Risk is still a toxic word across much of the social sector.
It’s often still seen as something to avoid at all costs rather than embrace. In less complicated times it was the right thing to do. Everyone risk assessed each other and every activity. We told people to follow the rules whatever the situation. Customer experience , if such a thing even existed, was standardised rather than personalised.
But we don’t live in those times anymore.
Taking considered risks has to become part of our everyday roles. And with risk inevitably comes failure.
Innovation only thrives in a forgiving…
In 2002 the UK Government announced the beginning of a £12.7 billion NHS National Programme for IT . The aim was seemingly simple: to replace paper medical records with a centralised national electronic database, allowing a patient from Manchester to walk into a hospital in London and find all their details readily available online in one place.
At the time, this transformation was meant to constitute the most extensive, and expensive, IT healthcare development of its kind in the world. “The possibilities are enormous if we can get this right,” Tony Blair promised whilst clearly overlooking the possibility of getting…
Last week I spent four and half hours in a room with my colleagues trying to get to the root of a problem.
Six colleagues: 27 hours of just thinking.
Einstein believed the quality of the solution you generate is in direct proportion to your ability to identify the problem you hope to solve.
If you jump straight to answers you can miss the root cause entirely and embark on silver bullet solutions to the wrong problem. Your first idea really could be the worst idea.
Many of our organisations have a bias towards getting quick answers. We favour execution…
A few weeks ago marked my return to in-person facilitation after 16 months. I’m not going to lie. As I began the week with a 5:30am start and a 90 minute commute, I was hardly overjoyed after a year and half of tumbling out of bed onto Teams.
Real life workshops can be expensive, inefficient, bad for the environment, and bad for you.
And they can be far, far better than collaborating online.
I’m going to risk upsetting the tech enthusiasts here — but when it comes to user experience — face to face workshops are the difference between watching…
Be afraid. Be very afraid.
In August last year I went back to the office, the first time I’d been to a workplace since March. As I arrived I felt sick, even though I’d felt perfectly healthy just thirty minutes earlier. I recognised it for it was: anxiety, like…
The future is not a far-off point: it arrives daily
The emergence of new infectious diseases is unpredictable but evidence indicates it may become more frequent. In light of evidence from recent emerging infectious diseases such as Ebola and Zika, the likelihood of this risk has increased since 2015.
A lot of money and time is going to be spent on corporate risk registers in the year ahead. Following a crisis, regulators and managers naturally take steps to prevent a recurrence. …
A six-minute meeting drove Portia Twidt to quit her job.
She’d taken the position as a research compliance specialist in February, enticed by promises of remote work. Then came the prodding to go into the office. Meeting invites piled up.
The final straw came a few weeks ago: the request for an in-person gathering, scheduled for all of 360 seconds. Twidt got dressed, dropped her two kids at daycare, drove to the office, had the brief chat and decided she was done.
Gradually, glacially perhaps, we are returning to something…
Many organisations act as inhibitors of innovation.
Rules and protocols are put in place, often for very good reasons, that preserve the status quo. Over time, organisations develop a set of social norms — ‘the way we do things around here’ — that can quell any creativity or dissent.
Organisations can quickly develop an autonomic immune response that kills ideas — without any conscious effort. This immune system builds up easily and quickly spreads, but is far harder to dismantle.
One of the ways you can begin to repel these idea antibodies is , as Chris Bolton has outlined, to…
Staff suggestion schemes are where innovation goes to die
The origin of the staff suggestion box is somewhat hazy — but is believed to be at least 300 years old.
Yoshimune Tokugawa was a shōgun warrior who ruled the Tokugawa shogunate in Japan during the 18th century. He is often credited as the first person to introduce a suggestion scheme. A meyasubako (complaints box) was placed outside Edo Castle which encouraged locals to place ideas about how the province could rid itself of debt. Only Yoshimune himself had the key to the box.
The concept of asking employees to…
Things take longer to happen than you think they will, and then they happen faster than you thought they could.
― Rudiger Dornbusch
Like any crisis, the COVID-19 pandemic is an opportunity to rethink how we do things. How we live, how we work and how we consume have been recurring motifs for the past fourteen months. Old ideas have gone mainstream. I never thought we’d see a large scale Universal Basic Income pilot in the UK — until Rishi Sunak placed over 10million workers on furlough.
The concept of a better work/life balance has been a common debate for…