Prof Becky Malby interviews thought leaders to inform and guide NHS leaders through the current context.
Interview 8: Julian Corner, CEO Lankelly Chase – Governance for Adaptive Capability
Over the last year alongside the Pandemic we have seen a crisis of Governance. Hierarchical governance where managers ‘manage’ upwards to ensure they can do the right thing; where the inequalities and dysfunctions of the current system are baked into the governance process; where governance is focused so much on financial accountabilities, risk management, and assurance that there is no space for strategy; has been found wanting. the rise of networks has already challenged the dominant model of governance. In this interview Julian sets out how Lankelly Chase is redesigning its governance model to better equip the organisation for its mission, to better reflect its values and to address the wicked problems that beset society. As we emerge from the next wave of infection, mindful of how hard the ‘old world bit back’ after the first surge, how can we rethink and redesign our governance systems to enable a more adaptive public sector?
You can read Julian’s Blog on the Lankelly Chase transformation here
Here is a checklist for Ethical Decision Making in Boards (a first step in determining whether your Board is making ethical decisions) Baxter, J., Fischer M., Malby R (2012) National Inquiry into Organisational Ethical Decision Making in the NHS. Interdisciplinary Ethics Centre & CIHM, University of Leeds
Interview 7: Tania Eber – The Power of Self Managed Teams. Lessons from Buurtzorg
I have been talking to leaders from across the globe about how to take a proactive approach to leading through the pandemic. At the same time, we undertook a survey of what NHS staff wanted to keep and what they never wanted to see again. From this we identifies 10 leaps forward – which, as it happened, mirrored the key cultural conditions evident in high performing health systems. One of these key conditions was being able to work well as a self-managed team. This week I am talking to Tania Eber who has worked with Buurtzorg on their fundamental commitment to self-managed teams and the benefits that has reaped for population health and for the staff what work there. You can find Tania at @TaniaODC
Interview 6: Charlotte Augst – The Answers are in the Community.
This week I have invited Charlotte Augst to talk with me about the Community Response and the new relationship being forged in some places between health services and local people. We cover the results of the survey that shows how much the NHS has appreciated and been surprised by how Communities have gifted their time and support.
Interview 5: Dr Brent James – Lessons from High Performing Health Systems. Building learning into the NHS’s future
This week I have invited Brent James to talk with me about learning systems. Last week I sent out a survey asking people working in the NHS what they want to keep from this time, what they never want to happen again, and the opportunities for the NHS. The results looked very like the culture and operational model of Intermountain Healthcare. I asked Brent how can we make sure the best of the way the NHS has worked well sticks. He said “Dont ask for permission just do it!”
Interview 4: Liz de Wet – The Personal Leadership Challenge
This week we move on from focusing on the systemic challenge of the pandemic to discuss how as leaders we ourselves are the instrument, and how in our practice we shape the future by how we engage with this context. Taking a more personal approach Liz de Wet brings her global experience in leadership practice in a more intimate conversation on how we lead.
Interview 3: Myron Rogers – How to Lead Adaptive Change
Last week I talked to Irwin Turbitt about recognising the adaptive challenge that this pandemic presents for the health system. This week I am talking with Myron Rogers and we are going to discuss how to lead this emergent adaptive work. What principles and practices will we need to draw on?
In our discussion we touch on this vlog by Dayna Cunningham, Community Involvement Innovators lab at MIT, on her experience of the pandemic
Interview 2: Irwin Turbitt – The Adaptive Challenge
My second interview is with Irwin Turbitt discussing the adaptive challenge of the pandemic and how to harness the relationships generated in the crisis into a new collaborative effort in the future.
Interview 1: Prof Keith Grint From Crisis to Adaptive Leadership
The first interview is with Keith Grint, Emeritus Professor at Warwick University on the lessons from his work on leading Critical, Tame and Wicked Problems. We discuss the interplay between command and control and adaptive leadership, the role of soft power, and how to ensure you are the best decision-maker you can be.