Two people have this week, separately and independently of each other, introduced me to the Pointy-Head, the latest in bogeymen.
The concept is simple, when used to persuade staff to accept major change that will reshape their roles: either you work with us to achieve these much-needed changes, our way, or else the Pointy-Heads will arrive to do it anyway, but in their way.
Is this necessary, or are we at risk of infantilising grown-ups? The NHS is facing change at an unprecedented rate, and many senior managers struggle to see how such change can be 'sold' to the staff most affected. In actual fact, the selfsame staff are also: citizens, voters, taxpayers and probably read/listen to news very regularly. Managers need to be courageous and give leadership, by telling people of what they need to know and, actually, already largely know.
The essence of the challenge, what makes it unprecedented, is the speed with which the NHS has gone from being in financial growth (over 8 years) to financial constriction (over 8 years??). But this is general knowledge. Change will undoubtedly bring about much-needed improvement in efficiency and productivity, but process improvement will inevitably impact on staffing.
Grown-ups know all of this. They also know that similar challenges are faced in just about every walk of life. So involving them in the search for more productive processes, that raise quality AND reduce cost, should be straightforward. Becoming part of the solution is, after all, a much more comfortable place to be than being part of the problem. They do need honest and frank working relationships with their leaders.
So before invoking the Pointy-Head, might it be useful to revisit the usual levers of change? One of the two people who introduced 'him' to me thinks so and is actively extolling the alternative: persistent engagement with one's staff, and their participation in design and delivery of change, to grow value to patients - even in tough times.
Happy New Year, and do not fear the Pointy-Head!
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