Cross Sector Leadership Exchange Leading into the Future ~ Collaborating through Complexity

1. Cross Sector Leadership Exchange Leading into the Future ~ Collaborating through Complexity Public Safety 21st– 23rd November 2017 Basildon and Thurrock University Hospital

2. Programme Director – Des Prichard Professor Keith Grint Wicked Problems and Leadership Solutions • Housekeeping: • Breaks • Facilities & Evacuation • Phones • Syndicate directors • Twitter feed @CSLeadership_Ex • #CSLE2017 • Programme • Accommodation and Networking Event

3. Programme Aims • Examine the pressures and priorities of service delivery in relation to health inequalities, poverty and crime • Reflect how particular sector challenges equally affect other sectors and how joint solutions can be formed, identifying common ground • Explore and learn with other leaders the complex and wicked problems facing public services • Expand political skills to help build alliances to achieve cross sector objectives, rather than ones dominated by self-interest • Develop enhanced networking skills in order to foster cross sector collaboration

4. Introductions & Contract • Your main leadership challenge • Your ‘contract’ rule(s)

5. Making Collaboration work – lessons for policy and practice

6. Making Collaboration Work: Some Lessons from Policy and Practice Adapted from Collaboration in Public Policy and Practice; Perspectives on boundary spanners, 2012. Author: Dr Paul Williams, Reader in Public Management and Collaboration at the School Of Management, Cardiff Metropolitan University

7. Introduction and Context • Forms of collaborative working have a long and convoluted history in the UK; manifested in a diverse mosaic of arrangements across most policy areas; involving different sectors – public, private, 3rd sector; occurring across different levels of governance; and referred to by a variety of terms • There are no universal understandings of ‘partnership’, ‘collaboration’, ‘co-operative working’, ‘co-ordination’, ‘consortium’, ‘integration’

8. There are compelling reasons to support the drive for collaboration and these are underpinned by 3 major discourses: • Efficiency • Effectiveness • Responsiveness • It is not a panacea - there are both costs and benefits to working in collaboration • Has been described as: “the indefinable in pursuit of the unachievable” or “ its like cottage cheese, it occasionally smells bad and separates easily”. • Evidence about the impact and outcomes of collaborative working is limited, often unconvincing, but above all highly complex and problematic

9. Collaborative Exercise • What do you see when collaborations/partnerships/consortia work, in relation to: • the context • governance • and the individual

11. Key Factors in Effective Collaboration • Leadership for Collaboration: collaborative, shared and dispersed • Special Agents: the Boundary Spanners • Learning and Knowledge Management

12. Traditional Forms of Leadership: Hierarchical, directive, autocratic, heroic, top down, sovereign

13. Leadership for Collaboration: Collaborative, shared and dispersed

14. Characteristics of Collaborative Leaders? • Think of an effective collaborative leader (boundary spanner) you are familiar with and identify the main characteristics that you consider make him/her effective in that role

15. Characteristics of Collaborative Leaders • Having inter-personal skills to build and sustain relationships between diverse stakeholders, and to promote inclusive processes particularly in groups and networks • Appreciating complexity and connectivity between interdependent policy systems and environments over time, space and function - a job for ‘clever people’ and ‘deep thinkers’. • Performing as translators by understanding the diverse meanings and aspirations of disparate constituencies – the agencies, professions, cultures and sectors involved in integrated health and social care.

16. Characteristics of Collaborative Leaders: • Being creative with the ability to promote innovation, experimentation and cross fertilisation of ideas and practices. • Promoting a learning environment to reflect the emergent and complex nature of the prevailing environment, and to promote reflection, conceptualisation and thinking amongst the participants. • Committed to dispersed, shared and distributed forms of leadership through empowerment strategies and decision making processes that encourage accountability and responsibility within collaborative settings.

17. “An inauthentic collaborative leader, like an unloving lover, may be able to put on a convincing performance for a brief time, but will ultimately be brought down by the truth”

18. Special Agents: Boundary spanners and Boundary spanning

19. Boundary Spanner: Role as Reticulist • focuses on the management of relationships and interdependencies • highlights the skills of: • diplomacy • negotiation • network management • Influencing, often without formal power • ‘informational intermediaries’; ‘gatekeepers’; ‘the Piccadilly Circus of the underground system’

20. Role as Interpreter/communicator • centres on an appreciation of the diversity of actors and their backgrounds • an ability to liaise and connect with different and changing interests. • At the heart of this role is the ability to build and sustain effective interpersonal relationships using the skills of: • communication • listening • empathy • conflict management • consensus seeking • Cultivating trusting behaviours is paramount in these processes.

21. Role as Co-ordinator • Planning • Servicing • Co-ordination of the processes of collaboration

22. Role as Entrepreneur • focuses on the importance of developing new solutions to complex problems evidencing: • creativity • opportunism • innovation • this role is not just a technical one relating to ideas and resources, but also a personal and political one involving building coalitions and brokering deals amongst disparate interests.

23. The roles of boundary spanners in practice: • Think of examples where you, or a boundary spanner, combine the individual role elements to tackle a particular challenge: • Reticulist • Interpreter/Communicator • Co-Ordinator • Entrepreneur • Discuss with your group: • Is any boundary spanning role more important than others? • Do you/boundary spanners undertake a role not considered here?

