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

Boundaries create the freedom to innovate

Yin and Yang

Making change happen is difficult. But sometimes we make it harder than it needs to be. In complex organisations where services are interconnected and interdependent, one of the most helpful interventions we can make is to clearly define the parameters for change.

 Boundaries help people make sense of what aspect of their world is changing and what, for now, is staying the same. It's an element of the change process that tends to get cursory attention. My guess is that it gets caught up in the 'we don't want to be too prescriptive' box.

The result? We heighten the anxiety for those caught up in the change. 

A clearly bounded change initiative helps create the security for people to let go of personal concerns and put their energies into moving forward. Maslow's Hierarchy of needs has been an enduring guide for me in this respect. It's hard for people to rise to the challenge if they're experiencing crippling anxiety about what the change means for them.

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Context and service improvement: Why a systemic lens helps

Context and service improvement: Why a systemic lens helps

Most of what's written on the subject of service improvement tells us that what works in one setting is unlikely to work in another. At least not without some modification. Consideration of context is as important as programme design when facilitating change. 

Emotional intelligence enables the leader to humanise the connection between the goal for improvement and those implementing the changes. But sometimes the voice of the system can thwart even the most engaging of leaders. Ever experienced that? No matter what you do, the team just can't move forward?

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Getting people on board with change: Writing that connects

Getting people on board with change: Writing that connects
 Think of what you’ve had to read recently at work. What has created a sense of connection? What has left you cold? Connecting with people in the way we write is a leadership skill. Simple, direct, human language inspires trust and confidence in a way that the language of organisations rarely can. Engaging with staff in person at meetings and learning events is one thing. But how do you capture people’s attention if, for example, you’re leading large-scale change or quality improvement programmes where you also have to connect and engage through the written word? It’s an important question – but one that’s routinely overlooked. And the challenge grows when it comes to working with different cultures as in health and social care. Which words do you choose when people speak different professional languages? How do you find a tone of voice to inspire confidence and trust across multiple agencies? The...
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