The final ten design rules are as follows:

1. Boundaries
   • Agree the explicit objectives within the context of your change.
   • Communicate
   • Require compliance
   • Measure and publish progress
2. People
   • Understand all your audiences
   • Communicate your vision and objectives accordingly Read the rest of this entry »
     

Group 1

1. Have a positive bias
2. Know your enablers - use current enablers and find new ones
3. Make the change aligned and coherent
4. Know the boundaries
5. Make the change irreversible Read the rest of this entry »
   

What fun and what creativity!  Lots of fantastic insights and exciting thoughts for making a real difference.

This quote comes from David Whyte who is a corporate poet. Today is really making me reflect on it

“Work paradoxically does not ask enough of us yet exhausts the narrow part of us that we bring to the door”
Whyte, David, (1996) The heart aroused; poetry and the preservation of the soul in corporate America

There is a danger that if we use conventional “top down” change management thinking to plan Darzi implementation, we will undertake more activity yet fail to tap into energy and ultimately fail to achieve our goals. Across the NHS, we need to find ways to unleash the huge pool of latent individual and organisational energy for change. Our large scale change methods must seek to do that

Helen

I found the conversation about the nature of large scale change very helpful. Much of what we have reflected on so far at regional and national level is about “how to do good change”. What we are talking about here is “how to do good large scale change”. They are different things, with different perspectives requiring different skills.