the hack day for the nhs change model
TRANSCRIPT
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#CMhack#CMhack
Improving the way we do change! Hacking the NHS Change Model
14 October 2015
#CMhack@HelenBevan @PerryTimms
@ZoeLord1
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Housekeeping and survival!
Breaks…
Fire alarms and exits…
Mobile technology
Toilet location…Security…
Password: HubWest1 #CMhack
2
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We are a diverse group
Diversity leads to more disruptive thinking, faster change and better
outcomesAylet Baron
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Joining in today and beyond
• Please tweet using the hashtag #CMhack • We will produce summaries of the discussions
using Storify and Pinterest• A report is being produced in real time and
will be emailed to everyone by next Monday, 19th October
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Aims for today
• Review how change currently happens in health and care
• Review the NHS Change Model• Design a proof of concept to support
and enable change across health and care
• Scope how a change model can be spread across health and care
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Aims for today
• Review how change currently happens in health and care
• Review the NHS Change Model• Design a proof of concept to support
and enable change across health and care
• Scope how a change model can be spread across health and care
A re-imagined
model and a
plan for spread
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How we will do this
• Self-directed, not told• Communal, not siloed• Blocks, not agendas• Creative, not forced• Exploratory , not prescribed
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“Pioneering is the enemy of
transformative and systematic change”
David AlburyThe Innovation Centre
Why, after nearly two decades, haven’t we created an
unstoppable, system-wide drive for improvement?
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There have been many attempts to introduce change models and frameworks
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NHS Change Model
Developed in 2012 with inputs from hundreds of people, to distil twenty years of learning from
change in the NHS into a useable model to accelerate
and get better outcomes from improvement
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Drivers of extrinsic motivation
create focus & momentum for delivery
Intrinsic motivators • connecting to shared purpose
• engaging, mobilising and calling to action
• motivational leadership
build energy and creativity
•System drivers & incentives•Payment by results•Performance management•Measurement for accountability
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Internal motivators
• connecting to shared purpose
•engaging, mobilising and calling to action
• motivational leadership
build energy and creativity
Drivers of extrinsicmotivation
•System drivers & incentives•Performance management•Measurement for accountability
create & focus momentum for delivery
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The power of extrinsic drivers
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Three types of levers for large scale change
‘Prod mechanisms’ targets
performance management
price & payment incentives regulation
competition
‘Proactive support’
relies on building ‘intrinsic motivation’ in
staff to make the right changes to
improve
‘People focused’ education and training
national contractsprofessional regulation
clinical quality standards
Type one:
Type two: Type three:
Source: Health Foundation report Constructive comfort: accelerating change in the NHS 2015
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Three types of levers for large scale change
‘Prod mechanisms’ targets
performance management
price & payment incentives regulation
competition
‘Proactive support’
relies on building ‘intrinsic motivation’ in
staff to make the right changes to
improve
‘People focused’ education and training
national contractsprofessional regulation
clinical quality standards
Type one:
Type two: Type three:
Source: Health Foundation report Constructive comfort: accelerating change in the NHS 2015
Less than 10%of the potential
for improvement
at system level can be
delivered through type one change
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Transformation is not a matter of intent.........
it is a matter of alignmentPeter Fuda
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The NHS Change Model aligns
intrinsic and
extrinsic aspects
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Shared purpose aligns.....
Shared purpose allows many communities to engage with us without us having to invest resourcesin controlling their actions Nilofer Merchant
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Our shared purpose
Spread of innovation
Improvement methodology
Rigorous delivery
Transparent measurement
System drivers
Engagement to mobilise
Leadership for change
0
5
10
Where are we currently?
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Priority area:
What outcomes do we seek?
Our Shared PurposeIs there a sense of shared purpose amongst our key stakeholders?
Leadership for changeDo all our leaders have the skills to create transformational change?
Engagement to mobiliseAre we engaging and mobilising all the right people?
Spread for innovationAre we designing for the active spread of innovation?
Rigorous deliveryDo we have an effective approach for delivery of change and monitoring of progress towards our planned objectives?
System driversAre our processes, incentives and systems aligned to enable change?
Improvement methodologyAre we using an evidence-based quality improvement methodology?
Transparent measurementAre we measuring the outcome of the change continuously and transparently?
People with dementia
Deliver goals of the National Dementia Strategy
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What’s strong? Where are the gaps? How can we align?
Political, clinical, voluntary and private sector leadership for
change
Multiple projects and initiatives at multiple levels
not necessarily aligned
Don’t consider any component of change in isolation (eg, broad
perspective on CQUIN scheme re people with dementia in hospital)
Strong sense of shared purpose and
will for change
Lack of transparent measures in terms of how well NHS is
playing its part
Support Clinical Commissioning Groups to act as enablers/aligners
at local level
Key stakeholders engaged and
mobilised
Not exploiting the potential for spread and adoption of
innovation
Link to local initiatives such as “Dementia Friendly Communities”
Multiple system drivers to support
change
Sporadic use of quality improvement methodologies
Align with other strategies to support older people across health and social care and building broad common commitment to change
Clarity of immediate programme
Building energy and engagement for the long haul
Build all the components into design of future strategies
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Five key principles in using the NHS Change Model1. Start with “shared purpose” but after that there is no
prescribed linear or logical order2. It’s important to use the model to check if all eight
components are present but it’s more important to focus on whether they are aligned
3. Use the model to build on what you are doing already4. Don’t “sell” the change model; “sell” the outcomes you
are seeking 5. Build commitment to, not compliance with, the NHS
Change Model
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Peter Fuda“Change is not the goal,
the goal is the goal”Peter Fuda
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Insights…
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Insights• Interviewed and surveyed 200 + people
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What did we find
Similarities and Polarities!!!
