The Scottish Approach to Change focuses on creating a positive change mindset which supports whole-system thinking, empowering staff, and delivering high quality, equitable services.
To adopt this mindset, we need to be open to new ideas and different ways of doing things.
Insights based on our experience and learning that may help when undertaking change
- recognise the need for change. A fundamental shift is essential. This may be a combination of large changes, and incremental improvements building in the same direction
- show a sense of dissonance. Make it clear that the current methods are not getting the desired results. Create a shared motivation and need to prioritise the changes that need to take place
- identify change champions to drive change and catalyse action. These individuals can be at any level in the system. They have the knowledge and experience to identify necessary changes. They also adapt their work methods to make those changes happen. These people will have a strong influence in the system. They can also overcome resistance to change
- start with the “willing workers” first. These are people who are open to change. They can be “change champions”. Show that progress is possible
- build agreement among stakeholders on the need for change. Show evidence that the current approach is no longer effective or sustainable
- win hearts and minds. Explain why change is necessary. Recognise that people need to experience not changing. This feeling can inspire them to change their actions in the future
- recognise that change is a continuous process, not a one-off. Responding to new challenges will be necessary as they arise
- recognise that change is not an easy process
Being comfortable with uncertainty is important for change
There may be uncertainty about the root cause of a problem. What seems like the issue could be a symptom of a deeper problem in the system. The solution or the outcomes from changing the system might not be clear.
Be comfortable with uncertainty. Use a flexible approach. This helps spark creativity and find new solutions. This way of working can be tough and disruptive. That said, it helps support different ways of thinking.
Insights based on our experience and learning that may help when undertaking change
- allow space and time to gain a complete understanding of the problem and explore the issues
- focus on the problem, people’s needs and experiences. Do not start with how services are set up or current demands
- as the process moves forward, you might need to redefine the problem. The issue you see could be a symptom of a deeper root cause
- be comfortable not knowing the answer or the solution. Take your time to understand the situation and let possible solutions come to light
- acknowledge that the solution may sit in a different part of the system to the problem
- spend time prototyping, testing, and evaluating solutions before full implementation
- understand that solutions that work in one area may not fit other parts of the system. Understand what made a solution work or fail. Learn from this. The approach might be more useful than the specific solution itself
- maintain openness throughout the process allowing new ideas to emerge
- if the world changes, have the confidence to pivot
By embracing our humanity, better ideas and solutions may arise
Health and social care includes many connected parts. It involves interactions between people and organisations. Change requires working collaboratively across organisations and professional disciplines.
To improve services, focus on relationships instead of transactions. This approach matters because how change happens will affect the final results.
Insights based on our experience and learning that may help when undertaking change:
- recognise that change is most effective when it is inclusive. Sustained change occurs through both formal and informal relationships, as well as the ability to connect and form networks
- understand that relationships create the conditions for change. The quality of the relationships between individuals is just as important as the work that drives change
- acknowledge that working together through challenging situations and showing empathy and compassion can be one of the most effective ways to build trust
- understand that the seeds of change often emerge from our shared humanity. By embracing our humanity, better ideas and solutions may arise
- consider others’ motivations and priorities, their attitudes toward risk, and the reasons they may resist change. By understanding what is essential to others, you can reduce the potential for conflict
- be curious. When collaborating, use this opportunity to identify new learning or gain fresh perspectives
- recognise the process of implementing change. Take time to reflect together on your values, attitudes, behaviours, and beliefs. It can improve how you work together in the future