inn vating - cdn.ymaws.com · october 5 – 8, 2013 • doubletree by hilton san jose • san jose,...

INN VATING OD

OD NETWORK 2013 ANNUAL CONFERENCE

October 5 – 8, 2013 • DoubleTree by Hilton San Jose • San Jose, California

Organization Development Network

Social Systems • Learning • Networks • Organizations • Practice Development

Realizing the Collective Conscious: Innovation Model for Multi-Sector Leadership Development for the

Public’s Health

Deputy Director Center for Health Leadership and Practice

Public Health Institute

Karya Lustig, MA, ISS

OD NETWORK 2013 ANNUAL CONFERENCE • www.odnetwork.org Organization Development Network


Center for Health Leadership and Practice

Over 20 years of leadership development work

© 2013 Public Health Institute



Center for Health Leadership and Practice Current work includes:

National Leadership Academy for the Public’s Health (NLAPH)

California LAPH

San Francisco Dept. of Public Health LAPH

Leadership Learning Network © 2013 Public Health Institute



Objectives

Demonstrate how this innovative leadership program improves leaders’ ability to navigate complex environments to achieve collective impact

Discuss an approach to leadership development that demonstrates results of expanded partnerships with multi-sector teams improving population health and advancing health equity

Explain how diverse, interdisciplinary partnerships are moving the community health agenda forward by leveraging their relationships




Let’s Begin with Why




Complex & Wicked Problems

The value of collective leadership networks is in their capacity to solve problems quickly in an environment of uncertainty and complexity

Watts 2004 .




Public Health Costs

95% direct medical care services

5% prevention

But…

40% deaths caused by behavior that could be modified by prevention services



Ecological Model of Behavior Change



Public Health Framework for Reducing Health Inequities




20th Century Leadership Model

Individual Skills/Knowledge

Stronger Organizations

Hopefully Community Results ???




Going After Big Results

Individual Capacity

Management Capacity

Collective Capacity

Network Systems

Individual

Organizational

Community

Field

Leadership Capacities Developed

Leve

l of

Imp

act

Traditional Leader

Development

Leadership Academy for the

Public’s Health Impact!




New Leadership Paradigm

Traditional Leadership Mindset New Collective Leadership Mindset




Theory [or How]




Civic Engagement

Changing the Conversation:

The invitation Possibility Ownership Dissent Commitment Gifts Peter Block, 2005




Collective Impact

What: Diverse organizations coming together to

solve a complex social problem

Coordinated, structured, collaborative approach

Create Alignment, Commitment, Trust




Collective Impact

How:

Common agenda

Shared measurement

Mutually reinforcing activities

Continuous communication

Backbone organization

Kania & Krammer, 2011




NLAPH – For a New Health Environment

New tools required to address leveraging the assets and partnerships already present in communities to develop/move toward an improved state of the public’s health



NLAPH Overview

Offers leadership training for multi-sector leadership teams

Provides training and coaching from national experts

Improves public health through applied community projects



NLAPH Goals

Drive the adoption of evidence-based policies

Align medicine and public health

Improve health outcomes and move towards greater health equity in our nation through sustainable policy and systems change




Practice [or what]



NLAPH Project Focus (defined by

team)

On-site Learning (retreat)

Distance Learning

(webinars)

Continuous Learning & Networking

(communities of practice)

Coaching (in-person and by

teleconference)

Evaluation

Key Program Elements



“Collaboration needs a different kind of leadership; it needs leaders who can safeguard the process, facilitate interaction and patiently deal with high levels of frustration.” Chrislip and Larson

Research suggests that “the future of collaborative leadership depends on the ability of leaders to engage and collaborate with the business, government, and social sectors.” 2013 Harvard Business Review, Lovegrove and Thomas

Collaborative Leadership Defined



NLAPH Model

Intersection between Self/Team Community Systems/Political

Unified through Data for Planning

Assessments and Monitoring & Evaluation

CQI




Curriculum Overview

Phase 1 – Inspiration Phase 2 – Ideation Phase 3 – Implementation Phase 4 – Growing, Sustaining, and Transition

