislike inefficiency and indecision Expressive flamboyant fast + spontaneous seek recognition dislike routine and boredom Tell Merrill D, Reid R (1991) Personal Styles and Effective Performance, CRC Press, London

17 Analytical under stress: fears: Amiable under stress: fears: Driver under stress: fears: Expressive under stress: fears: Merrill D, Reid R (1991) Personal Styles and Effective Performance, CRC Press, London

18 Analytical not enough information making a wrong decision being forced to decide Driver loss of control failure lack of purpose Amiable damaged relationships confrontations not being recognised for efforts Expressive being ignored being asked for detail being linked with failure Merrill D, Reid R (1991) Personal Styles and Effective Performance, CRC Press, London

19 Analytical will withdraw Driver will become autocratic Amiable will submit Expressive will become offensive or sarcastic Merrill D, Reid R (1991) Personal Styles and Effective Performance, CRC Press, London

20 Perceived positively as: Decisive Independent Practical Determined Efficient Assertive A risk taker Direct A problem solver Perceived negatively as: Pushy One man/woman show Tough Demanding Dominating An Agitator Cuts corners Insensitive Driver Just do it! Wants to know WHAT Likes to take charge Merrill D, Reid R (1991) Personal Styles and Effective Performance, CRC Press, London

21 Perceived positively as: Perceived negatively as: Verbal Inspiring Ambitious Enthusiastic Energetic Confident Friendly Influential A Talker Overly dramatic Impulsive Undisciplined Excitable Egotistical Flaky Manipulating Expressive Let s do it all! Wants to know WHO Energetic and optimistic Merrill D, Reid R (1991) Personal Styles and Effective Performance, CRC Press, London

22 Perceived positively as: Perceived negatively as: Patient Respectful Willing Agreeable Dependable Concerned Relaxed Organized Mature Empathetic Hesitant Wishy Washy Pliant Conforming Dependent Unsure Laid Back Amiable We re great! Wants to know WHY Cooperative and loyal Merrill D, Reid R (1991) Personal Styles and Effective Performance, CRC Press, London

23 Perceived positively as: Perceived negatively as: Accurate Exacting Conscientious Serious Persistent Organized Deliberate Cautious Critical Picky Moralistic Stuffy Stubborn Indecisive Analytic Do it right or not at all! Wants to know HOW Likes to plan Merrill D, Reid R (1991) Personal Styles and Effective Performance, CRC Press, London

24 Analytical Controls emotions Driver Ask Get it right Get along Get it done Get enthusiastic Tell Amiable Expressive Shows emotions

25 None of us is as smart as all of us Share the problem not the solution Help others to understand why something should change Expect and value differences No rights or wrongs just differences! Generate trust Competence and caring

26 HIGH Extent to which I believe you care about me Affection Distrust Trust Respect Adapted from P Scholtes (1998) The Leaders Handbook; McGraw Hill LOW HIGH Extent to which I believe you are competent and capable

27 None of us is as smart as all of us Share the problem not the solution Help others to understand why something should change Expect and value differences No rights or wrongs just differences! Generate trust Show competence and caring

28 Human dimensions of change 4 principles Jean.penny@btinternet.com