Welcome to Tweets of the Week! The one stop shop for the best of improvement tweets and knowledge from The Horizons team and beyond. This curates a wealth of insights, knowledge, and information about transformation in health and care from other thought leaders across the world. (Tip: to read an article or watch a video mentioned in a tweet, click on the blue text. To view the original tweet, click on the image).
The School for Change Agents - #S4CA
The School for Change Agents is returning on 7th November!
Learn how ‘Anyone can be a Change Agent’ by catching up on @RNChristinaH session from The Big Conversation!
Watch the session by clicking here and sign up for the #S4CA by clicking here.
When the chat moves so quick - you struggle to find the questions of presenters among the discussion - happens often to Ian
@HorizonsNHS Tech Spotlight tip below is on @MicrosoftTeams's new Q&A function separates chat from questions! We hope you find it useful! Click here for more fantastic Tech Spotlight tips from @HorizosnNHS.
Health and Wellbeing
Sometimes it can be hard to remember to prioritise your health & wellbeing!
Watch @stephthompson66 & Claire Parker session from The Big Conversation for simple things that you can do & access to help with your health & wellbeing! Click here to watch the session.
The Next Conversation
The Next Conversation was last month Want to know what happened?
Below are the 3 themes that connect the conversations from the Next Conversation:
Catch up in depth in @LeighAKendall's blog linked here.
3 models of change. In health & care, we often see model
- Model 1 a programmatic approach.
- Model 2 also has a destination but emphasises engagement, learning etc.
- Model 3 delivers the most, sustainably, as change-ability is built in
Read the article here from LinkedIn for more information on this.
It’s great to see initiatives like “Early Riser Rehab” being tested, scaled & spread. This is what a learning system means: everyone has the opportunity to experiment with good ideas; let’s see if they work & if they do, make sure many patients benefit. Great work at @uhbwNHS.
Why the significant effort we need to make in the early stages of a performance improvement or transformation initiative is worth it. The more we build a sense of shared purpose and co-create the change, so it's done "with", not "for" or "to" people, the better outcomes. Via @Jim_kouzes
Large scale change is made up of many small scale changes. We never know if a change is going to work, so we have to try it out and amend it multiple times before it works. Small scale experimentation and learning is often the most powerful form of improvement. Graphic by @grantdraws.
"Kanter's Law" says that change is usually hardest in the middle phase. Everything can look like a failure in the middle of change. One of the most important roles of leaders of change is steering people through this tricky middle phase. Click here to read 'Leading Your Team Past the Peak of a Crisis' from the Harvard Business Review for more information on this.
When we set strict rules for what people can or cannot do or say and monitor them for compliance, they're more likely to become "morally disengaged" and behave "deviantly". The more or less trust we give people, the more or less trustworthy they are likely to behave. Via @JeppeHansgaard.
Businesses are increasingly becoming ecosystem players: largely independent organisations that get better overall outcomes by working interdependently with others. The advice on shifts to become an ecosystem player are also relevant to health and care. Click here to read 'Are You Ready to Become an Ecosystem Player?' for more insight.
Organisations can no longer rely on top-down problem solving. As leaders, we have to build a culture of learning and adaptability; to bring many, diverse perspectives to challenges, to feel safe to experiment and fail, to keep learning along the way. Click here to read 'Leadership Skills for Building a Learning Culture' for more insight on this.
If, as leaders, we want a dynamic of “converse and connect” rather than "command & control", then the way we work with feedback is crucial. These "ten commandments" are great. They apply whether it's one to one or team feedback. Thank you @joemhirsch. Click here to access @joemhirsch's article.
Many leaders don't know how to cope with mavericks so end up marginalising them. Yet leaders should embrace & protect mavericks. They test the assumptions that we’re managing with & people see it’s okay to have a dissenting opinion. Click here to read 'Why Leaders Must Protect Mavericks' for more insight on this topic.