Systems Thinking
Programme
10 – 11 November 2016
Golden Jubilee Conference Hotel
Beardmore Street
Clydebank
Glasgow
G81 4SA
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Programme Manager:
Hazel Mackenzie 0788 400 5492
Admin support:
Jennifer Sheen 0131 656 3247
Programme coaches / facilitators:
Marilyn Aitkenhead
Robin Burgess
Lesley Gallagher
Malcolm Young
Speakers
Martin Fischer
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Cohort 11 Programme participants
NAME
Angus McKellar
BOARD
NHS Western Isles
TITLE
Medical Director
Boyd Peters
NHS Highland
Caroline McQuillian
NHS Grampian
General Practitioner and
Locality Clinical Lead
Deputy Nurse Director
Christine Hemming
NHS Grampian
Corinne Love
NHS Lothian
Dahrlene Tough
SAS
David Dodds
NHS Greater Glasgow and
Clyde
Elspeth Molony
NHS Health Scotland
Heather Cameron
NHS Greater
Clyde
Hugh Neill
NHS Ayrshire and Arran
Janice Alexander
NHS Lothian
Janie Thomson
NHS Lanarkshire
Karen Ozden
Divisional Clinical Director for
Women and Children
Clinical Lead Obstetrics
Glasgow
NHS Tayside
Kate Kenmure
NHS Shetland
Katie Morris
NHS Borders
Lindsay Bedford
NHS Tayside
Lynne Ayton
GJNH
Nicole Hamlet
NHS Dumfries Galloway
Paul Baughan
NHS Forth Valley
Rory Mackenzie
NHS Lanarkshire
Sarah Dickie
NHS Forth Valley
Seonaid Mccallum
NHS Fife
Sharon Pfleger
NHS Highland
Tom Power
NES
Head of Clinical Governance
and Patient Safety
Clinical Director
Gartnavel Hospital
and
Organisational Lead for
Communications
Engagement
Chief AHP Regional Services
Physiotherapy Pro. Lead
NHS GG &C
Consultant in Anaesthesia
and Intensive Care Medicine
General Manager Medicines
Services
Head of Physiotherapy
Services
& professional Lead
Director of Mental Health
Services Associate Nurse
Director
Child Health Manager and
Midwifery Lead
General Manager Planned
Care and Commissioning
Interim Director of Finance
Head of Operations Regional
& National Medicine
General Manager
GP Clinical Lead for Cancer
and Palliative Care
Chief of Medical Services
Consultant in Anaesthesia
Head of Nursing
Associate Medical Director
Fife Health and Social Care
Partnership
Consultant in Pharmaceutical
Public Health
Head of OD and Learning
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Martin Fischer
Martin is an associate of the Centre for Innovation in Health management and an
independent organisational/management development consultant. Current work
includes an exceptionally innovative quality programme across the city of Leeds and
working with volunteers and services (e.g. 60 General Practices nationally, A&E) to
catalyse co-evolution of service provision and usage. As well as development
programmes, he is woking with Paediatric services at Imperial, Maternity at GST and
elderly services (5 providers delivering an outcomes based service) in Croydon.
He worked for Sg2 – an American health intelligence organisation Before joining
Sg2, Martin spent 16 years at the Kings Fund. There he worked with health systems
around the world, though is experience is primarily the NHS. Working with all
elements of the NHS system, his particular expertise is leadership development (for
both clinicians and managers) and organisational development. His Executive
Leadership programs (including leading groups of CEOs to South Africa, India and
Vietnam) are designed around the premise that the most powerful change results
when leaders see the whole system differently. He has enormous expertise and
experience in developing senior leaders having designed and facilitated programmes
for around 100 NHS chief executives (including the Experienced CEO programme
for the Modernisation Agency/Institute) and hundreds of NHS directors. He has
worked with many organisations to develop strong leadership throughout the
organisation.
He speaks widely at conferences and publishes intermittently. He is co-author with
Becky Malby of Tools for Change: An invitation to dance, a handbook providing
background knowledge, tools and techniques for sustaining organisational change in
complex systems. He spent a year on secondment to the Performance and
Innovation unit in the Cabinet Office.
Outside the NHS, he has worked in a range of other contexts ranging from the
Probation Service to the Muslim Council of Britain. He has worked with the Boards of
Arts organisations (on governance and diversity) and for the World Bank in clarifying
their role in sub-Saharan Africa. He has significant experience of working with Local
Authorities (both officers and elected members). Common Purpose invited him to
design and facilitate their process to grow a civil society network. He enjoys bringing
multiple stakeholders together around complex issues and getting all the viewpoints
heard so they are enabled to work out what an effective intervention would be and
how to bring it about.
Martin grew up in South Africa and received his BSc in Mathematics and Economics
from the University of Manchester and his MSc in Economics for the London School
of Economics. He works with refugee organisations and the Muslim community in his
(less than copious) spare time.
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Thursday 10 November
Master class objectives
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Time to deepen participants' understanding of their own role/possibilities from a system's
perspective
Understand the fundamental concepts around organizing as a complex adaptive social
system (a theory of IT) and an associated theory of change
Play with the ideas and explore their possible application locally
Theory of networks and associated model of change
10.00:
Arrivals – Tea and Coffee
10.30:
'Systems Thinking' (Martin Fischer)
Introductions and overview of the day
Understanding context: Context is critical when intervening in complex
adaptive systems. Putting together your collective understanding of
your context and starting to think through its implications for your
leadership.
11.30:
Tea/Coffee
11.45:
Where to start
All systems work perfectly, but..... (or) all problems are previous
solutions
Finding the right issue to intervene on is non trivial. In this session you
will separate out the symptoms from the drivers.
There is nothing as practical as a good theory (Kurt Lewin)
Organisations exist to add value. For a certain class of issues,
organizing as a complex adaptive system is appropriate. Martin will
offer some of the ideas and theories that shape a complex adaptive
social systems approach.
13.15:
Lunch
14.15:
System ideas continued
(plus an associated approach to change).
Another way of adding value is to organise as a network. We will
surface what makes them work.
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Mobilising a system
In hierarchies, it is often appropriate to use your seniority to do ‘on
behalf of others’. In adaptive systems, the leader’s role is more often to
mobilise the system to do it for themselves. We will explore the
difference and practices that help animate systems. I will share two
‘case studies’ of work I have been involved in that approached
system’s change in very different ways.
16.00
Tea and Coffee Break
16.15:
Approaches to ‘partnership’
Martin will give an overview of the 4 quadrant model (reference The
Landscapes Framework)
Group work
On the system leader role in a partnership you are currently involved
in.
17.15:
Reflections and Close (15 mins)
18:30
Pre dinner drinks in bar
19:00
Dinner
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Friday 11 November
09.00
Plenary
10.00 – 16.30
Action learning sets
Tea and Coffee available
12.30 – 13.00
Buffet lunch available in the restaurant
15.00
Tea / coffee available
16.30
Close
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