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What does the NHS workforce think? 14,000 contributors recently identified 10 barriers to change:
Confusing strategies
Over controlling leadership
Perverse incentivesStifling innovation
Poor workforce planning
One way communication
Inhibiting environment
Undervaluing staff
Poor project management
Playing it safe
Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015
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What does the NHS workforce think? 14,000 contributors recently identified 11 building blocks for change:
Inspiring & supportive leadershipCollaborative working
Thought diversityAutonomy & trust
Smart use of resources
Flexibility & adaptability
Long term thinking
Nurturing our people
Fostering an open culture
A call to action
Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015
Challenging the status quo
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Insights• Use: – It is used for many different purposes -Projects, events, meetings
• Knowledge:– The more people know, the more they find it useful– Easy accessible information on practical application is required
• Language:– Some of the language is inhibiting
• Name:– NHS brand brings prestige– NHS brand is hindering the uptake from other care providers– Is it a model or framework?
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Going forward…
• Bring on board the people who don’t like it and keep hold of the people who do like it
• Enhance the positives – rather than change for change sake
• Address what ‘it’ should be called• Think about spread and implementation• How we frame it so that we focus on the goals
not the model.
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Bingo sheets are on your table.
Keep hold of your bingo card.
Find people who match the words below and ask them to write their name in one relevant box.
Once you’ve completed the whole grid, shout “bingo!” There’s a prize for the winner.
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We’re here to Hack… but what’s
a hack?
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A true hackathon
• Strategic • Socialised • Participative• Fast • Conclusive
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Plan for the day
• Series of hacks to explore design a proof of concept to support and enable change across health and care:
– Problem solving – Framework hacks – Mini Hacks – Spread and
sustainability hacks
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How today will workThis is not your usual conference or workshop, it is a specially designed process which enables
a depth and quality of output that would usually be unachievable in such a short
timeframe...
“ “
36
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We ask you to…• Go with the flow and have faith in the process• Unconference - self organise and follow your interests! • You have permission to create!• Take collective responsibility for completing the task in the
timescale• Collaborate, support and constructively challenge others• Put yourself in other people’s shoes• Bring and voice your own perspective – that is why you are
here!• Let reflectors reflect!
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We ask you to…• Go with the flow and have faith in the process• Unconference - self organise and follow your interests! • You have permission to create!• Take collective responsibility for completing the task in the
timescale• Collaborate, support and constructively challenge others• Put yourself in other people’s shoes• Bring and voice your own perspective – that is why you are
here!• Let reflectors reflect!
Have fun!
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TRIZ: Theory of Inventive
Problem solving
Stopping counter-productive
activities and behaviours
“Every act of creation is first an act of destruction”Pablo Picasso
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There have been many attempts to introduce change models and frameworks
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There have been many attempts to introduce change models and frameworks
Whilst there are great examples of
their use, none of them have been
used consistently across the whole
system
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TRIZ: our schedule for the next 30 minutes
Step 1:Make a list of everything we
could reliably do to create/promote a change model or framework that
never gets used for any useful purpose
in our world of health and care
Step 3:Go through the items on your second list and
decide what first steps will help us
stop what we know creates undesirable
results?”
Step 2:Go down this list item by item & ask ‘Is there anything that we are
currently doing that in any way, shape or
form resembles this item?’ Be brutally honest to make a
second list of all our counterproductive
activities & processes
TRIZ
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Our TRIZ topic…
How could we could reliably create/promote a change model or framework that NEVER gets used for any useful purpose in our world of health
and care?
TRIZ
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Step 1As a table group make a list of “to-dos” on the first paper sheet in answer to the question:
How could we could reliably create/promote a change model or framework that NEVER gets used for any useful purpose in our world of health and care?
• Go wild!• 10 minutes
TRIZ
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Step 2As a table group, go down your first list and ask:
‘Is there anything that we are currently doing that in any way, shape or form resembles any of the items on list one?’
• Make a second list on sheet 2• Be unforgiving about these items and talk
about their impact• 10 minutes
TRIZ
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Step 3As a table group, go down your second list from step 2 and ask:“what are the first steps that will help us stop
getting undesirable results?”• Make a list of actions on sheet 3• Be prepared to share some of your content
from lists 2 and 3 with the wider group• 10 minutes
TRIZ
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Lets have a warm up hack!
Who is this model for? Who is our customer?
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Lets get hacking! Two parallel hacks:• Framework Hack: Big Picture• Mini Hack: Elements & bright ideas
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Framework Hack: Big Picture
• Remit:– Refreshed, revolutionary, reimagined – looks like a framework/model.
• Starting point is up to you- Scrap the current model and start
afresh - Start with the model and look what is
missing, what could be improved
• Bring the frameworks together to make one framework!
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Mini Hacks
• Remit:– Depth– Ideas and activities
• Examples of mini hacks: – What is the detail under the elements? E.g. leadership – How do you move from idea to reality? Story telling?– What’s it going to be called?– What’s it going to look like? Design?
• Pitch your hack A3 paper – and set up your stall!
• Ideas, synthesise and come up with some very useful things!
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Remember:
- Unconference - Follow your interests - Self organising
- Go for it!!!!
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Lets get hacking! Two parallel hacks:• Framework Hack: Big Picture• Mini Hack: Elements & bright ideas
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Feedback
• Framework Hack: Big Picture• Mini Hack: Elements & bright ideas
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Final Sprint: Two Hacks
1) Design team - refining the design of the model 2) Diffusion – spread of our new model
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Feedback
1) Design team - refining the design of the model 2) Diffusion – spread of our new model
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Review of the day….