24. What is Power?

25. WE CANNOT ESCAPE POWER BECAUSE… We spend at least a third of our adult lives working in organisations. Another third disappears in sleep and replenishment, and a further third in things we choose to do. Therefore, for one third of our lives, we cede control to others and enter into complex relationships of power that range from others getting us to do things we would not otherwise do, to us doing the same to others.

26. Faces of Power RESOURCES PROCESSES MEANING SYSTEM

27. power is embedded in the system – in the unconscious acceptance of values, traditions and structures of a given institution or society Power is embodied in a network of relationships, which captures everyone in its web, both those advantaged and disadvantaged by it. Where there is power there is resistance Strategies of resistance: distance and persistence Knowledge can never escape from the effects of power – ways of seeing are embedded in social practices which reproduce that way of seeing as the truth e.g. professionals Power of the System

28. Sources of power in the system? • What sources of power do boundary spanners draw on, and how do they use them during the course of collaborative working?

29. CHARISMA: perception by others of being a leader whom they are willing to follow unquestioningly CREDIBILITY: being perceived as someone with valued characteristics and/or track record of achievements EXPERTISE: based on the possession of a valued skill or ability to do something that others cannot GROUP SUPPORT: having the support of many people INFORMATION: access to and control over the dissemination of information that others do not possess POLITICAL ACCESS: connections to powerful people POSITION, AUTHORITY: perceived right to control others by virtue of a formal position in the hierarchy Sources of Power

30. PROCESSES: ability to control agendas, decision making participants and decision criteria REFERENT POWER: ability to establish personal rapport with others RESOURCES: ability to control and dispense critical scarce resources REWARDS: ability to control and dispense valued rewards SANCTIONS: coercive power based on control of various punishments STRATEGIC CONTINGENCIES : ability to control uncertainty SYMBOLS: access to symbols that confer particular meanings on particular actions and decisions Sources of Power

31. What is Trust?

32. Trust is to central to effective integrated working – it is the glue that holds people and organizations together, or the medium through which exchange relationships are negotiated What is trust? Way of coping with risk or uncertainly in exchange relationships Belief that the vulnerability resulting from the acceptance of risk will not be taken advantage of Faith Has a dynamic and can be cyclical: upward and downward spirals Reduces transaction costs of other forms of relationship Can you have trust between agencies as well as individuals? Can you trust trust? Building and Sustaining Trusting Relationships

33. Rational approach; a kind of cost-benefit analysis e.g. Boon’s model of trust in romantic relationships Romantic love – profusion of positive feelings Evaluative – which is based on certain criteria: dependability/ responsiveness (being self-sacrificing) capacity to resolve conflict faith Accommodation – where partners must seek mutually acceptable solutions to areas of incompatibility Trust as a Calculation

34. CAN YOU TRUST TRUST? • Trust and power can be • confused. • Power can be hidden • behind a façade of trust • or ‘simulated trust’. • Trust can be used by • vested interests to • manipulate weaker • parties. • Can you work with • people that you don’t • trust?

35. Reflections • The history of collaborative working is complex, problematical and volatile • Effective collaboration requires collective and concerted effort by diverse actors over a prolonged period of time • It requires stability – time for incremental/whole-system changes to be embedded; coherent resource and performance management regimes; clear accountability structures • It requires effective leadership and committed inter-professional working, capabilities and capacities • Above all, a visible and ‘evidence based’ demonstration that it makes a material improvement to the quality of lives of customers, clients, patients, citizens and communities

36. Thank You

37. Syndicates Reflections – The ‘so what’Link to qualities & behaviours

38. Networking

39. ‘Cross Sector Leadership Exchange Leading into the Future ~ Collaborating through Complexity Day 2

40. Political Acuity Charlie Phelps

41. Political Acuity Questionnaire Can be 360 Honest reflection

42. Political Awareness (Hartley J) • Personal skills - particularly the ability to understand the motives, interests and influence of others; • Interpersonal skills - including the ability to influence others, to make people feel valued, and to handle conflict;

43. Political Awareness (cont) • Reading people and situations - the ability to recognise both overt and underlying agendas is at the heart of political awareness • Building alignments and alliances - requiring managers to recognise differences, but to forge them into collaborative actions

44. Political Awareness (cont) • Strategic scanning - the ability to undertake long-term planning and think about longer-term issues that may affect an organisation

45. Developing political awareness • Development of political skills has been highly dependent on learning by experience. 88 per cent report that learning from mistakes has been veryor extremely valuable in developing their political skills; 86 per cent highlight experience gained in the job; and 85 per cent highlight lessons learned from handling crises.

46. Developing political awareness • Informal observation of senior managers – whether offering good or bad examples of the use of political skills – is viewed as a common development route. • Exposure to alternative organisational and societal cultures appears to be beneficial for the development of political awareness skills.

47. Developing political awareness • Observation, reflection and questioning enquiry of one’s own behaviour (and the behaviour of others) when dealing with politically sensitive situations is viewed as critical.

48. Gregor Henderson Public Health England National Lead Wellbeing and Mental Health

49. Political Acuity – Coaching

50. The challenge of Wicked Issues for system leaders