The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic - Peter Drucker

The TurningTides Blog

Ideas and inspiration from Turning Tides

Eileen Moir is the founder of TurningTides and has a wealth of experience leading change and improvement in complex public sector services. Her career includes eleven years as an Executive Director within the NHS, encompassing five years as Director of Implementation and Improvement in Scotland’s quality improvement body. 

Co-production: Does Power Get in the Way?

Power issues are at the heart of many of the challenges leaders face. Grappling with relational power dynamics is particularly tricky as organisations and teams integrate to 'co-produce' services in pursuit of better quality and efficiency. I notice this as I work with leaders who are working across public, private and voluntary sector organisations where there are obvious power differentials.

Some leaders fear a loss of positional power that organisational change can bring, while others worry about their omnipotence in the face of decisions that affect livelihoods. When leaders get bogged down in inter-organisational power issues it is often because they (sometimes misguidedly) are trying to protect the interests of their organisations.

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The Berwick Report: Subtle, Eloquent and Powerful

The Berwick Report was published this week. It distils the lessons learned and specifies the changes needed in the wake of the Frances Inquiry into the Mid Staffordshire tragedy. 

I'm familiar with Don Berwick's writing and I've heard him speak. A giant in the world of healthcare quality improvement, he has inspired me to see the world differently. I hoped that his voice would not have lost any of its impact and I was not disappointed. The Frances report was a landmark publication for NHS England with implications for the rest of the UK but the Berwick Report is one for the NHS of Great Britain. It has important messages for all.

Reading the social media sites, it's apparent that the Berwick Report has had a mixed reception with various groups feeling that the recommendations just don't go far enough. Everyone has a perspective borne of their experience and I respect their view.  However, I urge the critics to look deeper. 

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Building Unity on Difference

Building Unity on Difference  

From my consulting and coaching conversations it's apparent that cross sector collaboration is one of the most personally demanding leadership challenges of all. The integration of health and social care is one such example.

Scottish Government's recent paper "All Hands on Deck" gives some direction to integration. It's more reflective than you might expect from a Scottish Government paper but this is a refreshing departure.  The narrative is imbued with wisdom gathered from previous structural attempts to deliver the erstwhile elusive goal of seamless services. The complexity of the task ahead is well articulated and, as the title suggests, success will rest on everyone getting on board.

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