Learning Event 2 20 th September 2013

1. Redcar and Cleveland Public Health Team and Tees Valley Public Health Shared ServicesLeading Health and Wellbeing Programme Learning Event 2 20th September 2013

2. Improving mental health and healthcare systems for communities and service users • Develop exceptional leadership skills to drive improvement • Build whole system relationships • Improving local Health and Well-being SYSTEMS • TRANSFORMATIONAL H&W IMPROVEMENT LEADERS • LEADERSHIP • Personal & Organisational Development • IMPROVEMENT • Skills & Knowledge • Understand & use improvement methods • Adapted from the ‘Leadership for Health Improvement Programme’ in ‘Managing for Health’ 2007 Chapter 7. Hannaway, Hunter & Plsek

3. How do you prefer to learn? (what methods would you best use?) • What strengths/weaknesses do you bring to a learning situation?

4. The Learning Cycle • and Learning Styles Actual Experience (Activist) Testing Reflection Out Observation (Pragmatist)(Reflector) Conclusion (Theorist)

5. Activists - Methods • Action Learning • Game Simulations • Discussions • Job Rotation • Outdoor Activities • Role-Playing • Training Others

6. Pragmatists - Methods • Action Learning • Discussions About Work Problems • Discussions in Small Groups • Group work with tasks where learning is applied • Problem Solving workshops • Project Work

7. Reflectors - Methods • Reading • E-Learning • Lectures / Presentations • Observing Role Plays • Self-Study

8. Theorists - Methods • Analytical Reviewing • Exercises with a right answer • Listening to Lectures • Solo Exercises • Watching Videos • Self-Directed Learning

9. UK population type table • INTJ • ISTJ • ISFJ • INFJ • 1.4% • 13.7% • 12.7% • 1.7% • INTP • ISTP • ISFP • INFP • 2.4% • 6.4% • 6.1% • 3.2% • ENTP • ESTP • ESFP • ENFP • 2.8% • 5.8% • 8.7% • 6.3% • ENTJ • ESTJ • ESFJ • ENFJ • 2.9% • 10.4% • 12.6% • 2.8%

10. http://www.nhsleadership.org.uk/workstreams-clinical-theleadershipframework.asphttp://www.nhsleadership.org.uk/workstreams-clinical-theleadershipframework.asp

11. THE ICEBERG MODEL • Above the waterline lie the observable workplace behaviours, practices and discourse: this is ‘the way we do things round here’. Below the waterline lie the underlying beliefs, attitudes, values, philosophies and taken-for-granted aspects of workplace life: ‘why we do the things we do around here’.

12. Change is Different from Transition • Change is situational: new site, new boss, new team roles, new policy. • Transition is the psychological process people go through to come to terms with new situations • Change is external, transition is internal. • Bridges, W. (2003) Managing transitions: Making the most of change, 2nd ed London, Nicholas Brearley.

13. Unless transition occurs, change will not work • transition starts with an ending • the neutral zone is the no-man’s-land between old reality and new • transitions end with a new beginning • ENDING • NEUTRAL ZONE • BEGINNING

14. Peter Fuda – From a Burning Platform to Burning Ambition • http://www.youtube.com/watch?v=Tfn6vD4yyC4

15. Buddying or Learning Trios • Develop a habit for valuing diversity and different perspectives. We want you to become accustomed or strengthening your working across boundaries of geography, organisation, experience, and styles and also giving others the opportunity for doing so.

17. Improvement Initiatives • Find colleagues you will be working with • Define a problem aligned to the Health and Wellbeing Strategy or your services business plan

18. Lucy and Ethel Wrap Chocolates

19. Redcar and Cleveland Public Health Team and Tees Valley Public Health Shared ServicesLeading Health and Wellbeing Programme