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11/11/2019

Hull University Business School

Connected Thinking!

Business Strategies 2019

Dr. Giles A. Hindle

600552

Making a Strategic Plan – Week 8 Session A

Dr. Giles A. Hindle E: [email protected] T: +44 1482 463 457

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Some reflections on Woodlands recommendations

» All businesses have issues. These can be internal or external. They may be people, processes, profits, etc. Anything.

» Woodlands has lots of issues, which you will have identified. Your analysis (steps 1-4) will help you see these more clearly.

» So, your analysis enables you to think about what Harry might do next. It will help you create ideas for strategy.

» Try to look for a range of ideas for strategy. From improving the current business model to thinking about more radical ideas.

– For example: improving coordination between units

– For example: selling boards which are environmentally friendly

» The maximum word count is 2500 words.

2 Types of Consulting

1. Expert Approach (traditional)

o experts provide solutions to the problem using their expertise

o e.g. accountant, solicitor, advertising executive, OR analyst

2. Process Approach

o Group of decision makers are facilitated through a process

o participants solve their own problems – they provide the content

o participants are the real experts, but benefit from using a methodology, in-depth knowledge, better buy-in

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Making Strategy towards Process End (not always)

Expert Approach

Process Approach

Over time move

Our Frames…

» Determine what we see, our approach to problems, our ideas for solutions

» We need a way of examining the situation and the frames of the participants

» Communication occurs both implicitly and explicitly

» It’s difficult to examine your own frame – people need tools!

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Decision Time?

Project teams are often faced

with a range of options

There may be confusion and a desire to take

immediate decisions – resist!

Meaning derives from context

» Managers interpret situations according to the future implications they see for themselves in terms of their values and objectives, and act accordingly. In other words…

» …management actions arise out of the meaning of situations and the meaning will vary from manager to manager.

» Multiple meanings can be attached to strategic issues!

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Identify relevant stakeholders and create multidisciplinary group of

actors for system delivery; appreciate roles, responsibilities &

practices of HCPs

Appreciate Best Practice and design the process for

developing Medical Standards

Develop Medical Standards (MSs)

Give advice on FtD through HCPs in

consultations

Establish MSs and their application in (a) educational systems

and (b) on-going training programmes of

HCPs

Promote MSs to HCPs and the public:

Use marketing tools Raise public awareness

Target problematic HCPs, patients and medical conditions

Make MSs available to HCPs and the public:

Design various forms of presentation;

use media + IT systems

Appreciate evidence on Fitness

to Drive and medical conditions

Operate flexible administrative

system for processing licences

Activity Model

Design flexible license system

[email protected]

Logic of Making Strategy

Problem X

Problem Y

Mapping

Analysis

Discussion: Improvements

& Actions Plans

involves expressed in

leads tochanges

The Group

points of view

Complex Situation

Typical Format for a strategy project

Workshop 1 Express situation

using mapping tool [list of issues]

Workshop 2 Use models to think

and collect ideas on the future

Workshop 3 Agree ideas for

action to improve the situation

Reflection

Documentation

ongoing thinking,

learning & writing

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The role of language in strategy

» Managers use concepts (i.e. ‘statements’) to make sense of strategic issues.

» The way concepts are arranged form managers’ theories of means/ends about organizational life

» Eliciting managers’ theories models can help to manage emergent strategy.

» Causal maps are one way to access these theories.

Strategic Issues

Negotiating strategic issues

» Agreeing strategy is a psychological and social negotiation (changing minds and relationships).

» Good analysis must inform this negotiation where possible.

– However, managing the negotiation to achieve cognitive and emotional commitment drives making strategy.

» A well-designed social process is what can determine commitment.

» Negotiation that can lead to consensus, rather than compromise, requires a number of important features:

– Start from 'where each participant is at' - their immediate and personal/role concerns

– Seek to develop new options rather than fight over 'old' options

– Attend to procedural justice

– Use a transitional object - a picture/ model /map that is equivocal (fuzzy but meaningful) and changing, and that encourages shifting of positions

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What is causal mapping?

