Join the full conversation on Linkedin: https://lnkd.in/p/e-asRQnYFor a family dealing with several services, the answer depends on what those services can do together. It also depends on whose knowledge reaches the people making decisions.On Wednesday 4 November, I’ll be talking with Chrissie Gregory and Sharon Davidson about how they’ve approached this work. Both are experienced … Continue reading If a children’s services leadership team agrees to ‘improve outcomes for children’, what has it agreed to do differently?
Serbia’s students and the possibility of a government that learns.
join the conversation on Linkedin: https://www.linkedin.com/posts/antlerboy_serbias-student-list-won-a-parliamentary-share-7522763504466984962-uxDP/ Can citizens keep steering and correcting the people they elect — without having to spend their lives supervising them?Serbia’s Student List won a parliamentary majority. The student organisers have practised decision-making collectively under extreme pressure, chosen other people - experts - to serve, and intend to hold them to account. I … Continue reading Serbia’s students and the possibility of a government that learns.
Transduction – leading transformation – Issue #245
My weekly posts When being useful becomes part of the difficulty Barry Oshry’s account of John Carter shows how better results and self-directed teams can still meet resistance when they disrupt an organisation’s expectations of control. In relational public services, people navigating conflicting demands can secure immediate help while inadvertently allowing the underlying problems to … Continue reading Transduction – leading transformation – Issue #245
Transduction – leading transformation – Issue #244
My weekly posts If a public service #testlearngrow idea succeeds because someone senior makes an exception to a funding rule, what happens when that person changes jobs? I like the Test, Learn and Grow playbook, but pilots that depend on exceptions have not changed the system. I want practical guidance on who can reopen a … Continue reading Transduction – leading transformation – Issue #244
Suppose a chief executive makes a phone call and sorts out a problem that public services have spent months passing between them… What happens to the next person to face the same problem?
A personal intervention can solve one problem while leaving the same barrier for the next family. Who can change the rules, funding, and responsibility?
If a public service #testlearngrow idea succeeds because someone senior makes an exception to a funding rule, what happens when that person changes jobs?
Pilots that rely on exceptions haven’t necessarily changed the system. Who can turn frontline learning into changes to funding, authority, and accountability?
Peter Block has a deeply irritating habit; he consistently Gives Good Guru and makes you think, damnit.
You ask him a complicated question about organisational change, resistance, expertise or leadership. He listens, then says something apparently simple which makes most of your elaborate thinking look faintly ridiculous.
By ‘systems leadership’, I don’t mean ‘the peak leaders of clustered institutions’.
I mean working with others to shape direction and enable action, while investigating and changing the patterns that produce our situation. Our own part in those patterns, whose purposes count, and who gets to decide what ‘better’ means all belong in that work.
What makes ‘systems leadership’ more than good leadership?
Join the full conversation: https://www.linkedin.com/posts/antlerboy_systemsleadership-systemschange-share-7517496091055972352-eWpw/ Greg Fell OBE shared Adam Briggs’ new paper on public health systems leadership (links below). It’s an extremely good description of what senior leaders are trying to do, what helps them, and what gets in their way. My difficulty is turning that into something that helps systems change; I’m less … Continue reading What makes ‘systems leadership’ more than good leadership?
Where are the systems in ‘systems leadership’?
Leaderism, personal development, and the work of changing systems This piece brings together two linkedin posts to make a statement about what I think 'systems leadership' 'should be' - or, at least, could more usefully be defined as. By ‘systems leadership’, I don’t mean ‘the peak leaders of clustered institutions’. Join the discussion on LinkedIn: … Continue reading Where are the systems in ‘systems leadership’?
