WHAT GOT YOU HERE WON'T GET YOU THERE Dr. Andrew Maxwell, Canadian Innovation Centre and York UniversityKeynote for COACH, September 30 2016

The innovator has for enemies all those who have done well under the old conditions. Machiavelli

IF INNOVATION IS IMPORTANT, WHY AREN’T WE BETTER AT IT?

Challenges:• Pressure to cut costs, and improve service• Adopt new technology that allows us to treat more

conditions• Better utilize data to make informed decisions

Struggles:• We don’t fully understand what innovation is• Our organizations/process are not designed to innovate• Our people don’t know how to adopt innovation

It’s easy to come up with new ideas; the hard part is letting go of what worked for you two years ago, but will soon be out of date. Roger von Oech

INNOVATION IS

• Any project that is new to your organization and has an uncertain outcome

• Not improvement, but changing what your organization does, and how people in your organization behave/make decisions

• But your organization is designed for improvement, not innovation, and an improvement culture stifles innovation

Discovery consists of seeing what everybody has seen and thinking what nobody has thought. Albert von Szent-Gyorgy

THE DICHOTOMY OF ORGANIZATIONAL INNOVATION

Performance engine success• Efficiency • Repeatability • Predicatability

Innovation engine success• Speed • Impact• Failure

Great energy only comes from a correspondingly great tension of opposites. Carl Jung

ORGANIZING FOR PERFORMANCECEO

Medical Programs Administration

Research Quality

Education Human Resources

If you always do what you always did, you will always get what you always got. Albert Einstein

Director, Medical Professional PracticeProgram Chiefs *Medical Department Chiefs

EVP Programs, Chief MedicalExecutive

EVP, Chief Administrative Executive

Board of Directors

President & Chief Executive Officer

President, Medical/Dental Midwifery Staff Association

VP Communications & Stakeholder Relations

Chair, Medical AdvisoryCommittee

EVP Programs

VP Research

Cancer ProgramCardiac ProgramTrauma, Emergency & Critical Care ProgramWomen and Babies Program

Prehospital Medicine

Brain Sciences ProgramMusculoskeletal Program

St. John’s Rehab ProgramVeterans and Community Program- Veterans Centre- Primary, Acute &

In-Patient Care

VP Corporate Strategy and Development, Chief Information OfficerVP Finance and Chief Financial Officer

Infection Prevention and Control

LaboratoriesMedical Imaging

OR and Related ServicesPlant Operations & Maintenance

Environmental Services

Food Services

Legal Services

Radiation

Safety

Foundation President & CEO

VP Human Resources & OrganizationalDevelopment & LeadershipVP Education

VP Quality & Patient Safety,Chief Nursing and Health Professions

Executive

HOW TO BECOME MORE INNOVATIVE

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Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow. William Pollard

THE DICHOTOMY OF ORGANIZING FOR INNOVATION

Innovation Director

Medical Programs Administration

Services

Performance Director

Medical Programs Administration

Services

Ambidextrous Leader

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man. George Bernard Shaw

AMBIDEXTERITYPERFORMANCE ENGINECharacterized as exploitation• Follow the rules and drive out

variance and slack• Focus on serving existing

customers and their needs• Manage and refine existing

competencies• Optimize the organization for

existing rules• Make money now

If you look at history, innovation doesn't come just from giving people incentives; it comes from creating environments where their ideas can connect. Steven Johnson

INNOVATION ENGINECharacterized as exploration• Break the rules and promote

variance and slack• Serve new customers with new

needs• Develop and lead new

competences• Develop new organization

system with new rules• Make money later

Between the gaps in the organization and between organizations• Innovation involves:

• Sharing ideas, knowledge and resources• Collaboration and trust

• Increasing innovation capacity involves:• Changing behaviors and working in new ways• Creating new partners and relationships

Trust is the universal lubricant that enables innovation, it enables the innovation engine to engage with the performance engine. Andrew Maxwell

BUT WHERE DOES INNOVATION HAPPEN?

• Team and cross-functional collaboration • Sharing ideas with internal and external partners • Two way, open, knowledge exchange, • Deferred judgment and idea exploration• Speedy decision making• Experimentation and willingness to learn from failure• Incentives that reward new activities• Achieving balance between loose practices & tight processes

Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable. William Pollard

WHAT BEHAVIOURS INCREASE INNOVATION CAPACITY?

TRUST AS A BEHAVIOURAL CONSTRUCT• Moving trust from a sentiment, to a behaviour

that can be audited. • Developed Behavioural Trust Framework

(BTF) to enable individuals to understand how to build, damage or violate trust.

• Enables individuals to decide who to trust and build trust based relationships

• Higher levels of trust reduce relationship risk and foster innovation

INNOVATION

Innovation Capacity is a ƒ(level of trust)The level of trust =

∫(Trust building - trust damaging) behaviours – ƒ(controls)

MEASURING INNOVATION CAPACITY

Collaboration is important not just because it's a better way to learn. The spirit of collaboration is penetrating every institution and all of our lives. So learning to collaborate is part of equipping yourself for effectiveness, problem solving, innovation and life-long learning in an ever-changing networked economy. Don Tapscott

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Trusting:• Disclosing: Shows vulnerability by sharing confidential information• Reliance: Willingness to be vulnerable through reliance on others• Receptive: Demonstrates ‘coachability’ and willingness to change

Capability:• Competent: Displays relevant technical and/or business ability• Experienced: Demonstrates relevant work/training experience• Judgment: Shows ability to make accurate / objective decisions

Trustworthiness:• Consistent: Displays of behavior that confirm previous promises• Benevolent: Exhibits concern about well-being of others• Alignment: Actions confirm shared values and/or objectives

Communication:• Accurate: Provides truthful and timely information• Explanation: Explains details & consequence of information

provided• Openness: Open to new ideas or new ways of doing things

Behavioural Trust Framework

Behavioural Trust Framework: Trustworthiness/Capability

Behavioural Trust Framework: Trusting/Communication

• To explore team dynamics in organizations looking to increase innovation capacity

• To identify challenges to building partnerships with new innovation partners

• To facilitate coaching discussions

• Evidence BTF users can identify short term actions to reduce controls, to increase trust & to repair damaged trust

Apply the Behavioural Trust Framework (BTF)

For a copy of this deck or the Behavioural Trust Framework:

Andrew.Maxwell@lassonde.yorku.caHelen.Leighton@gmail.com

or download fromhttp://www.slideshare.net/AndrewMaxwellPhD/Coach-2016

BUILDING INNOVATION CAPACITY, ONE TRUST BEHAVIOUR AT A TIME

The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo