Transcript AHP SIP

Allied Healthcare Professions
Service Improvement Projects
Regional Event
Capturing and Sharing Learning
Resource Pack
Aims of the session
• understand how capturing learning delivers
successful change
• introduce tools to review learning at key
milestones to modify approach and celebrate
success
• introduce principles to capture the essence of
sharing learning to facilitate change
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Company
Organisational change management
Consult with key
stakeholders to
understand why
change is
necessary and
the scope of the
change
Ensure the
business case for
the change is
clear and
compelling
Align the senior
management
team, and other
stakeholders,
around the need,
the scope, the
approach and
style of change
required and
define their
leadership roles
Make sure there
is enough
resource - time,
energy and skills to embark on the
journey
Develop a change
plan which is
consistent,
stretching and
achievable and
meets customers
needs
Mobilise
commitment and
create ownership
for making change
happen, identify
change agents to
spearhead activities
Align organisation –
define new roles
and responsibilities,
and areas of
accountability,
engaging the wider
team
Undertake change initiatives,
in partnership with
stakeholders, which are
business driven
Communicate
Communicate
Communicate
Deal with resistance – cater
for personal issues and
concerns, which accompany
a shift in work styles and
responsibilities during change
Identify and pursue
opportunities for
quick wins
Manage performance so
as to reward partnership
working, knowledge
sharing and innovation.
Set the climate for change
Engage and enable the
organisation
Implement and sustain
change
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Company
Eight steps to transforming your organisation
1. establishing a sense of urgency
2. forming a powerful guiding coalition
3. creating a vision
4. communicating the vision
5. empowering others to act on the vision
6. planning for and creating short-term wins
7. consolidating improvements and producing still more change
8. institutionalising new approaches
John Kotter (1995)
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Company
Eight steps to transforming your organisation
1. establishing a sense of urgency:
–
examining market and competitive realities
–
identifying and discussing crises, potential crises, or major opportunities
2. forming a powerful guiding coalition:
–
assembling a group with enough power to lead the change effort
–
encouraging the group to work together as a team
3. creating a vision:
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creating a vision to help direct the change effort
–
developing strategies for achieving that vision
4. communicating the vision:
–
using every vehicle possible to communicate the new vision and strategies
–
teaching new behaviours by the example of the guiding coalition
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Company
Eight steps to transforming your organisation
5.
6.
7.
empowering others to act on the vision:
–
getting rid of obstacles to change
–
changing systems or structures that seriously undermine the vision
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encouraging risk taking and non-traditional ideas, activities and actions
planning for and creating short-term wins:
–
planning for visible performance improvements
–
creating those improvements
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recognising and rewarding employees involved in the improvements
consolidating improvements and producing still more change:
–
using increased credibility to change systems, structures and policies that don’t fit
the vision
8.
Company
–
hiring, promoting and developing employees who can implement the vision
–
reinvigorating the process with new projects, themes and change agents
institutionalising new approaches:
–
articulating the connections between the new behaviours and corporate success
–
developing the means to ensure leadership development and succession
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Why is capturing learning important?
• good planning, checking on progress and capturing the
learning are key to introducing successful change and
developing an organisation's capabilities
“The only way to cope with a changing world
is to keep learning…”
Dixon 1998
• a generally accepted definition of learning is “any
relatively permanent change in behaviour that occurs as a
result of experience”
• any changes in behaviour indicate that learning has taken
place
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Company
What is capturing learning?
• capturing learning is what we know and what
•
•
•
•
we are learning in a dynamic environment
learning within a project does not happen
naturally
it is a complex process that needs to be
managed
it requires deliberate attention, commitment,
and continuous investment of resources
it turns learning into knowledge to improve
decision making
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Company
Principles of capturing learning
• the process of gathering, documenting and analysing
feedback on events that happened during a project for
the benefit of other project teams in the future
• gives project team members a chance to reflect on
events and activities during the project
• brings closure to the project, providing an opportunity for
team members, sponsors and stakeholders to discuss
successes that happened during or because of the
project
• identifies unintended outcomes that happened during or
because of the project
• identifies things that might have been better handled if
done differently; and recommendations to others who
might be involved in future projects of a similar type
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Company
Timing of capturing learning
The point of the exercise is to recognise and document
lessons so that future project teams do more of the
successful things and less of the unsuccessful things
• do it early and do it often
• don’t wait for the phase or project to be over
• it should not be an afterthought, but a key component of
all project management processes
• to be successful consistently do two things
– gather learning as issues arise
– implement learning into future activities
• establish a Lessons Learned log throughout the life cycle of
the project
Company
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A Learning Organisation – The Learning
Cycle and Learning Behaviours
Change
Feelings
Taking risks
Experience
Listening
Development
Feedback
Sharing
Plan
Review
Reflecting
Alternatives
Questioning
New ideas
Think
Learning from mistakes
Talking about learning
Thinking
Company
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Lessons learned are knowledge
If learning is to be made useful to an organisation, three steps
must be kept in mind:
• The first one is capturing of the individual learning. This can
include storage of the knowledge, publications, activity
reports, lessons learned, interviews, or presentations
• The second one is transferring of the knowledge to
everyone that needs it in a way that can easily be
understood
• The third step that must be kept in mind is mobilisation of
the knowledge. In other word, the knowledge won’t be
useful if there is a gap between knowing and doing
This mobilising knowledge requires integrating and using
relevant knowledge from many, and often diverse sources
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Company
5 tips for capturing learning
5 questions to answer with your team (see handout):
1. what were the challenges and good points of the
2.
