NMHS44210 Strategy&Innovation in HS

Academic Year 2023/2024

The module will focus on the personal, relational, team and systems dimensions required to develop and execute strategy to drive improvement and innovation in healthcare.
The module will provide skills, knowledge, conceptual frameworks and tools to help students to navigate and lead strategically, while maintaining a constant focus on securing employee engagement and improving safety and quality in a sustainable fashion. Individual and organisational strategic sensing capacity and discerning the 'mega-trends' influencing the context for strategy over the next decade are key themes, drawing on contemporary theory and practice relating to complex adaptive systems, systems and design thinking, strategic sensing and strategic dialogue, adaptive leadership, creating public value, next-stage organisations and Oshry's distinctive approach to understanding and working with organisational cultures and systems to design, develop and implement strategy.
The module is delivered over 4 full-day workshops and is built around a number of classic readings and core texts by authors including Rosbeth Moss-Kanter, Ronald Heifetz and Mary Linsky, Mark H Moore, Barry Oshry, Marc Stigter & Cary Cooper.
The Three Horizons framework developed by Sharpe (2013) and the International Futures Forum provides the theoretical framework for studying innovation and the work of Frederic Laloux is also explored along with classic readings on innovation from authors including Christensen, Moss-Kanter, Herzlinger and Drucker.
The module enables students to explore the theory and practice of strategy and innovation and the key elements of both that create value for an organisation's stakeholders. The focus is on practice: strategising and innovating.
The module adopts an applied and reflective approach to strategy and innovation in healthcare by identifying and analysing the features of successful strategising and innovating in organisations, locally, nationally and internationally.
Students will explore the factors that stimulate or inhibit their own and their colleagues' strategic thinking and practice, and creativity, and will reflect on their roles as strategic thinkers and innovators.
Students will be facilitated to look inward, outward and forward, examining the sources, types, and history of strategy design and deployment, and building innovation capacity in organisations, and how these are enabled or constrained in particular contexts,
The emphasis is on:
Self as strategist and innovator,
Students' personal and professional experiences of strategising and innovating,
Creativity and innovation,
How organisations manage strategy and innovation,
The impact of organisational strategy, systems and structure on innovation, and knowledge and innovation management frameworks.
Promoting and leveraging creativity throughout organisations, and mainstreaming and sustaining innovation will be considered in the context of whether and how experimentation and implementation are encouraged and supported in specific organisational contexts.

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Curricular information is subject to change

Learning Outcomes:

1. Develop and enhance their awareness of themselves as leaders and managers
2. Critically assess their key strengths and development needs as strategic and innovative leaders and managers and the impact of context on their practice and development
3. Identify the key components of an innovative organization and evaluate their own organization against these components.
4. Enhance their change management skills by analysing resistance and support for change, by using appropriate change strategies for overcoming resistance and building support
5. Gain insight into building organisational resilience through creation of a shared vision and a unified understanding of strategy and innovation
6. Understand how to build a sustainable culture for creativity, innovation and change within their organisations
7. Apply frameworks, models and tools to decision making in diverse contexts

Indicative Module Content:


The module will focus on the personal, interpersonal, team, organisational and systems dimensions required to enhance strategic and innovative capacity in health systems. The module will provide skills and concepts in how to lead strategically and innovatively. Students will be facilitated to look inward, outward and forward to examine the nature of strategic sensing and innovative practice and how they are enabled or constrained in particular contexts. It adopts an applied approach to innovation in healthcare, encouraging students to explore their roles as innovators, to examine examples of healthcare innovation in their own practice and global context and to analyse the features of successful innovations and innovative organisations, locally, nationally and internationally. Resilience and leading into the future are key themes, drawing on contemporary theory and practice relating to leadership formation; strategic sensing; innovation management frameworks, systems and strategies; adaptive leadership; reinventing organisations and understanding organisational systems. The module is delivered over a number of workshops and is built around a set of curated texts from authors including Leicester, Heifetz & Linsky, Moore, Laloux, Oshry, Stigter & Cooper, and Western.

Student Effort Hours: 
Student Effort Type Hours
Lectures

6
Tutorial

10
Seminar (or Webinar)

10
Specified Learning Activities

120
Autonomous Student Learning

34
Online Learning

120
Total

300
Approaches to Teaching and Learning:
The module is delivered by blended learning, supported by 4 full-day workshops.
Pre-reading and completing short assignments in advance of each workshop, and active engagement in workshops, are key.
The focus is on practice and the applied and experiential nature of the module place a premium on student engagement and participation in order to develop personal awareness, team awareness, contextual awareness and awareness of purpose and goals, personal and professional.
Students are expected to take a lead in discussions and presentations.
The focus is on assessment as and for learning, as well as of learning and a high degree of critical reflection is expected.
 
Requirements, Exclusions and Recommendations

Not applicable to this module.


Module Requisites and Incompatibles
Not applicable to this module.
 
Assessment Strategy  
Description Timing Open Book Exam Component Scale Must Pass Component % of Final Grade
Attendance: Class participation, engagement in discussions, student-led seminars, presentations, projects and team in each of the four workshops. Weighted at 5, 7, 8 and 10%, respectively. Throughout the Trimester n/a Other No

30
Portfolio: Post-module reflective report on implications for leadership and management practice of three key ideas from module materials. Coursework (End of Trimester) n/a Alternative non-linear conversion grade scale 50% No

40
Continuous Assessment: Pre-workshop assignments due in advance of each of workshops 1-4 weighted at 5, 7, 8 & 10%, respectively. Throughout the Trimester n/a Alternative non-linear conversion grade scale 50% No

30

Carry forward of passed components
Yes
 
Resit In Terminal Exam
Autumn No
Please see Student Jargon Buster for more information about remediation types and timing. 
Feedback Strategy/Strategies

• Feedback individually to students, on an activity or draft prior to summative assessment
• Feedback individually to students, post-assessment
• Group/class feedback, post-assessment

How will my Feedback be Delivered?

Not yet recorded.

The following are core texts that should be purchased

Laloux, F. (2016) Reinventing Organizations: An Illustrated Invitation to Join the Conversation on Next-Stage Organizations. Nelson Parker.
https://www.reinventingorganizations.com/

Leicester, G. (2020) Transformative Innovation: A Guide to Practice and Policy for System Transition. Triarchy Press, Axminster.
https://www.triarchypress.net/transformative-innovation.html

Oshry, B. (2018) Context, Context, Context: How Our Blindness to Context Cripples Even the Smartest Organizations. Triarchy Press, Axminster.

Oshry, B. (2019) The Organic Systems Framework: A New Paradigm for Understanding and Intervening in Organizational Life. Triarchy Press, Axminster.

Stigter, M. & Cooper, C.L. (2016) Solving the Strategy Delusion: Mobilizing People and Realizing Distinctive Strategies. Palgrave Macmillan, London. https://doi.org/10.1057/9781137394699

Additional readings will be assigned in advance of, or during, each workshop.



Name Role
Dr Sean Paul Teeling Lecturer / Co-Lecturer
Timetabling information is displayed only for guidance purposes, relates to the current Academic Year only and is subject to change.
 
Spring
      
Online Learning Offering 1 Week(s) - 29 Wed 10:00 - 16:30
Online Learning Offering 1 Week(s) - 24 Wed 10:00 - 17:30
Spring