Helpdesk
Here you find guidance to pre-reading and preparation for module 2.
Follow-up from module 1
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? Where in the ladder does this happen? What works/needs to change?
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?
Listening Practice:
Have a conversation for 10 minutes focused on something Person A is passionate about. This can be work or personal, but not too complex or emotional. Person B listens hard, including asking good questions and reflecting back to Person A what they have heard. Then take 5 minutes to reflect on the conversation. Swap Over. Afterwards post your reflections in the Teams Notebook:
How was the exercise for you?
What did you notice while being listened to and as a listener?
Anything else to share with the wider group?
Optional: If you have no experience with QI (Quality Improvement) you should complete the Kickstart QI pathway before going onto the Essentials pathway https://learn.nes.nhs.scot/80437
Essential: Complete the QI Essentials learner pathway & answer the questions in the Teams Notebook - https://learn.nes.nhs.scot/80437. A member of the NES QI team will join us in in module 2 to respond to your feedback & questions. To allow them time to prepare please aim to complete this action by 5th January 2026
Optional: Read the Improvement Journey page on the QI zone and watch the animation:
Quality Improvement journey | Turas | Learn (nhs.scot)
Essential: View the Collaborating and Influencing and Motivating and Inspiring eLearning modules and do the self-assessments at the end.
Essential: Read Kegan R. and Lahey L. (2001) The Real Reason People Won’t Change. (also available through the Knowledge Hub - https://web-s-ebscohost-com.knowledge.idm.oclc.org/ehost/pdfviewer/pdfviewer?vid=0&sid=e2960ed0-b8c0-427b-ad73-e17f6dff3bc7%40redis). Think about a pattern or behaviour that you would like to change. What would you like to get better at or improve on? We recommend that you do not pick an addictive habit or behaviour for the purpose of this exercise. We will work though a model using this example in module 2.
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.
Reflecting on, understanding and developing yourself as a person and as a leader:
Finding different ways of thinking and doing:
Leading and working together for better outcomes:
Seeing what is possible for people who use services, carers and communities now and in the future:
Leading by example and supporting others to be the best they can be:
Enabling others to develop and use their own leadership capacity:
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:
Video Review for the Lencioni P. (2012)The Five Dysfunctions of a Team: A Leadership Fable (3:17)
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.
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.