The following are announcements and commentary from the institute regarding issues in the news and new developments at the institute. The commentary represents the opinions of individuals in the institute and this is identified in the by line.
In a fractured world where it seems that people are pulling further and further apart, where we find it hard to understand each other and where conflict seems likely to break out at any moment, we present Wisdom in Groups.
Wisdom in Groups from the Bayswater Institute.
You can think of the Wisdom in Groups event as a ‘headspace’, where beliefs and assumptions are renewed and refreshed.
Uniquely, Wisdom in Groups contains and implements the Double Task approach development originally by Harold Bridger. Double Task provides clarity both about the work we do and the way we do it. The outcome of applying Double Task is what the Bayswater Institute refers to as ‘Group Aware’. A person who is GroupAware is more reflective and more capable, better able to manage the overt and covert challenges of life. Wisdom in Groups is intended to help people to feel stronger and more resilient. It can mark a step change in our understanding of ourselves as leaders.
In all the turmoil of the contemporary world, maybe to be truly GroupAware is the most powerful gift that an organisation can provide to its people.
Peter Drucker came up with a saying ‘culture eats strategy for breakfast’ and we see this in many of the organisations we at the Bayswater Institute go into. Using Double Task with leaders and teams helps us to work together on strategy and culture at the same time, so that changes, introduced are firmly rooted in the reality of the present, and lead to better outcomes in the future.
https://www.bayswaterinst.org/wp-content/uploads/2017/07/square-portraits-simon-1.png300300Adam Hoarehttps://www.bayswaterinst.org/wp-content/uploads/2017/10/header-logo-white-blend-deeper-top.pngAdam Hoare2018-12-17 14:33:392019-01-11 18:31:54Wisdom in Groups 2019
The adoption of new technologies and innovation in the NHS is a challenge, with many barriers along the way from early stage development to full scale implementation and delivery of all of the potential benefits. The BI were commissioned by the NHS Innovation Accelerator (NIA) in March 2018 to undertake a rapid study focused on improving our understanding of the organisational processes involved in adopting innovative developments. A report on this work has now been published providing new insights into how decisions are made within NHS organisations.
NHS Innovation Accelerator Case Studies
Through in-depth case studies of nine innovations our research has explored:
How and why organisations take up an innovation
The enabling factors which facilitate the uptake and embedding of an innovation
The impacts of adopting an innovation on organisational practices
The approach we adopted included an examination of eight theoretical perspectives in the literature on innovation adoption. These were then used to guide our interview questions as well as providing a lens through which we analysed the data gathered from the interviews.
Innovation Adoption Theory
In capturing these real-world case-studies we have gained new insights into how the organisational context plays a significant part in adoption and we highlight in the report a number of recurrent themes relating to the effective spread of innovation across the NHS.
Our analysis is organised into three sections:
the adoption journey,
the adoption network, and
common tasks in the adoption journey.
Key Adoption Themes
Some of the key themes emerging from our work include: the complex nature of adoption; the dynamic and non-linear process of adoption within organisations; the need for mutual adaption and iteration between the organisational context and the innovation to facilitate adoption; the facilitating role of multiple champions operating inside and outside the adopting organization; and the interplay of push and pull factors that supports implementation and builds the capabilities of both the adopting organisation and the innovator.
https://www.bayswaterinst.org/wp-content/uploads/2017/10/header-logo-white-blend-deeper-top.png00Adam Hoarehttps://www.bayswaterinst.org/wp-content/uploads/2017/10/header-logo-white-blend-deeper-top.pngAdam Hoare2018-11-12 21:18:382018-11-21 17:02:26Understanding how and why the NHS adopts innovation
WiG 2019: 5 days: 8th–12th July 2019 Royal Cambridge Hotel, Cambridge.
£2,500 per delegate (£1,200 non-residential). Please book early.
WiG Intensive: 3 days: 1st–3rd July 2019 Royal Cambridge Hotel, Cambridge.
£1,500 per delegate.
Presented for the first time, WiG Intensive is intended as an advanced immersive event for the alumni of earlier WiG or the Bayswater ‘Midhurst’ Conference. Again, please book early.
The WiG Intensive three days builds upon your experiences of WiG and advances into areas such as: reading the group, understanding the unconscious in group work and refining your skills as a Double Task, GroupAware practitioner.
https://www.bayswaterinst.org/wp-content/uploads/2018/10/wig-flyer-icon-422x422.png422422FiDeeEdit1https://www.bayswaterinst.org/wp-content/uploads/2017/10/header-logo-white-blend-deeper-top.pngFiDeeEdit12018-10-30 15:38:552019-02-13 14:32:15Wisdom in Groups – WiG 2019 & WiG Intensive – NOW BOOKING!