learning partnerships LEADING CHANGE A ONE DAY COURSE PREPARATION, LEARNING OUTCOMES & OUTLINE TIMETABLE Dear Participant Welcome to Leading Change. In preparation for the course you are invited to choose an area of service development and change in your speciality that you would like work on during the day. This should be an area chosen from your direct experience. It will not necessarily be an area where you are currently responsible for bringing about change, but should be an issue where, as a Consultant, you would expect to own the issue and demonstrate leadership in making things happen. During the day we will explore a number of approaches to leading change and it is our experience that it is very useful to apply these to real and contemporary issues. There is no need to write anything down or prepare a presentation but a few minutes pre-thinking will help you to get the most from the day. The Purpose, Outcomes and Course Outline are below.
Purpose To further develop the competence and confidence of Specialist Trainees to set direction and lead change. Outcomes Participants will have used the Medical Leadership Competence framework to : Identify an area for service improvement where there is an opportunity for them to lead change in their speciality. Analyse the contexts for change in this area. Develop a strategy for gathering appropriate information to produce an evidence-based approach to bringing about service improvement. Consider the individuals, groups and organisations involved in bringing about the desired change, and how to gain their commitment through understanding and awareness. Set a timetable for action with contingencies.
OUTLINE PROGRAMME 0900 Arrival and refreshments 0915 Introductions and setting the context Personal introductions. Who are you, what do you do, your change issue in one sentences, what do you want to learn today? Icebreaker exercise. What do we mean by leading change? Instrumental leadership and inspirational leadership. The Medical Leadership Competence of Setting Direction. The organisational context - Why a Business Case is important how the work of today fits into preparing a Business Case. 1015 First steps in approaching change A model for strategic change which explores the pressures and drivers for change. What is the service need for change? What are the patient needs that your proposed change will meet? What evidence indicates this need? Participants identify : what is the driver/s for change? why is this important and relevant now? What evidence supports this? In small groups people think about their change issue and discuss why it is important to change and what their reasons for change are. What is the need? What is your evidence for change. Convince others, who take the role of challenging stakeholders, in the group that it is necessary. If you don t have evidence, what will you need to collect? 1100 Break 1115 Creating a vision What makes a good vision and why articulating a vision is important. What is your vision for the future? Practice articulating it to the group. Receive feedback on how inspiring your vision is.
1145 Exploring the context for change Using SWOT analysis A presentation on the SWOT diagnostic which explores Strengths, Weaknesses, Opportunities and Threats of a change. Working in trios, participants use SWOT to analyse the area/s in which they would like to bring about change. Each person summarises their SWOT on a flip chart, and generate some key objectives to maximise the opportunities, and neutralise the threats. How good is the evidence that supports the need for change based on your SWOT? 1245 Lunch 1330 Next steps in approaching change Refining your approach and creating the conditions for success. Who are the people involved? What ability/skill is required? How will your proposed change affect the structure and organisation of your service? What kind of team or organisational culture will support your desired change? What support will help you? What implications does this have for your leadership? Small group working to refine change plans colleagues to act as challenging listeners. 1415 The human impact of change The Change Curve input and understanding motivation. How to read the reactions of individuals to change. How this can affect their motivation. The leaders role in supporting people through change. How to identify and overcome resistance. 1430 Gaining support from others Stakeholder mapping and Commitment charting How to identify individuals, groups and organisations who will be affected by proposed change. Participants carry out their own stakeholder map according to stakeholders stance on the proposed change and their level of importance and potential impact.
Action planning which identifies the key people to involve and formulate a strategy for positive engagement. 1515 Break 1530 Pulling it all together for an action plan What evidence needs to be gathered and from which stakeholders? What methods will be used to access it? How will the evidence be used? Individuals use all the material from the day so far to prepare a plan of action. 1615 Testing plans for change Present plans and discuss and refine these plans in sub-groups or plenary. Making commitments for action. 1655 Evaluation 1700 Close