change and adaptive leadership - demec | …...leadership •difficult to define •“ if your...
TRANSCRIPT
Change and Adaptive
Leadership
Professor Judy McKimm
Associate Professor Paul Jones
Developing Excellence in Medical Education Conference,
(DEMEC)
Manchester Central Conference Centre
26th November, 2015
Leadership
• Difficult to define
• “ if your actions inspire people to dream more, learn more, do more and become more, you are a leader” John Quincy Adams
• Making change actually happen takes leadership. It is central to our expectations of the healthcare professionals of tomorrow “
Darzi, ‘Next Stage Review’,DoH, 2008
Change
“Change is the only predictable constant” (Kouzes and Posner, 2007)
Managing change is an essential aspect of a good leader
What is change?
“the process of aligning people, resources and culture with a shift in organisational direction……change is the only predictable constant and the ability to manage change has become the defining characteristic of successful leaders”
Carr, Hard and Trahant (1996)
Change models
• Linear models of change – project management; checklists; good for physical projects, Kurt Lewin’s model (1951)
• Iterative change models – Kotters’ ‘Accelerate’; McKinsey’s ‘7S’
• Complex change – Stacey ‘Certainty – Agreement matrix’ (2007)
present
state
desired
future state
transition
state
unfreeze
refreeze
Kurt Lewin (1951)
Formal and informal systems: McKinsey’s 7S model www.mindtools.com/pages/article/newSTR_91.htm
An integrated way of thinking about organisational change
Change in any one area of the organisation will have impact on other areas
KOTTER’S 8 STEPS
• Establish a sense of urgency
• Create the guiding coalition
• Develop the vision and strategy
• Communicate the change vision
• Empowering broad-based action
• Quick visible wins
• Consolidate change and produce more wins
• Embed the change in the culture
Activity
Using the Kotter 8 step model, discuss an unsuccessful change management project and analyse where the project
went wrong
http://www.slideshare.net/chrisjansen/aisa-leadership-retreat-ghana-leading-complex-change-2013
Complex adaptive systems
“Collection of individual agents with freedom to act in ways that are not always predictable, and whose actions are interconnected so that one agent’s actions changes the context for other agents”
Ralph Stacey, 1996
Stacey, 1996
Stacey ‘Certainty-Agreement Matrix’ (2007)
Activity
Using the Stacey ‘Certainty-agreement matrix’:
(1) discuss the proposed junior doctor contract and think about what types of decisions are being made in the different zones
(2) What sort of decision-making needs to be done and by whom to get closer to agreement and/or certainty
Trainees driving change
“as leaders, we seem to have grasped where we fit in the system; we analyse situations and understand the environment in which we work ... I think this places us in a better position to take on leadership roles in the future. In our current role as F2s, our leadership opportunities are limited, mostly due to perceived lack of power. However the knowledge we have now has given us insight into our future roles and how we can create momentum to drive change in the future”
Summary
• Leadership is difficult to define
• Change is essential to being a good leader
• There are various models of change depending on the actual change you wish to make and the organisation you wish to make it in
• Having knowledge of these models and using them in practice can have a positive impact on how you manage change in the future
Thank you
Any questions?