Health ICS system leadership workshop
The health services, including the UK NHS and Social Care ASC, are the most challenging places to attempt to improve or redesign. Just look at the challenges of working with ICS initiatives over the past years! Change has often fallen short of our intentions. System leadership, systems thinking, co-production and co-design are all aspects of the 'Model ICB blueprint", part of the 10 year plan, that moves us into place based partnerships with local authorities and communities.
health change evolution
Workshop objectives
- Develop practical understanding of the 2025 NHS Model Integrated Care Board – Blueprint 1.0
- Learn new ways of understanding people, that will capture strength based complex needs.
- Develop a strategy and methods for change, that will lead you to a plan.
- Learn how to lead and facilitate complex change in such a stakeholder diverse environment.
- Learn methods and experiences from other integrated prototypes.
- Incorporate systems thinking, complexity and systemic design concepts and tools.
- Understand supportive management and system leadership.
- The systemic nature of wider health and communities, leading to prevention and reduced costs.
- Apply new ways of working - moving from sticking plaster solutions to real integrated working.
"'Tremendous value, lots of grounding, loved the examples… Every expectation fulfilled."
"This is a very new way of looking at things..."
This is different because it is not about simply adding methods to what you already do. This answers the question as to what happens when we apply a systems thinking set of concepts to reforming the NHS.
Leaving behind jargon that is prevalent in systems literature, we will be focusing on robust practice and case studies that I and others have actually undertaken over 21 years. We will explore how change works, and we will explore the concepts and methods that are practical, emanating from experts that have been working this way.
The workshop is designed to take the NHS 10 plan and the ICB model blueprint 2025, and incorporate systems thinking into your ICB, to develop new ways of working together with local authorities and community groups. This will give you a foundation to then move forward into practice.
Ideally, you perhaps are;
Leaving behind jargon that is prevalent in systems literature, we will be focusing on robust practice and case studies that I and others have actually undertaken over 21 years. We will explore how change works, and we will explore the concepts and methods that are practical, emanating from experts that have been working this way.
The workshop is designed to take the NHS 10 plan and the ICB model blueprint 2025, and incorporate systems thinking into your ICB, to develop new ways of working together with local authorities and community groups. This will give you a foundation to then move forward into practice.
Ideally, you perhaps are;
- You are an experienced ICB member.
- You have an internal change OD role.
- You may be a manager of a social care service or NHS leader, wishing to delve into integrated ICS working.
Why do this course now?
We are pretty good at designing transactional clinical services. But what happens when we delve into health services that are not so transactional? nThose services are complex,
Services that are more about people than pre-defined pathways,
How can we work with others outside of the NHS and successfully collaborate?
What about making change succeed with staff that are tired of change?
Person centred health is more than services, and more about the whole end to end support; together with integrating this into how the health really works and is managed. It is also about preventing health issues through understanding and working with wider criteria. This workshop is about incorporating proven progressive systemic design and change concepts and methods, that deal with place and people and what matters to them.
We will focus on change in the NHS, and learn from the lessons where it has not succeeded.
Services that are more about people than pre-defined pathways,
How can we work with others outside of the NHS and successfully collaborate?
What about making change succeed with staff that are tired of change?
Person centred health is more than services, and more about the whole end to end support; together with integrating this into how the health really works and is managed. It is also about preventing health issues through understanding and working with wider criteria. This workshop is about incorporating proven progressive systemic design and change concepts and methods, that deal with place and people and what matters to them.
We will focus on change in the NHS, and learn from the lessons where it has not succeeded.
"A big game changer…"
"We should be spending more time, not simply delivering Digital, but doing this..."
Why is this workshop different?
System leadership, co-design, and co-production. These are not familiar terms for most of us. This workshop will help you to have understanding of these terms, and how to take them forward.
We will explore digital, and how digital can help or hinder what we are looking to do.
We will explore how to define, record what matters to people so that we can use measures to learn and improve what we do.
What is different in this workshop, is that we will use successful examples of change in health and the public sector. New techniques that will give you a foundation to move to the next steps.
This is an interactive course that is designed around your own challenges and context.
We will explore digital, and how digital can help or hinder what we are looking to do.
We will explore how to define, record what matters to people so that we can use measures to learn and improve what we do.
What is different in this workshop, is that we will use successful examples of change in health and the public sector. New techniques that will give you a foundation to move to the next steps.
This is an interactive course that is designed around your own challenges and context.
Lets hear it from the participants of similar non-health workshops.
What John is doing, the mix of systems thinking and service design in a really practical way. No-one does this. This is really interesting.…
How powerful it is when we can bring this and make this visible, and help the decision-makers to make the right decisions.
The reason so many Digital projects fail is that were not helping the staff to build the service first…
"This is opening up my role; how it could be..."
