Purpose of the programme

1. Leadership for Change ProgrammeResidential 1 Wednesday 25th June – Thursday 26th JuneWelcome!

2. Purposeof the programme To develop systems leadership skills and capacity amongst public leaders To support public leaders to make progress on complex systems challenges in their places To make tangible improvements for the people and communities we serve, and in which we live and work

3. Liz Goold Residential Facilitator Meet the team • Alix Morgan • Programme Director • Mark Dalton • Programme Manager Chris Lawrence-Pietroni Residential Facilitator & Learning coordinator for Birmingham

4. Lesley Campbell Leadership for Change Coach for Staffordshire Julia Morrison Leadership for Change Coach for NHS England David Love Leadership for Change Coach for Warrington Matt Gott Leadership for Change Coach for Somerset Paul Tarplett Leadership for Change Coach for Public Health England Sue Goss Leadership for Change Coach for North Staffordshire Di Neale Leadership for Change Coach for Blackpool Jo Cleary Leadership for Change Coach for Public Health Wales Mari Davis Leadership for Change Coach for Devon

5. Forming our learning community • Who am I? • Who are we? • What are we here for? • How are we going to do it?

6. What are we here for? Aims for Residential 1 • build this learning community • start to explore the ‘six ways’ of systems leadership practice • frame your systems leadership challenge and identify common themesand connections • build place teams with LCs and Home Groups with each other • be stimulated by wider thinking in public services and key concepts from living systems • frame your first ‘safe-fail’ experiment and how you intend to act and learn from it between Residentials

7. How are we going to do it? • Drawing on the extended leadership capacity and experience in the room • Experiential exercises and group work • Formal inputs & speakers • Informal evening discussions • Reflection-in-action – ‘Moleskine Moments’ • Home Groups • Create the conditions for transformational learning- offering balance of support and challenge and responding to different learning styles

8. Learning Cycle • Experience Experimenting with and drawing on our experience ACTIVIST • Application Applying new insights, ideas and actions in our daily work PRAGMATIST • Observation and reflection Reviewing and reflecting on our experience REFLECTOR • Deepening/Re-framing Developing our understanding, testing our assumptions, exploring our thinking THEORIST Adapted from David Kolb’s work

9. How are we going to do it?Today’s agenda

10. Tomorrow’s agenda

11. CONTRACTING

12. Systems Leadership: Exceptional leadership for exceptional timesSix Dimensions of Systems Leaders

13. What is systems leaderhip? Systems Leadership: Exceptional leadership for exceptional times (Virtual Staff College) Skills for Systems Leadership

14. Ways of perceiving • Balcony & dancefloor • The unseen & unpredicted • Diverse views • Sensitivity to narratives Ways of feeling Personal core values Commitment • Ways of being • Courage to take risks • Resilience & Patience • Drive, energy, optimism • Humility • Ways of thinking • Curiosity • Synthesising complexity • Sense-making Improving outcomes for service users • Ways of doing • Narrative • Enabling & Supporting • Repurposing & • Reframing • Ways of relating • Mutuality & Empathy • Honesty & Authenticity • Reflection • Self Awareness

15. For discussion • What strikes you most about this model? • Is it helpful in deepening your understanding about systems leadership? • Are there aspects you would want to challenge or add to? • How might we model systems leadership as we work together on this programme?

16. Reflection Question What do the ‘six ways’ suggest about your learning focus for this programme?

17. Judy Downey • The Relatives & Residents Association

18. Lunch in place teams with Leadership for Change Coaches

19. Our local context and challenge: initial framing

20. Initial framing of Systems Leadership Challenge In place teams and with the support of your LC, start to map out and frame your systems leadership challenge between youBe prepared to share with other place teams your initial framing of your leadership challenge and the system it is part of, as part of a ‘market-place’. Help others appreciate the complexity of the system you are working withDo this in a visual form, for example using, (rich) pictures, metaphors, mind-maps- be creative! Put out your stall!

21. Working with living systemsJohn Atkinson

22. Working with living systems • Making sense of what we see John Atkinson fusions@hotmail.co.uk @tryweryn91 on twitter www.jma64.wordpress.com

23. The matter does not appear to appear to me now as it appears to have appeared to me then… Robert H Jackson – US Supreme Court Judge 1941

24. How do systems work?

29. James Phillips Kay - 1830 • The social body cannot be constructed like a machine on abstract principles which merely include physical motions, and their numerical results, in the production of wealth.

