Seeking the approaches that enable faster change in the complex world of health and social care
Recent events have reminded me of the importance of governance and how easy it is to be distracted by other things. When governance is unclear, the impact on the pace of change and team motivation is significant. Without a clear and effective governance framework, a range of unhelpful behaviours begin to emerge resulting in much slower progress than would be possible. Decisions aren’t made, assurance isn’t clear, people either take on more responsibility, or more likely avoid it, escalation processes don’t work effectively and become very political, or decisions are made ‘off-piste’ by individuals or groups that may have specific agendas. These are just some of the things that can happen to slow you down, I could go on, but I won’t.
The key aim of good governance should be to enable delegated responsibility within clear parameters. It allows senior leaders to establish the strategic outcomes and drivers behind a particular change, but enable other leaders to take responsibility over what is to be done and how it will be approached in order to deliver the required outcomes.
Over the past few weeks, I’ve reflected upon my own complex change world and there are 3 lessons I’d like to impart about governance in complex change environments:
Governance isn’t everyone’s favourite subject, and it certainly isn’t mine. When it works well, you hardly notice that it is, but when it doesn’t, you notice, and particularly you will notice the slow down in pace. Governance is therefore critical, something to grasp and make effective, even if its not your bag, otherwise it may ruin your complex change.