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’? →

Transduction – leading transformation – Issue #243

My weekly posts Is insight easy in #publichealth, but impact hard? I keep coming back to what people can actually do with the understanding we develop together. Insight is becoming easier to produce; the harder work is changing authority, resources and arrangements through action, while keeping the learning alive when everyday pressures return. https://www.linkedin.com/posts/antlerboy_public-health-challenges-systems-insight-ugcPost-7515521963516280833-FmrA/ Legibility … Continue reading Transduction – leading transformation – Issue #243 →

Is insight easy in #publichealth, but impact hard?

Join the full conversation on Linkedin: https://lnkd.in/p/eKXqTVcG I joined The Association Of Directors of Public Health (UK)’s systems thinking workshop as part of SCiO - Systems and Complexity in Organisation to share our systems practice work. I supported breakouts on #neighbourhoodworking and the #viablesystemmodel. I keep coming back to what people can actually do with … Continue reading Is insight easy in #publichealth, but impact hard? →