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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
