making dreams come true? implementing a strategic plan in an healthcare environment (moving from...
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Making Dreams Come True?
Implementing a Strategic Plan in an Healthcare Environment
(Moving from Manager to Teacher)Dr Peter Hunter
Director Integrated and Sub-Acute Care, St Vincent’s Health
Strategy Implementation – my starting point
There is a disconnection between strategy formation and strategy implementationThe capacity to implement strategy is dependent on the quality of it’s formationImplementation and formation are brought together by considering strategy as a process of learning and ongoing conversationStrategic skills can be learnt
Strategic Implementation – key themes in the literature
Little focus on implementation in literatureBarriers to implementation Wrong strategies No buy in Poor communication Inadequate resources Poor leadership
SI is about managing change and all its complexity
Structural dimensionsInterpersonal dimensions Meta-abilities; cognitive skills, self
knowledge, emotional resilience, personal drive
Strategic consensus Learning focus and skills
Strategic conversation
Strategic Implementation – key themes in the literature
Research Methodology
Strategic processes are social activitiesParticipatory Action ResearchInsider manager researcher Pros and Cons
Coghlan and Brannick model Personal, team, inter-team and
organisational levels Content, process and assumptions
Grounded theory data analysis
Organisational Context
Integrated and Sub-Acute Care (ISC) Clinical directorate of SVH 700 staff over more than 10 sites across 4
legal entities 10 different funding streams 2 program directors 45 middle managers Acute, subacute, community and residential
care
Research starting point
A cross section of 10 managers in ISC interviewed….2 dimensions What are the issues for middle managers in
ISC around strategy Can “discussion” facilitate a more strategic
focus and intent
The rest of the study dependent on the outcomes of the interviews
How the research actually unfolded
Interviews established key themes and drove subsequent cycles Data collection Interventions as
Getting to know the manager Awareness raising Knowledge giving Teaching and role modeling
Presentations given as a response to feedback and discussion with the managers E.g. Managing up
Managing Up
Gabarro-Kotter Perspective; understand the boss, understand yourself and work on the relationshipThe boss as a customerPolitical and social dynamicsLearn how to persuade wellFollowershipUnderstand your own mental models and the ladder of inference
Research findings
Interviews analysed using grounded theory Results of this analysis feedback to ISC management forum
Feedback at ISC Management Forum
Recurrent themesWhat is strategic thinking?What models help us conceptualise strategic thinking?What do we do with this?
Recurrent themes in interviews Strategy is political
Issues are only strategic if the right people think they areThere is different levels of awareness of the political dimensions to strategy in ISC ISC mangers have variable confidence and skills in Influencing skills for getting issues moving up, down
and across the organisation Understanding and using their “power bases”
optimally position resources knowledge and expertise personal influence networks energy and stamina.
We need to create an environment conducive for strategy being part of our daily management practiceStrategic conversation Feeling involved and not disconnected Formal and informal dimensions MBWA Strategic skills and the ability to act
Context settingAllowing risk taking in progressing ideasFluid networks - making connectionsTime resources; moving from the urgent and important to the non-urgent and important.
Recurrent themes in interviews
Strategy formation and implementation are a learning opportunitiesLeaders are managers of learningBut what can be taught? Strategic thinking skills Managing up skills Improving our understanding of perceptions Reflective practice Communication skills- persuading and listening
skills
Recurrent themes in interviews
Strategic Thinking SkillsDouble loop learning Scanning and thinking through data – asking why and
seeing patterns Problem solving at higher conceptual levels
Systems thinkingCreative thinking Strategic intent –leveraging energy and attentionThinking in time –connecting the past, the present and the futureIntelligent opportunism (making connections)Hypothesis driven thinking What if….. (divergent) If….., then… (convergent)
Organizational Competencies
What can we do?
Threats and Opportunities
What might we do?
Values
What do we want to do?
Societal Responsibilities
What ought we do?
Strategy
What can we learn to do?
How do we shape values?
• Strategic questions
Where to from here?
From ISC executive? A greater and more explicit attempt
to get you all to think strategically Working towards a conducive
environment Facilitating manager’s skills
development
From you?
The Action bit of Action Research….
Establishing a more dynamic culture of learning and teaching and embedding it Realized in retrospect Realized and planned
Formal – professional development program Informal
Role modeling MBWA and local facilitating
ISC at a point of transition
Issues arising from the research
Fuzzy to Less Fuzzy; Lets improve strategic
implementation The path to better strategic focus is
developing a teaching organisation
The importance of leaders as the managers of learning the key finding
Leaders as teachers - the literature
What do leaders need to do? Accept and embrace their role as teachers Have belief in their credibility and
communication skills Have a teachable point of view Develop an understanding of adult learning
principles Create a conducive environment
Multiple modalities Encourage questioning, experimenting and
reviewing success and mistakes Share experiences
Leaders as teachers - the literature
Learning organisations? “organisations that create an environment where
behaviours and practices in continuous are actively encouraged”
Teaching organisations? Adds a proactive dimension to learning
organisations Learning starts with individuals Role modelling and facilitating critical Leadership’s most critical responsibility is to
teach Learning as a multiplier of power
Strategic Change
Leadership
(Organizational Learning and
Teaching)
Strategy
Implementation
Conclusions
Teaching organisations as a concept should sit alongside learning organisationsLeadership, learning, teaching and strategy are interlinkedStrategic capacity is linked to management competence developmentWhat’s a conducive environment ? ..more research is neededA conceptual model?
A model
Management Competencies
Adult Learning Principles
Leadership Skills
The leadership of organisational learning
= learning & teaching
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