Learn liberated relational public services, methods and practice workshop course
Good local government services are those that are focused on a person driven purpose, they utilise strengths inherent in our communities and they exhibit relational working. This is a practice based workshop that will help you in designing services based on a relational 'test and learn' approach. You will learn how local government can mobilise itself to work with people at a local level, allowing people to decide where and how to begin their journey back into balance. It is less about 'delivering services', and more about understanding and working with people to help them to get back in control of their lives.
relational working
Workshop learning objectives
- Learn how to apply relational working practices and the liberated method through test & learn experiments.
- Develop new ways of understanding citizens/ customers, that will capture whole strength based wider needs.
- To recognise complex 'wicked' characteristics and how to incorporate them into your work.
- Expand from traditional digital or process change to evolve them to a new level.
- Incorporate systems thinking, complexity and systemic design concepts and tools.
- Apply new collaborative workplace behaviours and techniques.
- Successfully influence and integrate what you do within an organisation and with decision-makers.
- Co-design to enable innovation, and develop participatory leadership.
- Develop your self-awareness as a change agent, and how that relates to others to maximise your impact.
"'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. When we apply a systemic set of principles to the methods we currently use, this enables us to do different and better things.
Leaving behind jargon that is prevalent in the literature, we will be focusing on robust practice and case studies that I and others have personally undertaken over 21 years. We will explore design, change, & digital, and we will expand them with powerful and practical concepts and methods.
We will explore how to develop new ways of working, that you can then take forward in your journey of developing yourself.
The will explore at how you can position yourself in an organisation to co-create change with decision-makers and employees.
Ideally, you perhaps are;
Leaving behind jargon that is prevalent in the literature, we will be focusing on robust practice and case studies that I and others have personally undertaken over 21 years. We will explore design, change, & digital, and we will expand them with powerful and practical concepts and methods.
We will explore how to develop new ways of working, that you can then take forward in your journey of developing yourself.
The will explore at how you can position yourself in an organisation to co-create change with decision-makers and employees.
Ideally, you perhaps are;
- You have an internal change OD role, wishing to learn wider systemic techniques.
- You are operational, and want to learn more about cutting edge ways of working.
- You may be a manager or owner of a service, wishing to delve closer to the re-design of services and better ways to lead your teams.
- You are in central gov, the Treasury, or in policy. This might be helpful to you. Send me an email and we can find out.
|
Learn how to move from concepts, to creating impactful change
We are pretty good at redesigning services like developing apps, or improving processes. Costs have been slashed, and the user experience has got lots better. But what happens when we delve into services that are not quite so transactional? What happens when we want to do more than simply improve one part?
- Those services that have elements of complexity,
- Services that are more about people than product,
- How can we overcome resistance to change,
- What about transforming the whole service?
"A big game changer…"
Why is this workshop different?
You can already learn about relational working, or read a book about complexity, but they are often heavily theoretical, or they are very general. Or you might learn about lots of different systems thinking tools. Either approach may leave you with more questions than answers, and with questions as to how to use them effectively
What is different in this workshop, is that we will use several real examples of change from the public sector. We will link new systemic change principles with test and learn experiment approaches; some that you can use immediately, and others that will give you pointers for further and deeper collaboration with change experts outside of your change discipline.
The hard work of sifting through theories, books and blogs has been done for you!
This is an interactive course that adapts to your own challenges that you might bring to the workshop. We will explore together how we might overcome them using our new found knowledge.
What is different in this workshop, is that we will use several real examples of change from the public sector. We will link new systemic change principles with test and learn experiment approaches; some that you can use immediately, and others that will give you pointers for further and deeper collaboration with change experts outside of your change discipline.
The hard work of sifting through theories, books and blogs has been done for you!
This is an interactive course that adapts to your own challenges that you might bring to the workshop. We will explore together how we might overcome them using our new found knowledge.
|
|
Workshop content
1. Perspective
We will examine the roots of how and why we work in the way we do today, and look at the roots of recent approaches to work that are innovative and systemic. We will explore how this is essential to shifting to a systemic way of working.
We will highlight how the way we think and the paradigm that we believe in can be expanded, and how we can help others to do this.
We will highlight how the way we think and the paradigm that we believe in can be expanded, and how we can help others to do this.
2. Demand analysis & flow
Perhaps the most impactive activity we can do when helping an organisation change, is to first study the demands that come into the service. We will demonstrate how Value and Failure analysis is a powerful new systemic approach to understanding users.
That will then lead us into the service operational workflow, where we will explore how to improve the service process . We will delve into the fuzzy elements of sense-making beyond data, and tackle how complex information is best collated, stored and used.
That will then lead us into the service operational workflow, where we will explore how to improve the service process . We will delve into the fuzzy elements of sense-making beyond data, and tackle how complex information is best collated, stored and used.
3. Systemic change - A new systemic design method
We will explore, using a real case study, a systemic method of 'test and learn' design and change - the triple diamond. This is fundamentally different in that it explores, uncovers and leads us to do systemic change. This framework was developed over 20 years ago, and has been tried and tested in hundreds of organisation services. We will go through a real example using this method.
Purpose or a guiding star is the focus of a service. We will look at how we easily define this and use it to bring stakeholders together, and how managers can use this to create a cohesive way forward with their staff.
We will show how to take staff along with us in our work, to co-design change to how to avoid resistance to change. How to empower staff to contribute by developing innovation approaches.
