John-Paul @FlowsofChange
Keen to share ideas, learning and discover new paths to change that works with real people in the real world. My opinions are my opinions. Sussex Joined March 2019-
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@NHSHuw The NHS barely measure outcomes and that is a big part of the problem. Waiting lists, appointments etc are activity NOT outcomes. Focus on people's health and wellbeing above all else: by bringing services to people before they deteriorate rather than making them wait..
@JohnWSeddon There are lot of 'leaders' who show great creativity to re-label themselves and their jobs whenever there's a new plan in town. How do we get real change? Not the latest version of 'fad-washing' with the same people doing the same stuff under a different brand.
In her seminal book, "The Death and Life of Great American Cities," the late Jane Jacobs posed a rhetorical question: “Does anyone suppose that, in real life, answers to any of the great questions that worry us today are going to come out of homogeneous settlements?” She might just as well have asked, “Does anyone suppose that path-breaking, awe-inspiring products and services will come out of intellectually homogeneous companies?” All too often, managers surround themselves with people whose life experiences mirror their own. Over time, the gene pool becomes a stagnant pond. Year after year, it’s the same people having the same conversations about the same issues, often in the same beige conference rooms. That has to change.
@MicheleZanini The more it learns, the less it knows.
Tired of feeling trapped by the same old narrative? Our stories shape us, but they can also limit us. What if you could rewrite your story to create positive change? #socialchange #socialimpact #socialentrepreneurs #leadership #charitieshttps://link.medium.com/HTyZNzscZHb
What is Complexity on one slide? It’s taken a couple of decades, but a lot of things have started to come together in what @snowded terms Anthro-Complexity or naturalising sense-making. 🤜 hubs.la/Q02mQ3rC0 #cynefin #leadershipdevelopment #consulting
My latest weekly blog post: Minor reforms pauljocelynconsultant.blogspot.com/2024/03/minor-…
@PaulJocelyn Hi Paul, I cover a similar idea that people are locked in a stress cycle. I think you are absolutely right that 'performance' creates an unhealthy power dynamic. That people don't seem to question. leadingtoimpact.com/management-str…
Why is it that in an ever more interconnected world are we not getting smarter better faster? link.medium.com/37e3UJdYAHb
How do you maximise social Impact? Create a social impact strategy through clarity of focus on how you impact your community. Creating a more meaningful impact. #SocialImpact #charity #socialenterprise #MakingADifference link.medium.com/2cQIr5pwRGb
@PaulJocelyn It depends on if anyone else is allowed to act on what they see, when they see it. If they aren't then it is not leadership it's loosership.
Revitalise your planning by shifting from rigid milestones that hold up your projects. Embrace the flexibility and adaptability of waypoints to navigate the ever changing reality of the world. #Leadership #projectmanagement #planning #socialimpact link.medium.com/DqP5akKXFGb
The future considers to surprise and undo our best laid plans. This is not bad leadership or bad planning. It's the science you need to be aware of that's making an impact. 12 Scientific Reasons Why Your Leadership Plans May Fail. link.medium.com/kszeU45Y6Fb
Why Santa is Real. The Magic of Social Impact. link.medium.com/ZVC8ZiAMGFb
@PaulJocelyn If the goal is not to get people to think and act differently what's the point of anything?
Most large conferences & "all staff" days treat their audience as "consumers" to be talked at when they have a room full of potential co-creators with amazing talents and gifts. Is it possible to design large gatherings in a more relational way? How can we light candles rather than fill buckets? @pforti suggests 5 ways: 1) Small sessions lead by participants 2) Create fractal groups 3) Slow down the rhythm of the meeting 4) Assign people to be connectors 5) Design for the non-default medium.com/together-insti…. Quote in graphic: @ndcollaborative
@PRoberts666 For the management team the only system that 'counts' is the upwards one that focuses on targets and money. It may be more accurate to think of it as 2 systems: one that serves staff and patients and a separate one that serves the upwards bureaucracy.
@aye_pod @HelenBevan I think the Johari window is a helpful perspective. You have inspired me to think about there is a difference between what is known and what is believed. How might the Johari window be changed to take into account the difference between knowledge and belief?
What would happen to productivity if we took the billions of dollars corporations spent on "leadership development" and reallocated those $$$ to build managerial competence among non-managers (and especially frontline people)?
@PaulJocelyn The reinforcing feedback loops are based on belief as much as practice: I think it's fascinating to observe what new narratives emerge. But also who controls those narratives.
Helen Bevan @HelenBevan
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ComplexWales 🏴... @ComplexWales
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