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Scottish Improvement Skills

Scottish Improvement Skills. Influencing colleagues and other stakeholders. System of Profound Knowledge. Deming 2000. Influencing colleagues and other stakeholders. By the end of this session you will be able to:

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Scottish Improvement Skills

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  1. Scottish Improvement Skills Influencing colleagues and other stakeholders

  2. System of Profound Knowledge Deming 2000

  3. Influencing colleagues and other stakeholders • By the end of this session you will be able to: • Apply frameworks to identify key stakeholders and gain understanding of their needs • Plan for positive influencing using reflection, advocacy and inquiry.

  4. Stakeholder analysis: RACI matrix Responsible Accountable Consulted Informed

  5. RACI matrix: template

  6. RACI matrix: example

  7. Planning communications • Stakeholders • Purpose of communication • Key messages to be communicated • Timing of communication • How to communicate • Who is responsible for communication.

  8. Influencing: Ladder of Inference

  9. Your Story • Something similar has happened to all of us. • What’s your story?

  10. Example Hand hygiene

  11. Example: Hand Hygiene • In a corridor near the door to a clinic. A handwash gel dispenser is on the wall by the door. Liz approaches the door. Chris is just beyond the door, along the corridor, holding a clipboard. Liz uses the gel dispenser and rubs a dose of gel into her hands. She steps towards the door. Chris says ‘Excuse me, can I …’. Liz says ‘Sorry, I’ve been bleeped,’ and goes t through the door.

  12. Actions Beliefs Conclusions Assumptions Meanings Data I select Observable Data

  13. Example: Hand Hygiene • In a corridor near the door to a clinic. A handwash gel dispenser is on the wall by the door. Liz approaches the door. Chris is just beyond the door, along the corridor, holding a clipboard. Liz uses the gel dispenser and rubs a dose of gel into her hands. She steps towards the door. Chris says ‘Excuse me, can I …’. Liz says ‘Sorry, I’ve been bleeped,’ and goes t through the door.

  14. Actions Beliefs Conclusions Assumptions Meanings Data I select Observable Data

  15. Actions Beliefs Conclusions Reflexive Loop Assumptions Meanings Data I select Observable Data

  16. Your Own Example • What action did you take, or what did you say? • What beliefs was that action based on? • What conclusions led you to those beliefs? • What assumptions did you make? • What meanings did you add? • What data might have been available that you selected out?

  17. Actions Beliefs Reflection Advocacy Inquiry Conclusions Reflexive Loop Assumptions Meanings Data I select Observable Data

  18. Influencing colleagues and other stakeholders: summary RACI matrix Communications plan Ladder of Inference: • Reflection • Advocacy • Inquiry

  19. References and further resources Senge, Peter M, 1994 The Fifth Discipline Fieldbook: Strategies for Building a Learning Organisation Nicholas Brealey Publishing

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