{"id":4629,"date":"2016-04-02T14:43:38","date_gmt":"2016-04-02T13:43:38","guid":{"rendered":"http:\/\/www.saasoft.com\/blog\/?p=4629"},"modified":"2016-04-02T14:43:38","modified_gmt":"2016-04-02T13:43:38","slug":"culture-cause-or-effect","status":"publish","type":"post","link":"https:\/\/hcse.blog\/?p=4629","title":{"rendered":"Culture – cause or effect?"},"content":{"rendered":"

The Harvard Business Review<\/em> is worth reading because many of its articles challenge deeply held assumptions, and then back up the challenge with the\u00a0pragmatic experience of those who have succeeded to overcome the limiting beliefs.<\/p>\n

So the heading on the April 2016 copy that awaited me on my return from an Easter\u00a0break caught my eye: YOU CAN’T FIX CULTURE<\/em>.<\/p>\n

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 <\/p>\n

\"HBR_April_2016\"<\/a><\/p>\n

The successful leaders of major corporate transformations are agreed … the cultural change follows<\/strong> the technical change … and then the emergent culture sustains the improvement.<\/p>\n

The examples\u00a0presented include the Ford Motor Company, Delta Airlines, Novartis –\u00a0so these are not\u00a0corporate small fry!<\/p>\n

The evidence suggests that the\u00a0belief of\u00a0“we cannot improve until the culture changes<\/em>” is the mantra of failure of both leadership and management.<\/p>\n

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A\u00a0health care system is characterised by a culture of risk avoidance. And for good reason. It is all too\u00a0easy to\u00a0harm while trying to heal!\u00a0 Primum non nocere<\/em> is\u00a0a core tenet – first do no harm.<\/p>\n

But, change and improvement implies taking risks\u00a0– and those leaders of successful transformation know that the bigger risk by far is to become paralysed by fear and to do nothing.\u00a0 Continual learning from many small successes and many small failures is preferable to crisis learning after a catastrophic\u00a0failure!<\/p>\n

The UK healthcare system is\u00a0in a state of chronic chaos.\u00a0 The evidence is there for anyone willing to look.\u00a0\u00a0And waiting for the NHS culture to change, or pushing for culture change first\u00a0appears to be\u00a0a guaranteed recipe for further failure.<\/p>\n

The HBR article suggests that it is better to stay\u00a0focussed;\u00a0to work within our circles of control and influence; to learn from others where knowledge is known, and where it is not\u00a0– to use small, controlled experiments to explore new ground.<\/p>\n

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And I know this works because I have done it and I have seen it work.\u00a0 Just by focussing on what is important to every member on the team; focussing on fixing what we could fix; not expecting\u00a0or waiting for outside help; gathering and sharing the feedback from patients on a continuous basis; and\u00a0maintaining patient and\u00a0team safety while learning and experimenting … we have created a micro-culture\u00a0of high safety, high efficiency, high trust and high productivity.\u00a0 And we have shared the evidence\u00a0via JOIS<\/a>.<\/p>\n

The micro-culture required to maintain the safety, flow, quality and productivity improvements emerged and evolved along with the improvements.<\/p>\n

It was part of the effect, not the cause.<\/p>\n

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So the concept of\u00a0‘fix the system design flaws\u00a0and the continual improvement culture\u00a0will emerge’\u00a0<\/em>seems to work at\u00a0macro-system and at micro-system\u00a0levels.<\/p>\n

We just need to learn how to diagnose and treat healthcare system design flaws. And that is known knowledge.<\/p>\n

So what is the next excuse?\u00a0 Too busy?<\/p>\n","protected":false},"excerpt":{"rendered":"

The Harvard Business Review is worth reading because many of its articles challenge deeply held assumptions, and then back up the challenge with the\u00a0pragmatic experience of those who have succeeded to overcome the limiting beliefs. So the heading on the April 2016 copy that awaited me on my return from an Easter\u00a0break caught my eye: … <\/p>\n

Continue reading “Culture – cause or effect?”<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[17,20,22,24,32,35,38,41,42,43,46,48],"tags":[],"class_list":["post-4629","post","type-post","status-publish","format-standard","hentry","category-examples","category-flow","category-healthcare","category-improvementology","category-productivity","category-reflections","category-safety","category-stories","category-how","category-why","category-teach","category-trust"],"_links":{"self":[{"href":"https:\/\/hcse.blog\/index.php?rest_route=\/wp\/v2\/posts\/4629","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/hcse.blog\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/hcse.blog\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/hcse.blog\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/hcse.blog\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=4629"}],"version-history":[{"count":0,"href":"https:\/\/hcse.blog\/index.php?rest_route=\/wp\/v2\/posts\/4629\/revisions"}],"wp:attachment":[{"href":"https:\/\/hcse.blog\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=4629"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/hcse.blog\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=4629"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/hcse.blog\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=4629"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}