This inventory lists a variety of free resources that are available to support health care organizations in determining what they need to do to improve patient experience and how to implement those improvements.
Great summary of resources for people working on improving the patient experience in healthcare from the people at the Robert Wood Johnson Foundation - an innovator and leader in finding new ways to tackle intractable problems.
Nice clear guide in well designed infographic sharing insights and tips for first time managers including strategies for leading in distributed systems and networks.
A collaborative presentation. For the next 90 minutes we will give you ideas to understand the future and collaborative tasks to put it into your context. B...
Great piece on the type of leadership one needs to effect culture change (One might even assume the kind of leadership needed to work in networks and distributed systems).
Two great quotes:
"That’s why change management efforts commonly fail. All too often, they are designed to carry out initiatives that come from the top. When you get right down to it, that’s really the just same thing as telling people to do what you want, albeit in slightly more artful way. To make change really happen, it doesn’t need to be managed, but empowered. That’s the difference between authority and leadership." and
..."That essentially is what the threshold model of collective behavior predicts: Ideas take hold in small local majorities; many stop there and never go any further, but some saturate those local clusters and move on to more reluctant groups through weak ties. Eventually, a cascading effect ensues."
By Ben Balter. When innovating in government, the technology’s the easy part. Innovative efforts often do one of two things: They take long-established technology from the private sector and inject it into an agency, or They reimagine long-assumed processes from the citizen’s perspective. The ultimate meta yak shave If you want to innovate government, 90-day, 120-day, or six-month “fellowships” (read: ...
Key to understanding culture is to recognize that what executives think impacts culture is different than what employees think. In the differences is the
The evaluation of nonprofit outcomes shouldn't focus exclusively on programmatic activity. Here's a look at what it means to take frontline work seriously.
Liz Rykert's insight:
It really is all in what you measure. this refreshing article form the Stanford Social Innovation review is a good first take on how to factor in the qualitative measures that speak to relational practices of connection, co-creation and linking.
Worth a look - especially for people struggling with measuring the value of networks.
Amazing article on creativity and building a culture that supports and creates it. It also includes bridging cultures and a model to think about how to build a creative culture. From the Lego Foundation.
These five leaders favor fluid decision making. They impart a directional vision for their organizations to follow. Finally, they embrace complexity rather than wish it away.
Liz Rykert's insight:
Fav quote: "In a fluid and fast-changing environment, the leaders we interviewed recognize that they cannot set strategy and control decision making as directly as they might have in the past. They are delegating duties downward so that the people closest to the market—closest to the complexity—can solve problems."
Just as important as getting leadership on board is engaging the company's middle tier of informal leaders, notes expert Jon Katzenbach. When Jon Katzenbach speaks, you should listen.
Typically, self-organisation (SO) is defined as the evolution of a system into an organised form in the absence of external pressures. SO within a system brings about several attractive properties, in particular, robustness, adaptability and scalability. In the face of perturbations caused by adverse external factors or internal component failures, a robust self-organising system continues to function. Moreover, an adaptive system may re-configure when required, degrading in performance “gracefully” rather than catastrophically. In certain circumstances, a system may need to be extended with new components and/or new connections among existing modules — without SO such scaling must be preoptimised in advance, overloading the traditional design process. In general, SO is a not a force that can be applied very naturally during a design process. In fact, one may argue that the notions of design and SO are contradictory: the former approach often assumes a methodical step-by-step planning process with predictable outcomes, while the latter involves non-deterministic spontaneous dynamics with emergent features. Thus, the main challenge faced by designers of self-organising systems is how to achieve and control the desired dynamics. Erring on the one side may result in over-engineering the system, completely eliminating emergent patterns and suppressing an increase in internal organisation with outside influence. Strongly favouring the other side may leave too much non-determinism in the system’s behaviour, making its verification and validation almost impossible. The balance between design and SO is the main theme of guided self-organisation (GSO). In short, GSO combines both task-independent objectives (e.g., information-theoretic and graph-theoretic utility functions) with task-dependent constraints.
Indeed, you must obey the laws of society and those of economics, environmental science and psychology in order to govern a world.
The simple rules are already in place. The question is how do we conform to those rules so that we realize the most optimal social function for everybody?
This is where lawyering and traditional politiking takes a back seat, and the technical world of governing begins.
I am releasing today a new "Culture Strength Test," that you can take online, for free. This is by no means a full culture assessment (a service I also offer, of course), but it is a quick way for ...
Liz Rykert's insight:
Fun - You take a the Test!
Take a look at tool it is build in too - www.decisionaire.com - it allows you to design a questionnaire and design a customized report. If someone tries it let me know what you think!
Thx to Lorretta Donovan for this scoop! Clear focus on the attributes anyone needs to work in current and future workplaces. Feels like a skill set for complex systems.
In the e-social world, companies are increasingly finding that top-down, command-and-control organizations are not effective. Hierarchy means very little in an environment where the lowliest employee
Funny look at corporate culture. If you don't find it funny you can "draw your laughter" :) (Taken from the latest series of quite an interesting show.)
