New Horizons : module 2

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Here you find guidance to pre-reading and preparation for Module 2. You can also access the Module 2 materials and resources, and further, optional resources. The learning outcomes state the expected key learning outcomes that, in addition to active participation in Module 2, will require support and opportunities to test and apply learning in the workplace.

The link to Module 2 Feedback is activated for two weeks from the end of the Module. We would highly appreciate your thoughts and suggestions on this pilot to help us continually improve the New Horizons programme, and to evaluate any impact it may have on you, your team and the organisation.

Pre-reading and preparation for module 2

Preparation for day 1

View the Collaborating and Influencing and Motivating and Inspiring eLearning modules and do the self-assessments at the end.

Ladder of Inference task:

1. Observe yourself in conversations - do you tend to repeat certain patterns, e.g. in similar situations/with the same people? Are these helpful/hindrance in achieving your intent? What works/needs to change? Where in the ladder does this happen?

2. Test advocacy/inquiry strategies as appropriate and reflect: Any difference in outcome/the way you feel about the conversation? Others' behaviour/thoughts/feelings? How will you know?

Read Kegan R. and Lahey L. (2001) The Real Reason People Won’t Change. https://hbr.org/2001/11/the-real-reason-people-wont-change 

Module 2 materials and resources

Achieving lasting change: Immunity to Change example (PDF)

Achieving lasting change: Testing change template (Word doc). Adapted from Kegan R. and Lahey L. (2009) Immunity to Change. Harvard Business Press.

Module 2 key learning outcomes

Self-leadership

Reflecting on, understanding and developing yourself as a person and as a leader:

  • Demonstrate critical self-reflection and judgement
  • Seek to understand reasons for obstacles and to find ways to overcome

Creativity and innovation

Finding different ways of thinking and doing:

  • Pro-actively share information and learning with colleagues
  • Seek information and ideas from colleagues

Collaboration and influencing

Leading and working together for better outcomes:

  • Choose communication strategies that make own and others' assumptions visible
  • Observe personal impact in interactions with others and adapt behaviour appropriately

Vision

Seeing what is possible for people who use services, carers and communities now and in the future:

  • Apply/demonstrate the values of the organisation in all work activites
  • Treat people with respect
  • Seek to understand and respond to people's individual needs
  • Ask good questions to challenge current thinking

Motivating and inspiring

Leading by example and supporting others to be the best they can be:

  • Take responsibility for own behaviour
  • Acknowledge the work and contribution of others
  • Give people clear, sensitive and appropriate feedback ina way that helps them improve and develop
  • Encourage active contribution form a range of stakeholders

Empowering

Enabling others to develop and use their own leadership capacity:

  • Identify ways to support others in making improvements
  • Apply the principles of knowledge management
  • Encourage people in different departments and organisations to share knowledge and practice

To achieve the learning outcomes requires, in addition to active participation in all Modules, support and opportunities to test and apply learning in the workplace. 

Further resources

More about David Kantor’s theory of Structural Dynamics and its core concept the Four Player Model, a theory of how face to face communication works in human systems. https://www.kantorinstitute.com/approach/

Video Review for the Lencioni P. (2012)The Five Dysfunctions of a Team: A Leadership Fable (3:17) https://www.youtube.com/watch?v=509V7Z9OUQA

Leadership Links webinar The Practice of Transformative Innovation by Graham Leicester, Director of International Futures Forum, explores the theory and practice of Trasformative Innovation in health and social care: how to deliberately shift systems over time towards new patterns of viability, fit for a changing world and in tune with our aspirations for the future https://learn.nes.nhs.scot/8310/leadership-and-management-zone/leadership-links/webinar-library/the-practice-of-transformative-innovation-graham-leicester 

Tali Sharot (2014) How to motivate yourself to change your behavior. (16:48) Tali Sharot reveals three ingredients to doing what's good for yourself, to make us change our actions. https://www.youtube.com/watch?v=xp0O2vi8DX4