Positive Change from Within Building better HR from the inside out www. hiddeninsights. co. uk
Collective nouns A murder of crows A charm of goldfinches A watch of nightingales A bevy of quail http: //www. britishbirdlovers. co. uk/articles/collective-nouns-for-birds www. hiddeninsights. co. uk
Two stories Please be aware of your reactions as you hear them Dianne Lambdin www. hiddeninsights. co. uk Liz Newman
o Lab at BE tening - venting – sharing magining - taking action www. hiddeninsights. co. uk Q: What was most useful? A: Getting to move something forward and be proactive withou the management hierarchy prov a problem.
Reactions? www. hiddeninsights. co. uk
What do we want to achieve? Use data to identify initial start points Check data, talk to people, collect stories How do they do it? Can others do it too? www. hiddeninsights. co. uk Find where there is energy to do something Is anyone succeeding already? Design ways to teach other Engage groups around the issue Define what success looks like for key stakeholders Check if it’s working
“Don’t decide about me, without me” “Data is my friend” Hidden Insights® key principles make the difference “The group is the guru” “Keep the faith and believe the best” www. hiddeninsights. co. uk “Ownership not buy-in” “Act our way into a new way of thinking” “There are solutions we can find today”
Delivers for the long term Changes behaviour Unlocks hidden insights – what is working now Builds and improves relationships; shared understanding of a problem www. hiddeninsights. co. uk
What? How? Why? www. hiddeninsights. co. uk
Finding more time for Hertfordshire Adult Care Services • Time savings between 1 and 2. 5 hours person per week in completing case records. • Referrals Management team save about 5 – 30 minutes for each equipment list. • Social workers save between 5% and 30% of a day in dealing with incoming phone calls • Increased flexibility enabling a higher level of referrals to be dealt with in spite of a flu epidemic amongst the teams. • Removed a step in the procedure for adaptations for Council tenants, cutting out the need for them to be put on one of three waiting lists www. hiddeninsights. co. uk
Hidden Insights v traditional change (self) transformation for leaders and professionals From To Expert Facilitator/Seeker Teacher Student Know the answers Ask the right questions Position of Power Stance of Humility Outside looking in Inside looking out “Plug & Play” Treasure Hunt www. hiddeninsights. co. uk
Sustainable culture change from the inside Agility, effectiveness responsiveness Capacity, capability, resilience Commitment, engagement, collaboration www. hiddeninsights. co. uk
Changing relationships in and with communities Trust Building confidence and skills together Working with and through networks and “unusual suspects” www. hiddeninsights. co. uk
Tools and techniques Network mapping Stakeholder analysis Group engagement Data collection and analysis Problem definition Planning and organising Skills Networking Presentations Facilitation Building rapport/empathy Language and influencing Deep listening/ understanding Collaboration and team-work Foundation phase learning www. hiddeninsights. co. uk
Delivers • “It helps people to decide for themselves to behave in the way that we as leaders would like them to…. ” – Graeme Gordon, Director of Strategy, Southwark Council • “As an experienced local government officer, I’ve seen Hidden Insights in action and it works” – Ian Lycett, Chief Executive, Gosport Borough Council www. hiddeninsights. co. uk
An integrated approach to: Service improvement and redesign Leadership development Talent development and management On the job learning and behaviour change Staff engagement through action Inter-agency co-operation www. hiddeninsights. co. uk
Hidden Insights and HR • How could you use Hidden Insights in a strategic way to do more with less? • How can this way of working help HR to prove its value to the organisation? www. hiddeninsights. co. uk
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