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ORS Presentation - February 21 st 2012

Thinking Differently in Improvement Projects. ORS Presentation - February 21 st 2012. Judith Sawbridge Knowledge Manager Tony Osborne OD Manager SWM Probation Trust. Business Processes. PEOPLE. PROCESSES. RESULTS. The excellence of results achieved by an organisation

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ORS Presentation - February 21 st 2012

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  1. Thinking Differently in Improvement Projects ORS Presentation - February 21st 2012 Judith Sawbridge Knowledge ManagerTony Osborne OD Manager SWM Probation Trust

  2. Business Processes PEOPLE PROCESSES RESULTS The excellence of results achieved by an organisation is determined by how well the people design, operate and continuously improve the processes The EFQM Excellence Model – Extract from ‘The SWM Way’ SWM Probation Trust and Tqmi 2009

  3. Thinking Differently TRANSFORMATIONAL RADICAL INCREMENTAL

  4. Thinking Differently “ Problems cannot be solved by the same level of thinking that created them…” Albert Einstein

  5. Brainstorming Free Association Fluency Awareness Originality Drive Alex Osborne 1940 + J.P Guildford 1950

  6. Divergent Thinking Convergent Thinking Thinking DifferentlyDivergent & Convergent Thinking

  7. Thinking Differently 1) Step Back Language shapes our thinking change the language / perspective first… 2) Generate ideas Idea generation tools go for the maximum number 3) Selecting and Testing Selection tools and methods / checklists 4) Piloting and Evaluating Action planning, follow through, PDSA NHS Institute for Innovation and Improvement: Thinking Differently 2009 Maher, Plsek, Garrett and Bevan

  8. Business Processes PEOPLE PROCESSES RESULTS The excellence of results achieved by an organisation is determined by how well the people design, operate and continuously improve the processes EFQM Excellence Model: TQMI and SWM Probation Trust 2009

  9. Experience Based Design * Customer Journeys * Journals * Photographs * Stories Good ! Stop Idea Experience Based Design NHS Institute for Innovation and Improvement 2009

  10. Systematic Inventive Thinking • Can we be ‘systematic’ about a ‘creative’ process? Subtraction Multiplication Modification Segmentation Consolidation Experimentation Directionality Allschuller Systematic Inventive Thinking 1940

  11. BTU Role How do we help people to prepare for innovation CP Bid New pilot for court to order reducing delay from 21 days to 2 days Impact • Ops and Perf. • 3 difficult issues • Reducing reoffending • Reducing budgets • National Standards • Influences • Staff consultations • Wider Problem Solving • Improvement work generally BTU Team Four specific ideas to take forward: e.g. mobile offices Impact

  12. Next Steps… Education Environment Courage

  13. Thinking Differently in Improvement Projects ? Thank You Judith Sawbridge Knowledge Manager & Tony Osborne OD Manager SWM Probation Trust

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