Creating shared purpose for improvement in primary care DR PARESH DR ROBERT

Conflicts of Interest Declaration Declaration (Paresh Dawda): I have not received any funding or support to attend this conference. Organisations: Independent Consultant -NHS Institute for Innovation and Improvement - ACT Medicare Local - ACT mbulance Service - SNSW Medicare Local - Improvement Foundation, Australia - Ochre Health, Australia Australian National University, Visiting Fellow Keele University, Visiting Fellow ACT Medicare Local, Implementation Adviser Declaration (Robert Varnam): I have not received any funding. Organisations: NHS England NHS Improvement Quality Robert Darbishire Practice

What the leader cares about... (and typically bases at least 80% of their message to others on)...does not tap into roughly 80% of the workforce’s primary motivators for putting extra energy into the change programme Scott Keller and Carolyn Aiken (2009) The Inconvenient Truth about Change Management

What?

changemodel.nhs.uk NHS Change Model

Often, change need not be cajoled or coerced. Instead, it can be unleashed. Kelman, S. (2005) Unleashing change. A study of organizational renewal in government. Brookings Institution Press; Washington, D.C.