3.
4.
5.
project?
did you develop any useful solutions to problems that
cropped up during the project?
for any problems unresolved, what preventative measures
could you put in place for next time?
are there any new best practices you can derive from this
project?
can you create a useful repository for lessons learned?
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Company
Communities of Practice
“The concept of a community of practice(often abbreviated as CoP)
refers to the process of social learning that occurs when people who
have a common interest in some subject or problem collaborate over
an extended period to share ideas, find solutions, and build
innovations.” –Wikipedia
“In brief, they’re groups of people informally bound together by shared
expertise and passion for a joint enterprise. Some communities of
practice meet regularly….Others are connected primarily by e-mail
networks. They may or may not have explicit agendas on given weeks
and, even if they have agendas, they may not follow them closely.
Inevitably, however, they share their experience and knowledge in
free-flowing, creative ways that foster new approaches to problems.”
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Company
Evaluation and learning at work
Activity
Apply
Reflect
Training,
processes
History
Community
of practice
Question
Embed
Know-how
Distil, validate
Lessons
learned
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Company
Telling stories to promote and share
learning
If your objective
is:
You will need a story that:
In telling it, you will need to:
Sparking action
(springboard
stories)
Describes how a successful
change was implemented in
the past, but allows listeners
to imagine how it might work
in their situation
Avoid excessive detail that will
take the audience’s mind off its
own challenge
“Just imagine . . .”
Communicating
who you are
Provides audience-engaging
drama and reveals some
strength or vulnerability from
your past
Provide meaningful details but
also make sure the audience
has the time and inclination to
hear your story
“I didn’t know that about
him!”
Feels familiar to the
audience and will prompt
discussion about the issues
raised by the value being
promoted
Use believable (though perhaps
hypothetical) characters and
situations, and never forget that
the story must be consistent with
your own actions
“That’s so right!”
Is usually told by the product
or service itself, or by
customer word-of-mouth or
by a credible third party
Be sure that the firm is actually
delivering on the brand promise
“Wow!”
Transmitting
values
Communicating
who the firm is –
branding
Your story will inspire such
phrases as:
“What if . . .”
“Now I see what she’s
driving at!”
“Why don’t we do that all
the time!”
“I’m going to tell my friends
about this!”
Denning (2005)
Company
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Telling stories to capture learning
If your objective
is:
Fostering
collaboration
Taming the
grapevine
Sharing
knowledge
Leading people
into the future
You will need a story that:
In telling it, you will need to:
Your story will inspire such
phrases as:
Movingly recounts a situation
that listeners have also
experienced and that prompts
them to share their own stories
about the topic
Ensure that a set agenda
doesn’t squelch this swapping
of stores – and that you have
an action plan ready to tap
the energy unleashed by this
narrative chain reaction
“That reminds me of the
time that I . . .”
Highlights, often through the
use of gentle humour, some
aspect of a rumour that
reveals it to be untrue or
unreasonable
Avoid the temptation to be
mean-spirited – and be sure
that the rumour is indeed false!
“No kidding!”
Focuses on mistakes made
and shows, in some detail,
how they were corrected, with
an explanation of why the
solution worked
Solicit alternative – and
possibly better – solutions
“There but for the grace of
God . . .”
Evokes the future you want to
create without providing
excessive detail that will only
turn out to be wrong
Be sure of your storytelling skills.
(Otherwise, use a story in
which the past can serve as a
springboard to the future!
“Hey, I’ve got a story like
that”
“I’d never thought about it
like that before!”
“Gosh! We’d better watch
out for that in future!”
“When do we start?”
“Let’s do it!”
Denning (2005)
Company
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Lindsay Winterton
Mobile 07801 376 011
e-mail:
[email protected]