INNOVATION IN NURSING DEVELOPMENT

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INNOVATION IN NURSING DEVELOPMENT
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THE DREAMER
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BALLYBOFEY SPORTS CHRONICLE Vol 45. Pages 15
Friday 12th April 02
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ITS NOT ENOUGH TO HAVE AN IDEOLOGY YOU HAVE
TO BE ABLE TO PASS IT ON, TO INFECT OTHERS WITH
YOUR IDEAS
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WHAT IS INNOVATION ?

• A process of turning opportunity into new ideas
  and of putting these into widely used practice
  Tidd et al 2000
• Innovation is change that happens in a planned
  manner new processes, new procedures, or new
  ways of organising, from the tiniest improvement
  to the radical rethink. ...Bel
  lon et al 1996

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THE FRANCIS MODEL (G2)
? D L Francis, University of Brighton,. 2000
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LEADERSHIP

Innovation is a key element in the Organisations
strategy
The Leader(s) demonstrate a strong commitment to
innovation
Radical change will be undertaken if needed
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COMPETENCIES ARE NEEDED
All necessary competencies are available
Ideas are successfully transformed into action
programmes
Outstanding people occupy key roles
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CULTURAL FACTORS CAN HELP
People are required to be innovative
Able people are encouraged to take initiatives
themselves
The organisations culture supports novel ideas
and getting new things done
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INNOVATION IS FED BY LEARNING
People with specialised expertise and/or
distinctive perspectives are valued
People are inspired and enabled by contacts with
other organisations
Learning supports the organisations innovation
agenda
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ORGANISATIONS CAN HINDER INNOVATION
The form of the organisation helps, not hinders,
innovation
New process developments are fast, effective and
efficient
People with good ideas are encouraged to drive
them through
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DECISION MAKING

• Guiding Mental Maps
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• Sustained Commitment
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  Sound Decision Processes

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PHASES OF THE INNOVATION MANAGEMENT PROCESS

• Scan and search the Environment
• Select and prioritise the innovation triggers
• Resource and exploit
• Implement the innovation
• Review the experiences of success or otherwise

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SUCCESS - Some examples

• Patient Nutrition To transform
  care and the culture of care in relation to
  patient nutrition
  .Margaret Buckley, Cork.
• The Care Unit - and the development of a
  Forensic Nursing Pathway
  Ann McHugh Anne Flood,
  NWHB

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• Leadership and Practice Development Programme for
  Ward Leaders in Oncology and Haematology
  Services. ...St.
  Jamess Hospital . . ...
  Belfast City Hospital
• Person Centred Planning within a Learning
  Disability Service. An Action Research Project
  .. Anne Marie Frizzell Amanda Doyle,
  NWHB

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TEN RULES FOR STIFLING INNOVATION
1. Regard any new idea from below with suspicion
- because its new, and because its from
below. 2. Insist that people who need your
approval to act first go through several other
levels of management to get their signatures.
3. Ask departments or individuals to challenge
and criticise each others proposals. (That
saves you the job of deciding you just pick the
survivor.)
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TEN RULES FOR STIFLING INNOVATION
4. Express your criticisms freely, and withhold
your praise. (That keeps people on their toes.)
Let them know they can be fired at any time. 5.
Treat identification of problems as signs of
failure, to discourage people from letting you
know when something in their area isnt
working. 6. Control everything carefully.
Make sure people count anything that can be
counted, frequently.
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TEN RULES FOR STIFLING INNOVATION
7. Make decisions to reorganise or change
policies in secret, and spring them on people
unexpectedly. (This also keeps people on their
toes.) 8. Make sure that requests for
information are fully justified, and make sure
that it is not given out to managers freely.
(You dont want data to fall into the wrong
hands.)
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TEN RULES FOR STIFLING INNOVATION
9. Assign to lower-level managers, in the name
of delegation and participation, responsibility
for figuring out how to cut back, lay off, move
people around, or otherwise implement threatening
decisions you have made. And get them to do it
quickly. 10. And above all, never forget that
you, the higher-ups, already know everything
important about this business.
..(Kanter, 1992)
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