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CREATING BRAVER ORGANISATIONS

Sue Evans

Chief Executive

Social Care Wales

A Leadership Journey – learn as you go

Social Care Wales

NHS & LA

Third Sector

Industry

The habits of an improver

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

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

The challenges: Improvement now!!

• Public expectations

• Ministerial expectations

• CEO expectations

• Media interest

• Team capacity or willingness to adapt

• Knowledge and skill deficits

.

Cultural shift and accepting risk – ‘we must do different things, not the same things differently’ - Gwenda Thomas, Former Deputy Minister for Social Services.

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

SO..........

FOR

SUCCESS!

Improvement will only happen if everyone is engaged in same direction

Stereotypical issues with ‘trust’. ‘Them’ and ‘us’. Professionals making assumptions about families... Families making assumptions about professionals... And the regulators making assumptions about both!

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

Leap of faith - current systems and approaches are not sustainable