» A causal map is a word-and-arrow diagram

– Ideas and Actions are linked to each other through arrows – i.e. how one idea or action leads to another

– You can articulate many ideas and their interconnections

– Individual – “cognitive mapping” [based on personal cognition]

– Group – “oval mapping” [because we use oval-shape cards]

» You can use it to:

– link strategic thinking and action,

– make sense of complex problems, and

– communicating with yourself and others how we see situations and what might be done about them

Causal Maps summary

 Replicates the system of concepts through which we make sense of problems The constructs embody comparisons and

contrasts

The meaning of a concept comes from the relationships it has with other concepts

 This leads to the following propositions:  People construe situations differently

 Successful problem-solving in groups requires us to see how others interpret the situation

 a group must develop some consensus about present and future events in order to achieve coherent and coordinated action

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Causal Maps: Shape

GOALS

ISSUES

…create possible…

…which exist within the context of possible…

OPTIONS

…supported by…

ASSERTIONS/FACTS

First steps in linking to understand causality

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Example – Giles goes cycling

Giles goes cycling

Enjoy being

outside

Feel good about self

Enjoy mechanics

of exercise

Negotiate time from family Get cycling equipment

Get nerdy pleasures

Build fitness

Think about things

Get endorphin

high

Lose time for

other things

Good strategies

Structure of Action-Oriented Map

What do you want to do?

Why do you want to do it?

How would you do that?

Your STRATEGY

ACTIONS to achieve strategy

GOALS and consequences

“Ladder up”

“Ladder down”

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Oval Mapping

» We use Oval Mapping when expressing the situation with a group of people – facilitation

» Room, participants, equipment?

» Method:

– Develop a focus question (issues or ideas)

– Collect ideas from participants on Oval Post-its

– Cluster similar ideas & collect more ideas

– Organise clusters into a “teardrop” format

– Identify links between clusters & key issues (with *)

– Prioritise clusters using sticky dots (red & green)

A example from a project

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Or use Decision Explorer software…

Visit:

www.banxia.com

For FREE copy of

Decision Explorer

The onus for

contacting the DVLA

is with the patient

patient's cognitive

state

A person must have

good perceptual and

cognitive skills

Information from the

DVLA does not filter

down to OTs

Whether the patient

chooses to ignore

advice

clear guidelines

needed, knowledge to

be regularly updated

Not be visually

impaired

Specific medical

condition and how

that impacts each

patient

Some patients lack

insight into FtD

patients not telling

the DVLA when they

are diagnoed with a

relevant condition

How do you enforce

Pt responsibility to

inform DVLA

objective

measurements of

impairment needed

The information

provided to the

patient

?No consistency

amongst

professionals as to

advice given

General fitness of a

patient ie mobility,

function, cognition

Medical fitness of

the patient in terms

of physical and

cognitive

OTs would need

standardized

assessments to use knowledge of medical

standards

Set guidelines from

the DVLA relating to

specific conditions

Not have balance

problems, poor grip

strength, problems

with motor movements

in upper arms

availability of the

medical standards to

professionals

system to ensure

information is given

and re-inforced

Variability of

severity of

condition may make

standards difficult

to interpret

assessing patients

as cognitivly fit to

drive

Not have poor leg

control, unless car

has been adaptedFull recovery after

an operation

needs to be liaision

between health

professionals re:

decision of ftd A person must good

attention span and

be alert to sudden

changes

How would the

emotional

psych/social

repercussions be

addressed assessing patients

physically fit to

drive

Lack of clarity over

legal aspects of

advising on FtD

How can the

standards be

reinforced

it must be clear who

is responsible, but

it should also be a

team effort,

re-inforcement and

confirmation is

needed

Consideration

regarding

concentration levels

and length of

journey

A person needs to be

able to transfer

independently in to

a car

Who has the final

decision i

Consultant / dvla

... e Consultant /

dvla

How information from

the DVLA can be

enforced to patients

Kilverstone driving

assessment costs £80

many patients say

they can't afford

this

Lack of clarity over

whose responsibility

to advise

Specialized training

would need to be

given and regularly

updated

alternative

transaport to be

explored

Responsibility -

legal aspects of

informing DVLA

Particular areas

have well defined

standards

Not be able to drive

with any limbs in

plaster

driving is a very

emotive topic and

many view as a life

line

How are

deteriorating

conditions monitored

cognitive impairment

creates most

problems - patients

may lack insight

DVLA informing

specific professions

re standards

Need better guidance

on partial loss of

senses with regard

to fitness to drive

Emotional /

distressing decision

for patient if not

ftd

Use of prostheses

when driving

The difference in

duration of recovery

times makes it

logistically

difficult

creates difficulties

for pt's in rural

area if unable to

drive

Patients with

diagnosis of

Dementia,

parkinsons,

alziemers, epilepsy,

heart

many doctors feel

its not their

rosponsiblity

Consideration

regarding what

medications a

patient is on and

how this affects

their function

mobility centre

assessment should be

free

it should be a

multidisiplinary

team discussion

whether dvla can

inforce depends on

persons honesty

Lack of

communication

between the dvla and

health professionals

involved with Pt

Patients with

diagnosis of

dementia,

parkinsons,

alziemers, epilepsy,

heart conditions

should be reviewed

regulary

who is legally

responsible

patients are unclear

of when they should

tell the DVLA or

their insurance

http://www.banxia.com/

11/11/2019

Awareness of internet site for information low

health professionals make their own

judgements

Awareness of all areas where rules

apply low: neuro/cardovascular: GOOD; psychiatry:

BAD

Negotiation in the consultation: impact of taking a license

away

Issues of compliance by patients/drivers with advice given

How to increase patients' awareness

of their responsibilities

lack of HCP & public awareness

patients need their cars in rural areas

Patients unwilling to take personal

responsibility

Lack of clarity as to responsibility:

patient is responsible to

inform, but doctor may inform if there

is a clear risk

eg old people are careful, if rather

blind

DVLA unwilling to educate patients

directly

Current system is based on self-report

by drivers ... Resistance to changing this

if patient won't tell truth, what can

doctor do?

patients have little incentive to tell

the truth

disseminating changes in guidlelines

Medical profession notoriously slow to implement change

Lack of public awareness on advice/support

available

making guidlines more accessible to

the public

Not many accidents are actually caused by patients with med

conds HCP roles

compliance

patients' responsibility

HCP workload & time constraints

HCP priorities

some conditions easier to have

definite guidelines than others eg

epilepsy, diabetes

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improve process of developing guidelines

Make guideline creation more

transparent

provide more information for the

public

Use NHS email to contact HCPs

Media campaign for patients and professionals

promote process of developing guidelines

Use public awareness campaigns to alert

drivers to their responsibily to

self-report Have public

awareness campaign on drivers

responsibilities

encourage wider participation in

developing guidelines

work more closely with health

professionals

Use routine mailings (tax disc renewals) to remind drivers of their responsibility

to self-report medical conditions

make website very user friendly

Work with nurses more - currently most DVLA/HCP

correspondence is with doctors

Updates offered in a form easy to integrate with

existing material

Wide publicity of internet site

Make the DVLA guidelines more

accessable and more user-friendly

Show that they're using evidence-based

medicine in producing guidelines

involve other professionals in process eg the

police

use insurance companies to scare

patients provide evidence to support guidelines

All new licenses sent out with a

letter about medical conditions

involve public in guideline

development

Media campaign to emphasise patients'

families' responsibilities

make FTD part of police and LA

iniciatives regarding accident

reduction

use existing channels of

communication

Info re ... FTD to all practice nurses

use DVLA database to target patients

More flexible guidelines,

especially for professional drivers

Leaflets in GP surgeries

Wider publication of FTD rules e libraries ... g

libraries

Automatic computer prompts for HCPs

involvement

guideline development

dissemination to HCP & public

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