Each phase incorporates different leadership themes, readings, and activities




Phase 1 – Inspiration

Leadership Themes Inspiring others Self-awareness/ Use of self Personal growth for leadership excellence Credibility and self trust Results visioning Systems Thinking

Features Expect Success Seek Opportunity Begin Storytelling Actively Brainstorm

Activities Program launch, surveys, MBTI, Big Picture, learning goals, coach match and first coach call, webinar (the CHLP model), annual retreat, leadership reflection




Phase 2 – Ideation

Features Actively Brainstorm Engage Stakeholders Plan for Change Utilize Integrative/Systems

Thinking Communicate Change Plan and Vision

Leadership Themes Collaboration Alignment Shared vision Speed of trust (behavior,

relationship trust) Learning from differences Empowering ourselves and

others

Activities Coach meetings, annual retreat, network mapping, finalize Big Picture and learning goals, site visit, webinars (leadership models, why policy matters, got data?), leadership reflection




Phase 3 – Implementation Leadership Themes Impact and influence Collaboration Inspiring others Boundary crossing Empowering self and others Commitment Stakeholder trust Political, communication and advocacy skills Systemic feedback

Features Execute Vision Develop a Communication Strategy Maintain Sponsorship, Engage Networks

and Stakeholders, Manage up Experiment Tell Stories Impact Policy/Environmental Change

Activities Coach meetings, leadership reflection, Big Picture revise and webinars (framing the message and tension of turf).




Phase 4 – Growing, Sustaining and Transition

Features Illustrate Impact Expand Evolve

Leadership Themes Sound and current data Developing others Networking Getting results Commitment Stakeholder trust Systems feedback

Activities Coach meetings, leadership reflection, Big Picture revise, webinars (sustainability), culminating report, closing webinar, and end of program surveys © 2013 Public Health Institute


Continuous Quality Improvement

Plan

Do Check - Reflect

Act

© Center for Health Leadership and Practice, A Center of The Public Health Institute




NLAPH Phases and OD

NLAPH Phase OD Stage OD Discipline

I - Inspiration Contracting Use of Self

II – Ideation Data Gathering Sound and Current Data

Interventions Systems Orientation

III – Implementation Interventions Infinite Power

Interventions Empowerment

IV – Growing, Sustaining

and Transition

Evaluation and

Disengagement

Use of Self




Who are NLAPH teams Geographic



Who are NLAPH teams – Sectors

0

5

10

15

20

25

30

35

LHD SHD Hosp/HC Educ NGO Tribal Loc Govt Other

2012

2013




Who are NLAPH teams – Projects

0

1

2

3

4

5

6

7

8

9

Chronic DiseasePrevention

Tobacco Prevention Drug & ETOHprevention

EmergencyPreparedness

Maternal & ChildHealth

Oral Health Health Policy

2012

2013




Results [or so what?]




Results

91% agreed that the program model was effective and sufficient in supporting intersectoral leadership development

98% agreed that the program strategy of promoting experiential learning by applying leadership development content to Applied Health Leadership Project was effective

97% agreed that they would recommend this program to colleagues




Results

Improvement in three or four leadership domains for majority of participants

Self-Reported Improvement

Individual Leadership Mastery 94%

Ability to work across sectors 95%

Application of CQI Principles 84%

Appropriate use of Data

78%

Commitment to Population Health Perspective 94%




Results

Teams report regularly engaging other sectors and leveraging the individual network of team members

74% of teams report ‘regularly’ involving sectors other than their own in planning, policy-making and problem solving

100% of teams report leveraging the individual networks of team members




Thank you!

Karya Lustig, MA, ISS (510) 285-5586 [email protected]


mailto:[email protected]



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Thank You!

inn vating - cdn.ymaws.com · october 5 – 8, 2013 • doubletree by hilton san jose • san jose,...

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