Creativity in Practice

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Creativity in Practice

• Danny Haydon, Executive Officer
• CLARE MEDICAL CENTRE

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Rural Practice
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What is Creativity?

• Creativity (innovation) is not about having zany
  ideas, impractical concepts that cannot be put
  into practice, or a vision of the future that
  doesnt relate to the present.
• Innovation is not about takings risks or
  predicting the future focus rather on the
  opportunities of the present.
• (Peter Drucker)

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Change Management

• The ability to take a creative idea and then turn
  it into reality is an exercise in change
  management.

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Organisational Building Blocks
RELATIONSHIPS
PROCESSES
STRUCTURES
ROLES
VISION GOALS
CONTEXT
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Organisational Building Blocks

• Take time to evaluate your context.
• Work out where your creative idea matches the
  mission and values of your organisation.
• Consolidate your vision.
• Set your goals.
• Implement the change.

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8 Steps of Change

• ESTABLISHING A SENSE OF URGENCY.
• CREATING THE GUIDING COALITION.
• DEVELOPING A VISION AND STRATEGY.
• COMMUNICATING THE CHANGE VISION.
• EMPOWERING BROAD-BASED ACTION.
• GENERATING SHORT-TERM WINS.
• CONSOLIDATING GAINS AND PRODUCING MORE CHANGE.
• ANCHORING NEW APPROACHES IN THE CULTURE. (John
  Kotter, 1996)

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8 Steps of Change

• ESTABLISHING A SENSE OF URGENCY
• Understanding the context and environmental
  realities.
• Identifying and discussing crises, potential
  crises, or major opportunities.
• Usually created by financial pressures in the
  public sector.

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8 Steps of Change

• CREATING THE GUIDING COALITION
• Getting together a group with enough power to
  lead the change.
• Getting the group to work together like a team.
• Understanding the spheres of influence.

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8 Steps of Change

• DEVELOPING A VISION AND STRATEGY
• Creating a vision to help direct the change
  effort.
• Developing strategies for achieving that vision.
• This must be documented.

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8 Steps of Change

• COMMUNICATING THE CHANGE VISION
• Using every vehicle possible to constantly
  communicate the new vision and strategies.
• Having the guiding coalition role model the
  behaviour expected of employees.

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8 Steps of Change

• EMPOWERING BROAD-BASED ACTION
• Getting rid of obstacles.
• Changing systems or structures that undermine the
  change vision.
• Encouraging risk taking and non-traditional
  ideas, activities, and actions.

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8 Steps of Change

• GENERATING SHORT-TERM WINS
• Planning for visible improvements in performance,
  or wins.
• Creating those wins.
• Visibly recognising and rewarding people who made
  the wins possible.

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8 Steps of Change

• CONSOLIDATING GAINS AND PRODUCING MORE CHANGE
• Change all systems, structures, and policies that
  dont fit together and dont fit the
  transformation vision.
• Hiring, promoting, and developing people who can
  implement the change vision.

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8 Steps of Change

• ANCHORING NEW APPROACHES IN THE CULTURE
• More and better leadership, and more effective
  management.
• Developing means to ensure leadership development
  and succession.

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8 Steps of Change

• ESTABLISHING A SENSE OF URGENCY.
• CREATING THE GUIDING COALITION.
• DEVELOPING A VISION AND STRATEGY.
• COMMUNICATING THE CHANGE VISION.
• EMPOWERING BROAD-BASED ACTION.
• GENERATING SHORT-TERM WINS.
• CONSOLIDATING GAINS AND PRODUCING MORE CHANGE.
• ANCHORING NEW APPROACHES IN THE CULTURE. (John
  Kotter, 1996)

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New Health System

• The current health system primarily focuses on
  the provision of services to people who are ill
  and is referred to by Millsteed (1997) as an
  illness management system.
• The new health system will focus on health and
  wellness.

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Current Health System
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Generational Health Review
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Occupation Health

• The determinates of health are income,
  employment, education, environment, safety and
  security all factors that have a significant
  impact of the occupational needs of individuals.
• An effective primary health care framework that
  focuses of the occupational health and wellbeing
  of the community
• occupation is an aid to health and wellbeing.

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Occupation Health

• Do we appreciate the value of primary health care
  values as the foundation and future of our
  profession?
• Do we have a sense of urgency as a professional
  group?
• Are we in a position to take on opportunities
  that arise?
• Are you willing to take the risks needed to
  demonstrate your creativity?

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Creativity in Practice

• Pessimists see the difficulty in every
  opportunity Optimists see the opportunities in
  every difficulty.
• (Winston Churchill)
• Create your future and the
• future of your profession.