buurtzorg is a new way of working, but more importantly it is a new way of thinking about and managing the work

The Buurtzorg model is widely known, it is a way to allow local groups to take ownership of those who need care in The Netherlands. This post is not about what the Buurtzorg model is and how it works, it is about what is behind it that makes it work - the hidden foundations to its success. Emulating the way they do things will never result in the right outcomes unless the fundamentals are followed.

This is the story behind the results every time we try to emulate success by copying.

I have just finished listening to Brendan Martin of Buurtzorg UK, and  his message was clear, the fundamentals of the way that managers and leaders think about and design the management of the work has to be part of this new way of working.

This is one approach that deals with the fundamentals in a way that allows leaders to remain connected and lead the new approach. And it positions them to see for themselves the changes they have to make to their understanding of the frameworks they have created that are the current rules, procedures, behaviours and culture.

Typically:

1. Firstly, the group of people who are tasked with experimenting with the approach, they separate themselves from the rules and procedures of the current organisation.
   
2. Allow that team to develop along a set of new set of experimentation principles.
3. Managers protect the team from the current system whilst they are undertaking the experiment. Those managers also engage with the team and resolve problems to clear the way for that team to move forward.
   
4. The team do real work in a new way, focused on what matters to the person, and doing whatever is necessary to achieve what is needed.
   
5. Once a the team has undertaken and learned enough, they summarise their learning directly to senior managers.
   
6. Once this has been accepted as the new way forward, others from the current service are rolled-in to the new team, so that new entrants become immersed in the new team, by their colleagues.
   
7. Managers and leaders need to co-create the fundamentals of the new service to support the new emergent service. They cerate and support the emerging service.
   

The role of leaders is key, in that they must realise that it is their current mindset and behaviours that create the current system. If they wish to change that system, they need to be at the forefront of the change.

Experience has demonstrated to us all that the choice of how to design this change is key to sustained change.

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