WEF IBC Measuring Stakeholder Capitalism Report 2020. Fostering collective responses to complex issues. Six tips on co-design. Dr Lynne Maher is the Innovation and Improvement Clinical Director at Ko Awatea.
Don't Use the Word "Co-Design" Unless Your Process is Entirely True to its Principles Co-design is much in vogue as a concept. This word is used much too freely to describe processes which are not genuine co-design. Co-design must involve culturally grounded participatory practices, and so often they do not. Misuse of the term co-design often occurs when project teams involve people by capturing their experience but fail to involve them in developing and testing improvement ideas, right to the conclusion of the process. There is significant risk if co-design is done poorly. True co-design involves partnership through every stage of the design process — identifying a challenge, engaging people, capturing experiences, understanding experiences, planning improvements and measuring the impact of changes. Only all of this can produce a process, service or information that works for everyone. You can find six tips on co-design (particularly relating to the health sector) in this document. This represents a very first step for your thinking. – barbaragrieve
She is a recognised international leader in healthcare improvement and innovation, with an extensive career ranging from critical care nursing to operational and board posts at local and national level.
Dr Maher has published guidance on innovation, co-design, culture change and sustainability of improvement, and has worked with a wide range of healthcare organisations and charities to provide advice in these fields. Co-design is a process that enables those who deliver services and those who receive services to create improvements together. Each person or group is considered to have equally important views. For example, in healthcare staff have extensive knowledge to offer on the clinical or technical aspects of care and consumers have extensive knowledge about how it feels to experience the process as it is delivered to them. See co-design as part of a wider process.
Dr Lynne Maher. A Leader’s Framework for Decision Making. Executive Summary Reprint: R0711C Many executives are surprised when previously successful leadership approaches fail in new situations, but different contexts call for different kinds of responses.
Before addressing a situation, leaders need to recognize which context governs it—and tailor their actions accordingly. Snowden and Boone have formed a new perspective on leadership and decision making that’s based on complexity science. The result is the Cynefin framework, which helps executives sort issues into five contexts: Simple contexts are characterized by stability and cause-and-effect relationships that are clear to everyone. Complicated contexts may contain multiple right answers, and though there is a clear relationship between cause and effect, not everyone can see it. In a complex context, right answers can’t be ferreted out at all; rather, instructive patterns emerge if the leader conducts experiments that can safely fail. The U.S. Simple Contexts: The Domain of Best Practice. Are You Leading Through the Crisis … or Managing the Response? The coronavirus crisis, like every crisis, is unfolding over an arc of time with a beginning, middle, and end.
It is useful to think what distinguishes what was, is, and will be. There was a past of relative stability and predictability. There now is chaos and disruption. There will be … a different state. As this future unfolds, some organizations will be resilient. Crises, replete with both complexity and change, require executives to both lead and manage effectively. Department of Treasury and Finance Victoria. This section provides information to assist people aspiring to become accredited facilitators and to help those who are accredited to keep abreast of current best practices.
DTF strongly advises Victorian Government agencies to use accredited facilitators to conduct IMS workshops. How to become an accredited facilitator The process of becoming an accredited facilitator aims to test a person's understanding of the theory behind the standard and the way they apply it as a facilitator. Further information on the IMS facilitator training and accreditation process can be found on the Investment management facilitator training and accreditation page. Facilitator reference guides This series of facilitator reference guides provide practical tips and guidance to successfully facilitate workshops and prepare the relevant materials consistent with the Investment Management Standard 2017.
Templates The Investment Logic Map – Initiative is for single investments Benefit Management Plan. McKinsey The five trademarks of agile organizations. McKinsey Untangling your organizations decision making. Innovation methods. Applying Rigour to Portfolio Definition in MoP v1 0. 2018 06 DirectorsBrief Whistleblowing Speak Up culture. IOD 013 Reporting cybersecurity to boards. CommonsensePrinciples2.0. Commonsense Corporate Governance Principles. Complicating the Narratives – The Whole Story. Effective Boards: Issues, Roles and Factors Affecting Board Performance. 2018 06 Whistleblowing Speak Up culture. Conflicts of Interest Practice Guide. Board Meeting Practice Guide. Cyber Risk Practice Guide. Enhancing Org Perf A toolbox for self assessment. IFG Evidence Transparency framework. IFG Evidence Transparency framework. Good Govce Guide delegations of authority.
IBM Programme governance. Guide to Prioritization Techniques. A Short Guide to Regulation UK National Audit Office. OAG reflections governance. BAIN BRIEF Winning operating models. Project Mgt Minimalist Quick Start Guide.