Content Increasing connections and communication – the importance of networks Applying this principle to practice Networks build communities, energising and connecting individuals Spread is a social process, dependent on both social and technical aspects of change, so increased connectivity leads to increased change and spread which is why networks are so important. Networks enable connections […]
Content Focus on the benefit rather than the innovation Applying this principle to practice Focus on the benefit rather than the innovation Focus on the why rather than the what: take a system needs focus [Pull, attractor] rather than an innovation focus [Push]. This means explaining the benefits for patients, staff and carers and the system, to the adopters. […]
Content The perspective of the individual is pivotal Applying this principle to practice The perspective of the individual is pivotal Consider spread and adoption from the perspective of the individual in the system – this may include patients, carers, and staff – and what the impact of the innovation might be on them. What does […]
Content An enabling leadership style is needed Applying this principle to practice An enabling leadership style is needed An ‘enabling leadership’ style which facilitates interactions between key people that transforms relationships leading to collective action is needed to enable the spread and adoption of complex innovations An enabling leadership style requires a mindset shift such […]
Content Spread and adoption in health and care is a complex activity Understanding complexity Applying this principle to practice Spread and adoption in health and care is a complex activity The NHS and social care is a complex adaptive system. This means high levels of interdependence and connectivity, competing and changing demands, unpredictability, uncertainty, myriad […]
Content Approaches to Spread and Scale Tools and methods Support Approaches to Spread and Scale The methods and levers available to system and policy leaders to support spread and scale of innovation and good practices for improvement are collated into seven approaches, details are on the Horizons website. You will find these tools and methods […]
These cases studies demonstrate how the seven interconnected spread and adoption principles and systems convening work in practice from the perspective of staff in a range of settings. Additional cases will be added below and at Horizons website. A winning partnership: System Convening with Programme Management improves patient experience ‘That’s what I do’: voluntary partnerships, […]
Systems convening is an enabling leadership behaviour which matches the complexity of the spread and adoption approach taken with the complexity of the situation. How this may be achieved is outlined below with a short description and explanation of the activities that can be used. Theses activities are often delivered by a number of people […]
Systems convening is an emerging and not well recognised activity which can generate challenges for individuals working in this way. Individuals working in a systems convening way need to have the following which are developed and learnt over time and with experience: Personal sense of mission with commitment to long-term sustainable results which provides their […]
Content What is systems convening? Why do we need systems convening? What does systems convening involve? How does systems convening relate to our usual programme management approach? Further resources What is systems convening? With the increasing inter-dependence and complexity in our work we need to work in new ways, across boundaries within and across organisations, […]