Dr. Lynne Maher Director for Innovation and Design NHS Institute for Innovation and Improvement

Transcription

1 Dr. Lynne Maher Director for Innovation and Design NHS Institute for Innovation and Improvement NHS Institute for Innovation and Improvement, 2010

2 Creating the Culture for Innovation Share learning on creating the culture for innovation Identify 7 dimensions of organisational culture that support innovation Provide insight about how you can maximise the potential of your most important asset... your staff

3 Leaders have a disproportionately large effect on the cultures of organisations and systems. By their behaviours, leaders create the conditions that either hinder or aid innovation. (Maher, Plsek, Price, Mugglestone 2010)

4 The leadership imperative In a study undertaken by the NHS Institute two thirds of staff respondents stated that they were not adequately supported by senior leaders to undertake innovation and improvement activities. Responses from staff undertaking the Culture for Innovation survey in organisations suggest that senior leaders do not make it clear that innovative new thinking is required to meet some organisational goals and do not openly support innovation. Undervaluing and under investing in the human side of innovation is a common mistake (Moss Kanter 2006)

5 Leaders need to creating the conditions within which the innovation can flourish. Strategies and processes alone are not sufficient to drive the degree of change we are seeking...the NHS should focus on tackling the behaviours and cultures in the system that stand in the way. (David Nicholson CEO, National Health Service)

6 Literature review finding Organisational culture is a major factor which affects the speed and frequency of innovation Culture eats strategy (and tools) for lunch Marc Bard Management guru

7 Dimensions of innovation culture

8 Risk Taking: Key Constructs Trying new things is a norm Emotional support for risk takers Balanced assessment of risk Learning from failure rather than punishing it

9 Risk Taking- learning from industry In studies of innovative organizations, failure was viewed as a learning process rather than something to chastise most of the organizations planned for it and actively welcomed it as an important part of the process 3M reward intelligent risk taking The only possible failure for a test of an innovation is the failure to learn something! The fastest way to succeed is to double your failure rate Thomas Watson, Sr. Founder, IBM

10 Resources: Key Constructs Access to (at least some) funding Time to work on innovative ideas Authority to act (empowerment, at least to test ideas)

11 Resources: Some Literature Amabile (1998) studied high-tech R&D labs and identified 6 managerial practices that affect creativity; two of them are: Resources in the form of time and money Freedom to decide how to meet a challenge Kanter (2002) identified 10 classic rules for stifling innovation based on her work with hundreds of organisations; two are: Insist that people who need your approval to act go through several layers of other managers first Make sure that requests for information are fully justified, don t give it out freely

12 Knowledge: Key Constructs Wide scope search (beyond industry bounds) Uncensored, unfiltered, unsummarized Free flowing

13 Knowledge: Some Literature Carr (1994) found that creative organizations are always scanning the horizon One of Basadur s (2005) organizational roadblocks to creative thinking was inadequate outside contact Robinson and Stern (1998) studied Japanese firms and (separately) US firms implementing continuous improvement one key finding was that diverse stimuli -- openness to input and experience from all sorts of sources, and forums in which such input can be openly shared.played a big role in supporting creative thinking

14 Goals: Key Constructs Specific call for innovation What, but not how Stretch targets (aspirational, visionary) Tie to strategic plan (implying resources and follow through) Clear case for need (framing to engage)

15 Framing the message We have over 400,000 nurses in the NHS. How can we enable them all to contribute? The NHS needs to increase the quality of care and improve patient experience while reducing its cost by 20 billion over the next 3 years. Work with a new Cost Improvement Programme (CIP)? Stop employment of all agency staff? Reduce consumable use including stationary?

16 Lets reframe the message so that it is more relevant to a specific context The NHS needs to increase the quality of care and improve patient experience while reducing its cost by 20 billion over the next 3 years. On Ward 10 lets have a call for ideas from all staff and patients and their families We need new ideas that could reduce cost by at least 11,000 this year, if we can save more that would be even better. These ideas could be about reducing waste, changing the way we work or looking at the materials we use for example.

17 Goals: Some Literature Amabile (1998) studied high-tech R&D labs and clarified a counter-intuitive relationship between goals and innovation Clearly specified strategic goals often enhance people s creativity Creativity thrives when managers let people decide how to climb a mountain; they needn t, however, let employees choose which one. Time pressures that focus attention aid innovation, while time pressures that make people feel as though they are on treadmill sharply hinder innovation. Quinn et. al. (1997) studied many organizations and recommended that managers must provide motivating visions, challenging strategic goals, and figure-of-merit targets for their operations Robinson and Stern (1998) describe BHAGs -- Big, Hairy, Audacious Goals and their relationship to instances of great innovation

18 Rewards: Key Constructs Recognition of innovative effort Individualized Appealing to intrinsic motivation and values Aligned with organizational goals

19 Rewards- learning from industry Recognition Thank you is an important reward Gore Tex- Staff get to spend 10% of their work hours as dabble time to develop their own ideas. 3M staff spend 15% of their time on projects of their own choosing Secondments/time out in other industries

