creating braver organisations · creating braver organisations sue evans chief executive social...
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CREATING BRAVER ORGANISATIONS
Sue Evans
Chief Executive
Social Care Wales
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A Leadership Journey – learn as you go
Social Care Wales
NHS & LA
Third Sector
Industry
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The habits of an improver
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Starting with ourselves: trials & tribulations
• Focus on customer needs
• Continuous improvement
• Expect some mistakes, create no blame culture
• Treat as learning opportunities
• Personal responsibility
• Develop personal, team and organisational resilience
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The bigger picture.
Our own pieces of the puzzle
We are selective in how we view things
Skewed impressions of choice and risks
Quality, experiments v. control & standards
Balancing costs v. meaningful outcomes
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The challenges: Improvement now!!
• Public expectations
• Ministerial expectations
• CEO expectations
• Media interest
• Team capacity or willingness to adapt
• Knowledge and skill deficits
.
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Cultural shift and accepting risk – ‘we must do different things, not the same things differently’ - Gwenda Thomas, Former Deputy Minister for Social Services.
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Which evidence: for busy people?
• Customer feedback
• Team feedback
• Academic research & policy guidance
• Good practice Award winners
• Statistics & Performance information
• What’s happening next door?
Allen & Harkins. Lancet 2005;365:1768
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SO..........
FOR
SUCCESS!
Improvement will only happen if everyone is engaged in same direction
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Stereotypical issues with ‘trust’. ‘Them’ and ‘us’. Professionals making assumptions about families... Families making assumptions about professionals... And the regulators making assumptions about both!
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The challenges: mobilisation of good practice
• Evidence is often not 100% robust
• Evidence may conflict with current experience or knowledge
• When is “good enough” sufficient to make the change
• Bravery is required
• Leadership is required
Dopson et al. Health Care Manage Rev 2010;35(1):2-12
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Leap of faith - current systems and approaches are not sustainable