From individual strengths-based case
Work from strengths management to whole systems
“At an organisational level, management
and leadership appear to have an effect
on a range of outcomes, but only as part
of a more general set of [Human
Resource Management] practices It is
the leaders influence on employee
motivation and commitment that appears
to have the greatest impact, rather than
any specific characteristic or behaviour of
the leader per se” (p) Bolden ()See
weblink here for full report
Report performance data effectively and
at the highest levels of governance in
participating organisations
Improvement work needs to be
organised so that everyone knows their
contribution to the overall system aims
A credible and resourced plan translated into
project work and other actions for leaders at all
levels throughout the system
Processes such as meeting agendas,
performance measurement and
supervision and appraisal systems need
to be aligned to the system goals
Presentation
Measure, monitor and chase
"The currency of leadership is attention" (Reinertsen)
See "Recognise the importance of local leadership"
See "Recognise the importance of local leadership"
See the original report and other key
resources on New Ways of Working
Capabilities for Inclusive Practice
The Social Inclusion Web developed by
Peter Bates- its application requires
trainingContact Peterbates@ndtorguk
A useful overview by Laurie Davidson
Wellness Recovery Action Planning (WRAP)
The Tidal Model
A presentation on factors promoting
person centred planning
An introduction to service improvement
such as Process Mapping and Plan Do
Study Act groups
See the CSIP Directory of Service Improvement
Designing interventions with outcome
evaluation in mind
The NHS Institute Sustainability Model and Guide
A solutions focused process for
establishing a vision
Clarifying objectives Where to start? (Follows from the branch above)
With clarity
With ambition
As part of a whole system
With objectives that are measured and monitored
at the highest level of governance
Pursue shared objectives with other
parts of the system
POET-The Partnership Outcomes
Establish a system level vision Evaluation Toolkit
The Tool was designed to be
used for internal evaluation of
SYNERGY within partnerships of
at least five people or organiza-
tionsIt is for partnership that
Resources for partnership working have been in existence at least
six months, that continually work
together to develop and modify
The Center for the Advancement of strategies to achieve their
Collaborative Strategies in Health- goals;and have begun to take
Partnership Self Assessment Tool action to implement its plans
See "Have the right team leading and
leading effectively"
Iles and Sutherland, () describe whole
systems thinking as “ [emphasising] the
need to develop shared values,
purposes and practices within and
between organisations, and uses large
group interventions to bring together the
perspectives of a wide range of
Work with as much of the system as is stakeholders across a wider system”
practically possible
Achieve leadership for improvement Not just in providing a commentary but in exercising See "Teamwork and leadership
authority within governance processes development" mindmap
Create meaningful involvement for users
and their supports
"The translation between quality
improvement and business performance
is weakly made in most health care
organisations", (Reinertsen et al,
Make the Finance Director a quality champion
See "Have the right team leading and
leading effectively" Makes shared and non-shared
objectives explicit
Design for participation Make the power relationships that are in
play transparent and managed
Think about what gives meaning to their work
This is often not about engaging
Voicing values and demonstrating Be courageous with participation practitioners in the quality improvement
Engage effectively with practitioners work of the organisations but involving
The Essential Shared Capabilities Framework them in practice the organisation in the quality
improvement work of the practitioners
There is more details and materials for
this approach on the "Teamwork and
See the "Sources of Leadership and
Teamwork Support" mindmap
Attend to your personal develop- Improvement that Stakeholder engagement using Leadership Development Mindmap
ment as a leader and team player
delivers better motivational interviewing
outcomes for users Conceptualising community engagement
Audit community leaders and community
and the people that fora (egLSPs, health and wellbeing
partnerships), take stock of how
support them communicate already, how much
depend on non-execs as lay people,
how much do you engage communities
through clinical processes or through
Outcomes for social inclusion coalition/partnership with third sector
Assess the current situation for strengths to build organisations, relationships with LA,
Community engagement
on scrutiny committees, LSPs, LAAs
Person centred thinking
Recovery based approaches
NICE guidance on Community Engagement In prep
See the work of Centre for Ethnicity &
Make a sustainable difference Health & Institute for Philosophy,
where it matters Diversity & Mental Health
See the Community Development Foundation
Taking forward improvement
A quick guide to evaluation
Reinertsen et al, () concluded that "The
Evaluation most common reason for failure of large
systems to change is the failure of the
senior leadership team to function as an
Achieving sustainability effective team with the right balance of
skills, healthy relationships, and deep
personal commitment to the achieve-
ment of the goals" (p)
Consider the use of "Hunting licenses" -
Have the right team leading and Agreements between partner organisa-
Continue to build improvement capacity tions that allow to operate outside of
leading effectively their organisation in order to promote
HORIZONTAL INTEGRATION What is the effective partnership working
cross-community leadership team that you
would need to get the job done?
The case for making time Do what works - Take time and Connecting the top teams work in
See "Taking forward improvement" space for improvement influencing strategy and culture with the
experience, aims and aspirations of
VERTICAL INTEGRATION across people using the service?
hierarchical tiers within an organisation
Recognise the importance of local leadership
Design teams to be effective See the "Teamworking and Leadership
Development" Mindmap for more detail
The Plsek-Maher Tool Presentation
Don't neglect the soft stuff
REALLY understand complexity
Expect and manage polarities [this
Build collective understanding of what presentation in development]
working in systems really means
Question assumptions
The Human Pathology
Be aware of the psychodynamics of
emotional labour
Clinical work as a source of reward
Focus on the meaning of why you do Be alert to those things that get in the
the job you do? way of forming effective relationships
Look after people
Developing the reflexive team
See "Voicing values and demonstrating
them in practice"