20 Tools: Key Constructs Deliberate process Flexibility to adapt to varying situations Training Encouragement for skills development

21 Tools: Some Literature One of Basadur s (1995) organisational roadblocks to creative thinking is: lack of support for training on and application of innovation processes Higgins (1995) studied major commercial organizations around the world and concluded that the most innovative and successful provided employees skills: the ability to do the work they set out to do

22 Relationships: Key Constructs Diversity Honoring everyone s input Trusting, open environment Team-based work is the norm and this includes customers

23 Relationships- learning from industry Based on notion that:- We all have something to give and we all have something to learn Hierarchy is often based on skills Diversity is a common feature

24 Dimensions of innovation culture

25 Applying the Framework The seven dimensions can be used in multiple ways. A meeting or event Project or front-line team Department Organization Multi-organization system

26 Uses of the framework Assess current environment via dialogue via a survey tool Plan actions to increase likelihood of innovation

27 Portal diagram- facilitated session + 5 Risk Relationships Resources 0-5 Rewards Knowledge Tools Targets

28 Survey Tool On line assessment tool 29 survey statements which participants rate according to their assessment of the culture for innovation in the organisation Results can be segmented by Departments / areas Ward, theatre, imaging Professional groups Nurses, doctors, administrative

29 To be added A hospital in England

30 Detailed analysis by question and camparison to other organisation Theme No statement UK Knowledge If I don't have the information I need, I feel comfortable 9 asking my direct supervisor for it We are generally kept informed ofactivities in other Knowledge 10 departments that affect our work Knowledge There is a lot of information available to me about what 11 other organisations are doing to meet the same sorts of Knowledge Senior leadership openly shares information that is 12 important to me and the work I do

31 Understanding of areas of strength and areas for focus Theme No statement UK Tools 19 I am capable of generating creative ideas Knowledge If I don't have the information I need, I feel comfortable 9 asking my direct supervisor for it Relationships The teams that I work on tend to have people with a 26 diverse mix of skills and styles Goals I know what the priorities or goals are in my 13department Risk Taking My direct supervisor supports me if I wanted to try 1 something new Rewards I am certain that I would receive recognition or praise 21 from my direct supervisor if I put an innovative idea

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33 Tips on Resources Reinforce the expectation that individuals and teams should feel they have authority to act on innovative ideas and seek to understand why they might feel they do not Turn strategically important innovation efforts into formal organisational projects with allocated resources Link innovation efforts to waste-reduction techniques that free up resources Seek resources from non-traditional channels

34 Tips on Rewards and Recognition Seek to understand and work with what intrinsically motivates innovators Set up structures and processes to enable peer, patient and carer recognition for innovation Reward and recognise failed attempts at innovation where you can celebrate learning Grand prizes and competitions create a few winners, but also lots of losers instead seek to reward all legitimate innovations and attempts

35 Tips on Relationships Create many opportunities for diverse individuals to work together and learn more about each other s ways of thinking Use one of the many personal style instruments as a way to get people to honour differences between themselves and others as refreshing and useful Start an ongoing dialogue about what teamwork or a trusting and open environment means and what it really looks like Bring in non-traditional team members precisely for their potentially very different points of view Increase the use of job shadowing, short-term work rotations and longer-term secondments to increase individuals awareness and valuing of different ways of thinking and working

36 Tips on Risk Taking Share widely how the organisation or system has taken reasonable risks on innovative ideas in the past Establish a process to publicise and learn from ideas that fail Go out of your way to provide emotional support for innovators Reverse a negative, worse-case scenario culture by establishing new conversation practices when innovative ideas are presented Don t use humour to lighten the mood when discussing the risks associated with an innovative idea it almost never works and often has the opposite effect Feed the rumour mill to positive effect

37 Tips on Knowledge Start a not invented here programme where leaders, managers and staff are supported to seek out knowledge and ideas from outside health care that can be adapted to address key organisational challenges Encourage staff to look for and share new ideas from other health care organisations, internal departments, or partners along pathways Regularly share and celebrate innovations that are already happening in your organization or system Share board information more widely and use knowledge from the workforce to support the board

38 Tips on Goals Identify and publicise widely the strategic issues where there is a clear case for the need for innovation and where an extension of the current way of working is clearly inadequate to meet the need Set out organisation or system-wide challenge topics that call for innovative ideas in specific areas of need Articulate stretch goals in the language of How might we? Consider goals, contracts, annual appraisals, personal development plans, or job descriptions that require people to try out a number of innovative ideas annually and report back on what they have learned Test for alignment of organisational or system-level goals for innovation by asking staff where they think innovation is most needed

39 Tips on Tools and Methods Develop a cadre of people who can facilitate creative thinking and innovation processes Require innovators seeking resources to explore how innovative their idea really is and how they might make it even more innovative Plan to introduce new tools or methods for innovation periodically spread their use widely in simple ways that help everyone see how they might use them, and publicise their many applications

40 Questions? Comments? Chat?