Human Dimensions of Change and Team Working
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Human Dimensions of Change and Team Working - Hannah Wall, National Improvement Lead Presentation from the Productive Endoscopy Workshop, Tuesday 15th October 2013 at Ambassadors Bloomsbury , London, WC1H 0HX This meeting brought together teams from around the country, and embarked on creating and testing the productive endoscopy toolkit. The aim of the day is to allow time with your team for sharing of experiences and exchange of good practice, learn how to apply lean techniques and hear the impact of successfully implemented case studies.
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Human Dimensions of Change and Team Working
- 1. Human Dimensions of Change and Team Working Hannah Wall National Improvement Lead
- 2. Aims of this session • To understand the importance of team working to create successful improvements • To recognise that managing change for individuals and within teams is a fundamental part of service improvement • To recognise individual styles within teams and how those styles respond to change • To offer tools to help in the acceptance of new ways of working • To understand the role of improvement leader
- 3. Teams in endoscopy • • • • Scheduling/ booking Decon Procedure room Whole unit Good team work is essential everyday for: safety, efficiency, productivity and morale.
- 4. You just can’t get it done alone…
- 6. Successful improvement teams • Share the work load • Generate new ideas • Conduct PDSA and testing • Embed for sustainability
- 7. Working with a team during improvement
- 8. All improvement requires change, but not all change is improvement. Anonymous
- 9. A round man cannot be expected to fit into a square hole right away. He must have time to modify his shape. Mark Twain
- 11. We have all been laggards • • • • • • iPhone 7? Self-service scans at the checkout? Hybrid cars? eBay? Flat screen TV? Analogue vs digital?
- 12. Competence/ Confidence/Self esteem Transition Curve Move Mobilise Sustain 8. Acceptance 4. Anger 2. Hysteria 5. Bargaining 3. Denial 7. Testing 1. Shock 6. Depression Time Source – Based on Kubler-Ross 1969, Adam, Hayes and Hopson, 1976 and Virginia Satir (1991)
- 13. Competence/ Confidence/Self esteem Transition Curve Mobilise Move Sustain 8. Acceptance 4. Anger 2. Hysteria 5. Bargaining Minimise shock Discuss Listen implications with empathise, support Full and early individuals and communication Don’t 3. Denial suppress teams of intentions, conflict or different possibilities and Pay attention to views of emotions overall change of people’s needs Remember people 1. Shock direction and concerns aren’t necessarily Practice patience attacking you personally Encourage Discuss Paint a vision Reflect Foster communication Celebrate success Create goals and opportunities Coach Prepare to start again! 7. Testing 6. Depression Delegate Time Source – Based on Kubler-Ross 1969, Adam, Hayes and Hopson, 1976 and Virginia Satir (1991)
- 14. We are all different • • • • Amiable Driver Analyst Expressive Merrill D.W. and Reid R.H.(1999) Personal Styles and Effective Performance: make your style work for you
- 15. Analyst: the Technical Specialist • • • • Accurate Conscientious Serious Persistent • Organised • Deliberate • Cautious
- 16. The Expressive: Social Specialist • • • • Verbal Inspiring Ambitious Enthusiastic • • • • Energetic Confident Friendly Influential
- 17. Amiable: The Relationship Specialist • • • • • • Patient Respectful Willing Agreeable Dependable Concerned • • • • Relaxed Organised Mature Empathetic
- 18. Driver: Command Specialist • • • • • Decisive Independent Practical Determined Efficient • • • • Assertive A risk taker Direct Problem solver
- 19. Which type are you?
- 20. Analyst Amiable Expressive Driver Analytical Patient Verbal Action-orientated Controlled Loyal Motivating Decisive Orderly Sympathetic Enthusiastic Problem solver Precise Team person Gregarious Direct Disciplined Relaxed Convincing Assertive Deliberate Mature Impulsive Demanding Cautious Supportive Generous Risk-taker Diplomatic Stable Influential Forceful Accurate Considerate Charming Competitive Conscientious Empathetic Confident Independent Fact finder Persevering Inspiring Determined Systematic Trusting Dramatic Results-orientated Logical Congenial Optimistic Conventional Animated
- 21. How do you feel about change?
- 22. How do you behave under stress?
- 23. The Analyst
- 24. The Analyst: Technical Specialist May be perceived positively as May be perceived negatively as How to work better with analysts • accurate • critical • tell how first • conscientious • picky • list pros & cons • serious • moralistic • be accurate & logical • persistent • stuffy • provide evidence • organised • stubborn • provide deadlines • deliberate • indecisive • give them time • cautious • don’t rush or surprise
- 25. The Amiable
- 26. The Amiable: Relationship Specialist May be perceived positively as May be perceived negatively as How to work better with amiables • patient • hesitant • tell why & who first • respectful • ‘wishy-washy’ • ask instead of telling • willing • pliant • draw out their opinions • agreeable • conforming • chat about their life • dependable • dependent • define expectations • concerned • unsure • strive for harmony • relaxed • laid back • organised • mature • empathetic
- 27. The Expressive
- 28. The Expressive: Social Specialist May be perceived May be perceived positively as negatively as How to work better with expressives • verbal • a talker • tell who first • inspiring • overly dramatic • be enthusiastic • ambitious • impulsive • allow for fun • enthusiastic • undisciplined • support their creativity & intuition • energetic • excitable • talk about people & goals • confident • egotistical • value feelings & opinions • friendly • flaky • keep fast paced • influential • manipulating • be flexible
- 29. The Driver
- 30. The Driver: Command Specialist May be perceived positively as May be perceived negatively as How to work better with drivers • decisive • pushy • tell what & when first • independent • one man show • keep fast paced • practical • tough • don’t waste time • determined • demanding • be business like • efficient • dominating • give some freedom • assertive • an agitator • talk results • risk-taker • cuts corners • find shortcuts • direct • insensitive • a problem solver
- 31. Fears about change Analytical Driver •not enough information •making a wrong decision •being forced to decide •loss of control •failure •lack of purpose Amiable Expressive •damaged relationships •confrontations •not being recognised for efforts •being ignored •being asked for detail •being linked with failure Merrill D, Reid R (1991) Personal Styles and Effective Performance, CRC Press, London
- 32. Case study An Improvement Leader (driver) was keen to bring about a change to reduce waiting times for patients. However, she initially failed to realise her list of pros and cons was not sufficient to convince her ‘amiable’ colleague. Her colleague needed to feel convinced that it was a real improvement from the patients’ point of view.
- 33. How can we take this forward? • Recognise different types within your teams • Understand individuals must see the ‘what’s in it for me?’ • Consider the strengths of each type and how they will respond when faced with change • Which types are similar and which clash • Remember everyone will go through the transition curve at a different speed • Fears should be dealt with and expectations should be managed realistically
- 34. Diffusion of Innovations • Work with people initially who want to get involved • Rather than repeating the argument for change modify your approach to those who fall in the latter half of the curve • If you engage 20% of a population, the rest will follow
- 35. Improvement tools (1) 1. Verbal communication - 1:1s - Team meetings - Daily ‘huddle’ – highly inclusive 15 min meeting every morning led by different people every day
- 36. Improvement tools (2) 2. Encourage and act upon staff feedback - Create opportunities for people to express their views e.g. anonymous opinion board in a less used area with frequent responses or a staff survey
- 37. Improvement tools (3) 3. Visual management - Show publically how the unit is performing and praise achievements
- 39. Leading Improvement Leading improvement – basically it’s all about the leader having a mind set change from one of fire fighting to one of continuous improvement Quote from NHS Institute