Putting Inspiration into Practice

1. Putting Inspiration into Practice Mary Morrissey Change Management Team Interim Health Services Executive, Ireland E.C.L.O Dublin 24th-25th May 2004

2. Bringing your�self� to the process Range of interventions, techniques and systems available Are they sufficient alone to deliver good healthcare or business� They can be�YET inspiration and energy can be enhanced by using the �self� Two approaches � 1. Visualisation 2. Process Analysis

3. 1.VisualisationLeadership is less about protocals and more about accessing the mind. Requirement for clarity of purpose Creating the environment for inspiration Leaders imagination,which leads to vision, originates in the mind of the leader Organisations recognise this as talent Importance of thinking space Sometimes in daily life these opportunities are challenging to find Q � how to create the required space

4. Visualisation Visualisation is a guiding intervention, another way to access the creative solutions that are within each individual in the workforce. Keeping leaders who are knowledgeable, fresh in ideas is key. A vision is something no one else can see. The vision can be dramatic extreme and apparently unattainable in the now. Visualisation combines imagination with experienced knowledge to produce breakthrough change.

6. Impact of Visualisation It can leave the person with a sense confidence in his/her ability to meet the challenge. A calmness and freedom from fear has also been described. Having seen the outcome one can feel happier about facing the challenge. The unconscious can�t tolerate disorder and brings everything to order (Gestalt) Taps into the person�s spirit and passion

7. 2. Process Analysis in Inspiration Think about something in the last week within your work about which you had a strong reaction How did this effect you? What is the key message/theme ? What impact or meaning could it have for the wider team with whom you work? Is there a message for the wider organisation that needs to be addressed? What meaning could it have?

8. Key Learnings from Analysis Creates opportuntiy for alignment with �self � i.e. acknowledging the truth of the situation e.g, i) would like feel more included or ii)feeling of sadness. What is an issue for a particular individual at this time in this team, can provide an opportunity for learning and alignment for the whole team e.g. i)would like to feel more recognised and involved ii)carrying sense of loss re; change process for the whole organisation.

9. Learnings continued�.. Development of recommendations relevent to wider organisation e.g.i) create more consultationwith staff ii)Address issues relating to the bereavement and sense of loss staff are likely to experience as a result of the change process. Encourages creation of alignment of �self�, relates to the relevant meaning within group or team and symbolically then what meaning the issue has for the wider organisation�..leading to �..alignment of self, team and organisation.

10. Challenge of Process Analysis Requires those involved to observe what is happening as a metaphor rather than taking the issue personnally i.e. ask what could this mean for the wider organisation. Remembering that this relates mainly to strong, often out of character reactions by the individual.

11. Leaders of Inspiration �.. �Imagination is more important than knowledge. While knowledge defines all we currenlty know and understand the imagination points to all we might discover and create� Albert Einstein �Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure� Nelson Mandela

12. References Driving the Change (2002) Brochure of output from Change Leaders . European Organisation for Quality (EOQ). Goffee R and Jones G (2003)�Why should anyone be led by you� in Leadership Insights. Harvard Business Review. Morrissey and Jackman (in press)�European Leadership: Use of visualisation� in A Journey of Exploration: Composing Europe, essays on European Identity, book to be sent to EU Commissioners. Morrissey, M and C. Jackman (1998) �Psychotherapy and Therapeutic Environment: Inside-Out Outside �In� Irish Journal for Child and Adolescent Psychotherapy. Vol 1 no. 3�. O�Keeffe (1999) �Business Beyond the Box�. Nicholas Brealey Publishing London. Richards, J and M. Morrissey (1999) �Freeing the Spirit; A Framework for Individual, Professional and Team Skills Development.� Resource Manual for the Department of Child Protection, Brasov, Romania. Tromenaars F. (2003) Did the Pedestrian Die? Ed Capstone Publishing5.