Purpose or a guiding star is the focus of a service. We will look at how we easily define this and use it to bring stakeholders together, and how managers can use this to create a cohesive way forward with their staff.
We will show how to take staff along with us in our work, to co-design change to how to avoid resistance to change. How to empower staff to contribute by developing innovation approaches.
- Identify different types of change & design, and how to apply those.
- Co-creation; making it work through participatory leadership.
systemic triple diamond design framework, from John Seddon
4. Systemic concepts and techniques for systems practice
Using real examples we will clarify what systems practice is and how it is different to what we do now, and how that might relate to the work each of is doing. This will be together with exploring systemic concepts and techniques, as they are the most useful things that we can apply in our work. We will have hands-on exploration into the practices most applicable to change and design; exploring story-telling and other ways of communicating complexity.
- Exploring, transactional, relational and complex service types.
- How to recognise and navigate both digital and process change together.
- Systemic graphic facilitation; communicating complexity.
- Big pictures and narrative story-telling.
- From analysis, to synthesis - understanding 'the system.'
- Systemic and 'wicked' problem solving.
- Reframe problems to deepen our redesign work.
- Define and measure good service performance
5. Complexity
Rather than understanding an organisation using the metaphor of a machine, complexity is central to how organisations and people work. We will delve into what complexity is, and how complexity affects design of our services, and the impact of complexity in operations and management.
You will learn how to observe the whole service as a Complex Adaptive System, so that we can succeed with change and dissolve resistance to change. And we will look at how to engage managers and leaders so that, together with staff, we co-create the design with decision-makers.
You will learn how to observe the whole service as a Complex Adaptive System, so that we can succeed with change and dissolve resistance to change. And we will look at how to engage managers and leaders so that, together with staff, we co-create the design with decision-makers.
- Dealing and designing change with complexity.
- Starting with sense-making as a far more powerful way of understanding the person.
- Fuzzy and messy data, and what to do with it.
6. Making yourself known and influencing in your organisation
We will look at various ways that designers and change consultants can become noticed and useful within an organisation. Learn ways to demonstrate what we can do, and how to show impact. Become part of the organisation, rather than a discipline within it.
- Align change and design with business sense and business execution.
- Bringing stakeholders together with a common purpose, real integrated working.
7. The public sector
We will use specific public sector examples to help you to broaden the scope by exploring a wider variety of service types. We will explore examples of applying principles of 'the liberated method', allowing for teams to truly innovate free from the constraints and barriers or the organisation. We will demonstrate how the practice of Human Learning Systems and its concepts can be realised.
8. Relevant to you and your work
You will meet and engage with others like you. Sharing and learning together. In the workshop you can bering up your work and challenges, to explore how you might now deal with them with your new found knowledge.
After the workshop, you can ask me for help in discussing issues that you face in your work. In addition, we will hold alumni sessions every 1-2 months, where we will come together to continue open discussion and learning.
After the workshop, you can ask me for help in discussing issues that you face in your work. In addition, we will hold alumni sessions every 1-2 months, where we will come together to continue open discussion and learning.
"This is opening up my role; how it could be..."
Relational working, missions, Human Learning Systems, & 'the liberated method'The design of our public services is now demanding that we move into the realm of more complex people centred relational design. Co-design and collaborative approaches are being experimented with, that moves services to cover far more than the standard pathways and referrals.
This is about strengths based relational approaches, and we will use the Vanguard; 'The Liberated Method.' This approach we will be examining is aligned with Human Learning Systems; a collection of proven case studies and a methodology put together by a group of us with Professor Toby Lowe and others within the HLS collaborative. |
human learning systems
|
Course design
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 the triple diamond 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
It is possible to modify the content to suit particular organisation needs. Please contact me for alternative client designs for this workshop.
Module 2 - Working on what we have learned, to delve into the reality of co-design, and the triple diamond 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
It is possible to modify the content to suit particular organisation needs. Please contact me for alternative client designs for this workshop.
Pre-requisites & preparation
After booking, you will receive invitation details, and be asked about the issues you face at work that you hope to work on in this workshop.
You will already have real world design or change experience to gain maximum benefit from the workshop. And you must be expecting to expand your view of change & design that you currently hold, that will challenge some of your currently held assumptions. If you're not prepared to absorb new concepts, internalise them, and move them forward yourself, this workshop is perhaps not for you.
For further reflection, a one to one follow up session is also offered after this course. And this will extend to periodic invitations to alumni meetings.
Your level of English will be good, and you will need to have access to a good screen and audio/ visual.
You will already have real world design or change experience to gain maximum benefit from the workshop. And you must be expecting to expand your view of change & design that you currently hold, that will challenge some of your currently held assumptions. If you're not prepared to absorb new concepts, internalise them, and move them forward yourself, this workshop is perhaps not for you.
For further reflection, a one to one follow up session is also offered after this course. And this will extend to periodic invitations to alumni meetings.
Your level of English will be good, and you will need to have access to a good screen and audio/ visual.
About John Mortimer
I originally started work in engineering, design and managing operational departments. I quickly realised 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.
I have participated or led over 45 direct interventions in change and transformation, learned from OD and systemic change consultancies and experts in their field with Vanguard consulting. I became fascinated and enthused by alternative approaches to change, re-inventing work, and managing organisations.
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’.
I have participated or led over 45 direct interventions in change and transformation, learned from OD and systemic change consultancies and experts in their field with Vanguard consulting. I became fascinated and enthused by alternative approaches to change, re-inventing work, and managing organisations.
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’.