31. Maturana & Varela - evolutionary biology • Organisms, from single cells to eco-systems have a variety of characteristics in common • They have evolved to be in a perfect relationship with their environment • It is a symbiotic relationship, the organism/organisation defines the environment and the environment defines the organism • If there is an external source of perturbation the organism acts to kill it, be it internal or external. • If the organism is held perturbed for sufficient time it adapts to this new condition. • Organisms are self-referencing, they act to preserve their own identity (autopoeisis) • By cultural behaviour we mean the transgenerational stability of behavioural patterns ontogenically acquired in the communicative dynamics of a social environment.

32. U-curves – Scharma, Kahane, Kubler-Ross

33. Myron RogersSystemic Approaches to Problems • How do systems work? • How does this system work? • How do I work with this system?

34. Working with social systems – The Big 5 • Chaos and complexity • Emergence • Cognition • Networks • Self-organisation

35. Chaos and Complexity • A social system like an English place does not map neatly onto an organisation chart • And yet such places are ‘stable’ – ‘stuff keeps getting done’ - so complexity results in order not disorder, despite the mess • Cause and effect may be distant in time and space • This results in many unintended consequences (although not always unpredictable or negative consequences) • And attempting to manage these consequences adds to the complexity with new bodies, meetings, actions and costs. (And more unintended consequences…)

36. Emergence • Strategies, action points and timescales are more statements of intent than what actually happens • Public services have some guiding ‘rules of thumb’. They can be both helpful and unhelpful. They are not usually applied consciously and determine ‘what goes on around here’.. • So simple rules give rise to global behaviour • What might be our ‘simple rules’?

37. Cognition • The system looks different depending on where you are in it. To understand it requires multiple perspectives • To better understand ‘what’s going on here’ requires multiple and diverse perspectives. • What you see is what you know, in other words, you do not understand what you see, you see what you understand. • Frame of reference is everything, what you see determines what you do. • Keep asking ‘how do we know?’ – what people say they do, and what they do do, are often very different. • Cognition is inseparable from emotion.

38. Networks • It is the informal structures that make public services work every bit as much as the formal ones • Stories provide the lived experience, this is how we make sense of what happens • Information feeds what people do – so sharing our perceptions of how things work helps us make sense of what we see • Understanding comes from collective behaviour not individual

39. Self-organization • Social systems seek to maintain themselves • A living system preserves its identity • It will change in order to preserve it • They are continually self-referencing ie use past experience ‘the way things are done round here’ to determine how to react • They do that within the limits of what they decide is ‘our business’ • Identity is manifested in traditions, symbols, rituals, language, stories and practices • This is about the ‘Culture of Public Service’

40. Structure The surface Systems Policy • Structure • Tiers of government • Partners • Governance • Organisational form • Policy • Economy • Crime and security • Health • Health and safety • Systems • Delivery mechanisms • Formal process • HR, recruitment • Use of technology

41. Identity What’s going on? Relationships Information • Identity • Who are we, what do we collectively stand for? • Different places/roles/professions/organisations have different identities • Where and how do these come together for mutual benefit? • Can we frame the space in which this takes place? • Relationships • Where and in what way do people interact with each other and us? • What is the balance of formal and informal? • What is the quality of these relationships? • Information • What is being shared and what is not disclosed? • Who has access to what? • How do we release the cognitive capacity of a living system?

42. Meaning Where does this lead us? Trust Action • Meaning • Work and lives have a clear purpose and a sense of direction • Trust • There is an implicit understanding of how all parties are trying to make things better that underpins their interaction • Action • The things we do are the things that need to be done. Our actions are those that really work

43. How do you work with this? – Myron’s maxims • Real change happens in real work • Those who do the work do the change • People own what they create • Start anywhere, follow it everywhere • Connect the system to more of itself

44. Market-place

45. Market-place • One person stays with your ‘stall’. The others travel. Make sure you have enough time to swap. If you have a Leadership for Change Coach, they will also stay with your stall • Travel to other ‘stalls’ and find out more about others’ systems leadership challenge • Be curious, inquire, notice what resonates with your own situation, what is different, what you like to find out more about. Be prepared to share what you have discovered back in your place teams

46. Sense-making

47. Sense-making • What struck you most from the other systems leadership challenges? What connections, patterns, similarities and differences did you notice? Any implications for your own SLC? • What does this tell us about this learning community/system and the wider system we are part of? • Who might you want to learn more from, find out more about?

48. Final reflection with LC- agreeing roles, practicalities

49. Final reflection How does what I’ve heard, impact on my view of our SLC and my own systems leadership practice? What kind of support and challenge will we need from our LC, for our own learning about systems leadership practice and in taking our systems leadership challenge forward? How will learning be captured? Thoughts about Home Groups? Sorting out practicalities, dates, etc

50. Leadership for Change ProgrammeResidential 1Day 2 Welcome Back!