The Surprising Power of Liberating Structures: Simple Rules to Unleash a Culture of Innovation Smart leaders know that they would greatly increase impact and innovation if only they could get everyone fully engaged. The challenge is how. Liberating Structures are novel, practical and effective methods to help you accomplish this goal with groups of any size. During this roll-up-your-sleeves immersion workshop, participants will learn and immediately practice 10-12 Liberating Structures while receiving tips on how to use them in the workplace or community settings and traps to avoid. A practical understanding of most individual Liberating Structures activities can be developed in less than one hour each. This is enough to go out and apply them with little risk. From social entrepreneurs to healthcare teams, to artists, planners and community organizers Liberating Structures help you tap into the creativity and ideas of everyone you are working with. Liberating Structures users act their way into new thinking rather than thinking their way into new acting. Facilitators Liz Rykert, President, Meta Strategies, a Toronto-based strategy group working in complex organizational change and digital technology. Liz is a strategist and coach who works with people on complex and stubborn problems. As a skilled Liberating Structures facilitator, Liz creates opportunities for learning packed with fun and meant to have you experience new ways of working. Liz works in community based organizations, healthcare, and academic settings to help people transform the systems they work in and build a productive and healthy culture. Liz is a student of complexity science and a big believer in the power of networks. Liz has a knack for uncovering new ideas and bringing them to life for the benefit of everyone. Erika Bailey is a Change Facilitator at The Moment Inc. Erika has designed and delivered programs, interventions and large-scale problem solving in complex and adaptive organizations across multiple sectors. Her expertise includes front-line change and innovation processes, experiential learning, and developmental innovation. Erika employs her solid academic background (including a Masters of Human Systems Intervention), years of field experience, and artistic roots to think and act creatively with people and challenges. She uses Liberating Structures regularly to maximize the sustainability of positive behavioural change for her clients. Leah Gitterman MHSc, Manager and Senior Consultant, IGNITE Consulting, Infection Prevention and Control, University Health Network. Leah is a consultant specializing in behavioural and culture change across the spectrum of healthcare. With over eight years of experience working with the infection prevention and control team at the University Health Network Leah has been at the forefront of work in Canada and the U.S. to improve safety in healthcare using behavioural change approaches, including ‘Positive Deviance’ and ‘Front Line Ownership’. Leah has a MHSc degree in Community Health and Epidemiology from the University of Toronto and is a certified Patient Safety Officer. Come on your own or even better, bring a team and a challenge you are facing and get ready to move it ahead! Additional Details and Contact Information Refreshments provided – lunch on your own. If you have used Liberating Structures in your work we want to hear from you! We will be incorporating lots of stories and examples into the day so send an email to Liz Rykert (her email is below) and let us know your experience with Liberating Structures. For questions and inquires please contact Liz Rykert Meta Strategies liz@metastrategies.com
Flex: The New Playbook for Managing Across Differences - Kindle edition by Jane Hyun, Audrey S. Lee. Download it once and read it on your Kindle device, PC, phones or tablets. Use features like bookmarks, note taking and highlighting while reading Flex: The New Playbook for Managing Across Differences.
Liz Rykert's insight:
Looks like an interesting new resource for culture change strategists and people working in new distributed systems. Adding to my reading list!
Professor of Law at Harvard, Yochai Benkler, introduces his OpenMind Ch@nge article: Distributed Innovation and Creativity, Peer Production, and Commons in N...
A growing number of foundations are reintroducing risk-taking into their processes and portfolios as one way to create breakthrough change.
Liz Rykert's insight:
Great article on funding innovation. It digs into what it takes to truly innovate and the risks and opportunities. All the attributes of complex systems are there. Worth the read.
How generosity among strangers becomes socially contagious.
Liz Rykert's insight:
Great piece in the Sunday NYTimes. Here is the essence: "
We conclude that observing an act of kindness is likely to play an important role in setting a cascade of generosity in motion, since many people can potentially observe a single act of helping. But we found that it was receiving help that sustained the cascade as it spread through the group."
Makes you want to do something good for someone else. I also loved the lead as the author describes the 226 cars that went through a Tim Hortons Donuts in Winnipeg - each paying for the car behind them!
The one thing we can be assured of until humans safely land and colonize Mars is "organizational culture" will continue to be a topic of conversation. It's about on par with the Leadership vs.
Liz Rykert's insight:
Nice summary of the challenges and opportunities in understanding what we mean by organizational culture. I am not sure I entirely agree with Pontefract's definition of culture in an organization:"An organization’s culture is defined by the manner in which employees are treated by their direct leader."
Regardless, I do think having a way to talk about what can feel ephemeral is important.
Great to be learning about what it takes to lead in networks from June Holley and the Center for Creative Leadership. If culture change happens as result of the patterns of interacting then understanding how networks work is critical. It is in networks, formal and informal that these patterns of interaction take place.
What leaders need to know to change orgs for the better.
Liz Rykert's insight:
Nice summary from a discussion the author led on Linked In on organizational culture.
He comes to this conclusion: "Finally, cultures are dynamic. They shift, incrementally and constantly, in response to external and internal changes. So, trying to assess organizational culture is complicated by the reality that you are trying to hit a moving target. But it also opens the possibility that culture change can be managed as a continuous process rather than through big shifts (often in response to crises). Likewise, it highlights the idea that a stable “destination” may never — indeed should never — be reached. The culture of the organization should always be learning and developing."
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Great summary of resources for people working on improving the patient experience in healthcare from the people at the Robert Wood Johnson Foundation - an innovator and leader in finding new ways to tackle intractable problems.