How powerful it is when we can bring this and make this visible, and help the decision-makers to make the right decisions.
The reason so many Digital projects fail is that were not helping the staff to build the service first…
"This is opening up my role; how it could be..."
Systemic design to deal with change with complexity
Perhaps the most impactive activity we can do when helping an organisation, is to first study the person and what matters to them. Listening rather than simply assessing. Strength based understanding.
That will then lead us into the service operational workflow, and the main aspects of delivery that impacts on what matters to customers. We are going to delve into the fuzzy elements of sense-making beyond data, and tackle how complex information is best collated, stored and used.
Rather than understanding an organisation as a machine metaphor, we will delve into how complexity affects design, and how managers and designers make decisions. How to empower staff through liberating their methods from the constraints around them.
You will learn how to understand integrated working and test and learning approaches to co-designing. And we will look at how to engage stakeholders that have their own priorities, managers and commissioners so that, to co-create the approach together.
Rather than understanding an organisation as a machine metaphor, we will delve into how complexity affects design, and how managers and designers make decisions. How to empower staff through liberating their methods from the constraints around them.
You will learn how to understand integrated working and test and learning approaches to co-designing. And we will look at how to engage stakeholders that have their own priorities, managers and commissioners so that, to co-create the approach together.
systemic triple diamond design method
Human Learning Systems and systems thinkingThe NHS and other national health services are now demanding that it moves into the realm of more integrated complex people centred design. Co-design and collaborative approaches have been experimented with for many years now, in a myriad of contexts. We have that experience, that we can bring to ICBs.
Relational and integrated working is underpinned by Human Learning Systems, HLS is a collection of proven case studies and methods put together by Prof. Toby Lowe and several others in a collaborative that Impro is a part of. |
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Detail contained in the workshop
- Identify different types of change & design.
- Starting with sense-making and strength based as a far more powerful way of understanding customers/ users.
- Uncovering true person-centred design.
- Bringing stakeholders together with a common purpose.
- Complexity, and how its understanding liberates us to new approaches.
- How to recognise and overcome the limitations of Digital.
- Co-creation; making it work.
- Cutting through the trendy terminology and focus on practice.
- Begin to develop and practice systemic design and systems convening.
- Communicating complexity, fuzzy and messy data, what to do with it.
- From analysis, to synthesis.
- Big pictures and narrative story-telling.
- Wicked and systemic problem solving.
- Purposeful change & service design.
Course design for a typical 1.5 day workshop
Module 1 - The core of systemic design and complexity, discussing the implications for the design methods we use today. We will go through some concepts using a case study, where we will hear from those involved in the case study, and relate that to the concepts. Day 1.
Module 2 - Working on what we have learned, to delve into the reality of co-design, and a new methodology of design in complex environments. We will link into deeper aspects of systems, design thinking & systems convening, where you will participate by bringing your previous experience to the group to discuss ways forward. Day 2
Module 3 - This is where we we will stand back and complete the synthesis between systems, change and complexity. And we will bring the elements we have discussed together, so that you can relate this to your specific work. This module benefits from using the experiences of those in the group to boost our sense-making from the interactions between us. Day 3
I modify the content to suit particular organisation needs, and it can be longer or shorter.
Module 2 - Working on what we have learned, to delve into the reality of co-design, and a new methodology of design in complex environments. We will link into deeper aspects of systems, design thinking & systems convening, where you will participate by bringing your previous experience to the group to discuss ways forward. Day 2
Module 3 - This is where we we will stand back and complete the synthesis between systems, change and complexity. And we will bring the elements we have discussed together, so that you can relate this to your specific work. This module benefits from using the experiences of those in the group to boost our sense-making from the interactions between us. Day 3
I modify the content to suit particular organisation needs, and it can be longer or shorter.
About John Mortimer
I originally started in engineering, design and managing operational departments, quickly realising that the ability to make a difference lay beyond the technology or in any specialism itself. I have worked in software, operations, engineering, robotics, and finally business consulting. I have an MBA that corresponds to a business background.
Over 45 direct interventions in change and transformation, learned from OD and systemic change consultancies and experts in their field.
I am now returning back the experience and knowledge gained, both from the mistakes, and the successful outcomes that have been achieved across a myriad of services. Incorporating learning has been borrowed by ‘standing on the shoulders of giants’.
Over 45 direct interventions in change and transformation, learned from OD and systemic change consultancies and experts in their field.
I am now returning back the experience and knowledge gained, both from the mistakes, and the successful outcomes that have been achieved across a myriad of services. Incorporating learning has been borrowed by ‘standing on the shoulders of giants’.
My focus has been on the public sector and health sectors in particular - both social care and the NHS.
