Human dimensions of change 4 principles Jean.penny@btinternet.com
All working life in NHS Diagnostic Radiographer and teacher Improvement roles since 1994 BPR Leicester Royal Infirmary 1994-1999 National Patients Access Team 1999-2002 NHS Modernisation Agency 2002 2005 NHS Institute for Innovation and Improvement 2005-2008 Awarded OBE for services to NHS 2003 Visiting professor University of Derby 2008 Jean.penny@btinternet.com Improvement: 20 years and still learning
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)
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
None of us is as smart as all of us
Watch the slideshow Remember as many images as possible The countdown slide is not one of the images! No writing down or conferring!
None of us is as smart as all of us Share the problem not the solution Help others to understand why something should change
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
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
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
Anyone who thinks you can overcome emotional resistance with logic was probably never married
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
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
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!
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
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
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
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
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
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
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
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
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
Analytical Controls emotions Driver Ask Get it right Get along Get it done Get enthusiastic Tell Amiable Expressive Shows emotions
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
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
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
Human dimensions of change 4 principles Jean.penny@btinternet.com