Cassie Robinson The Point People @CassieRobinson www.thepointpeople.com
Some of our Systems Change work: www.systemchangers.com https://issuu.com/thepointpeople/docs/finalkeywords
SESSION | WELCOME RESIDENTIAL “Can, and how can the insights of frontline workers influence systems change?”
SESSION | MEET THE SYSTEMS CHANGERS
SESSION | DESIGNING THE PROGRAMME DESIGN PRINCIPLES How we thought about designing the programme.
SESSION | WELCOME RESIDENTIAL Insights not solutions ● Discovery & questions, not answers ● Holding multiple perspectives ● Prototyping to radiate a system ● Separating people and the change ● Collective intelligence, not just individual insights ● Avoiding expected framing ● Making change visible ● Generative and dynamic ● Archeology and architecture ● Time and space ● The right tone to be heard ●
SESSION | INSIGHTS FROM THE PROGRAMME
SESSION | RESIDENTIAL THE RESIDENTIAL Content design
SESSION | RESIDENTIAL People and Place; Building Community & Trust ● What it means to be a Systems Changer and reflexive practice ● Giving them a set of metaphors to work with and to understand how we have imagined their role. ● Ways of thinking about journeys and finding some common language. Expressing systems and using nature based metaphors ● Develop some rituals for different times in day/programme that we all commit to using
SESSION | RESIDENTIAL Thinking About & Seeing Systems ● Introduction to systems thinking ● Seeing one another's systems ● Building empathy between them ● Identifying where there is overlap in their systems ● Seeing how they understand their system and developing their perspectives on that ● Mapping of all the elements that are hidden..the culture, the relationships, the tacit knowledge
SESSION | RESIDENTIAL Theories of Change ● Unpicking their beliefs about how change happens ● Looking at theories of change at an individual, organisation and systems level ● Identifying other factors that influence change and how to design them into levers of change ● Mapping out their skills for change
SESSION | RESIDENTIAL Peer coaching and wider relationships ● Deepening their relationships and setting up structures for support within the cohort ● To consider skill-set of coaching ● To hone skill of listening ● To explore resonance/dissonance in coaching relationships ● To practise skill of designing an alliance ● Working with their peer coaches to identify the wider networks of support in their organisation and beyond
SESSION | WELCOME Tech Audit ● Identifying ways that they can use technology within their learning and reflection and getting them set up on it. ● Introduction to different digital technology to be used throughout the programme Tactics & Toolkit ● Developing tactics and confidence to get others on board in their organisation ● Tools and methods for engagement
SESSION | RESIDENTIAL TOOLS
SESSION | LEARNING LAB DESIGNING THEIR SPACE Tools to take back into their organisation.
SESSION | WELCOME RESIDENTIAL
SESSION | WELCOME RESIDENTIAL
SESSION | WELCOME RESIDENTIAL
SESSION | WELCOME RESIDENTIAL
SESSION | WELCOME RESIDENTIAL
SESSION | WELCOME RESIDENTIAL
SESSION | MEET THE SYSTEMS CHANGERS
SESSION | MEET THE SYSTEMS CHANGERS
SESSION | LEARNING LAB SYSTEMS PROTOTYPING Some of the tools we used
SESSION | WELCOME RESIDENTIAL
SESSION | WELCOME RESIDENTIAL
SESSION | WELCOME RESIDENTIAL
SESSION | MEET THE SYSTEMS CHANGERS
SESSION | LEARNING LAB LEARNING LAB What happened inside the Lab?
SESSION | LEARNING LAB
SESSION | WELCOME RESIDENTIAL
SESSION | WELCOME RESIDENTIAL
SESSION | LEARNING Typeform survey weekly ● Learning calls for generating insights, fortnightly ● Character tool ● Call between Jennie & learning partners ● Call as a whole team ● Blogs/diary ● Manchester space ●
SESSION | WELCOME RESIDENTIAL “What does the crowd know that the individual doesn’t?”
SESSION | LEARNING LAB FIELD TRIPS Offering other perspectives in practice.
SESSION | WELCOME RESIDENTIAL Manchester City Council Innovation Lab ● Trafford Housing Trust ● Policy Lab ● Citizens Advice ● Forum For The Future ● FutureGov ● Government Digital Service ● People’s History Museum ●
SESSION | VISITS
SESSION | VISITS
SESSION | VISITS
SESSION | INSIGHTS FROM THE PROGRAMME KEY INSIGHTS Insights from the Systems Changers and the programme.
Individual
SESSION | INSIGHTS The need for building legitimacy ● Building capacity - the skills that frontline workers need ● This is an emergent way of working that has no shared ● language, metaphors or concepts
SESSION | INSIGHTS The need for building legitimacy Frontline Workers (“FWs”) need to establish their legitimacy as valid agents of system change and for others to value this. This requires them to develop their identity and to build trust with their colleagues. It also requires them to be confident in their own ability to develop an evolving identity within the system: “It’s about changing roles not leaving the system” and “can you be a Systems Changer from inside the system?” However, language and labels in the system can make FWs feel excluded from power. They often bring to their role a fixed set of beliefs about who they are and what they are capable of. Examples include: “I left school at 16…” and thinking of everyone else around them as “the experts….”. The Systems Changers looked for ways to gain validity and to build trust through things like attending other people’s meetings and seeking to understand commissioners.In doing so, they encountered some obstacles, including a fear of loss of control from middle and senior line managers and confusion about how a Systems Changer’s role intersects with that of a line manager. A further challenge is the need to work with middle managers at the same time to create the permission and space to operate.
SESSION | INSIGHTS Building capacity - the skills that frontline workers need (and others working in the system) FWs are skilled at listening, advocacy, problem solving, and making things work. But changing the system requires more than those skills alone. It also needs: networking with powerful people and knowing how to influence them (being politically savvy); analysis (and knowing what to do with it); the capacity and knowledge to implement large-scale change effectively; leadership skills, especially for complex teams; empathy and insight, including about those people who resist change; knowing how to challenge effectively; judgement, and the confidence to use it; continuous learning and reflection and the humility to apply it; knowing how to building a compelling vision - and how to sell it; and mapping impact (or being honest about the lack of it). There is also an opportunity to skill up FWs in understanding technology and data which would enable them to build system capacity for the future and have a more open access route to questioning existing paradigms. It would also help to overcome the traditional literacy divide and shift power down and across the system. Lastly, Myron Rogers, the Systems Thinker who has been engaged in the leadership, design and delivery of large-scale strategic change efforts in the private and public sectors throughout the world, talks about “keep connecting the system to more of itself” and technology offers tools to be able to do this more frequently, more efficiently and more democratically.
SESSION | INSIGHTS This is an emergent way of working that has, as yet, no shared language, metaphors or concepts The Systems Changers talked in similar ways about the service delivery models that they want to move towards but they currently lack any shared metaphors for describing how these new models will look and feel. For example, one metaphor used for a specialist/acute/emergency model was “We need a High Octane team...”; but the System Changers need to have the time and space to work differently with people and actually work out what this type of team might do and how it might do it in practice. They felt that staying in the experimental prototyping mindset is hard: - it’s easy to slip back into “delivery- mode”and let their own biases and preferences take charge. Overall, the need is for a reflective, generative space in which difficult questions can be explored and helpful answers might emerge.
Organisation
SESSION | INSIGHTS The system can benefit from using the frontline workers’ ● knowledge and experience of how to manage risk Establishing clear roles (and role models) for frontline ● workers as agents of change The space to act on systems change is inherently ● constrained
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