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Cover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- List of illustrations -- Foreword -- Who should read this book? -- Acknowledgements -- Abbreviations -- Introduction -- 1. What do we mean by systems leadership in health and social care and why is it needed? -- Change and complexity as the 'new normal' -- A VUCA/RUPT world -- Competence and capability -- Three kinds of problem -- Complex adaptive systems -- The nature of health and social care organisations -- Approaches to developing health and social care organisations -- Systems leadership -- References -- 2. Systems leadership -- Who are systems leaders? -- What do systems leaders do? -- An authorising environment for systems leadership -- The ways of systems leadership -- Factors that facilitate systems leadership (Hulke et al., 2017) -- References -- 3. Developing systems leadership -- What kind of people are we looking for (and at)? -- Leadership development or leader development? -- Adult learning -- Limiting mind-sets on leadership (and their antidotes) -- An alternative view -- What is needed to learn systems leadership? -- Designing learning and development for systems leadership -- A learning architecture -- Learning 'ingredients' -- References -- 4. Systems leaders leading change -- What's wrong with change management? -- What's the alternative? -- Ensuring sustainability and spread -- Application -- Addressing anxiety -- References -- 5. The challenge of evaluating systems leadership -- Problems with evaluation -- Problems with evaluating systems leadership -- A way forward -- References -- 6. Four journeys to systems leadership -- Scotland -- Northern Ireland -- Wales -- England -- References -- 7. Vignettes and personal accounts -- The Millom experience (Howarth et al., 2017) -- Mature conversations and practical actions (Sharp, 2018)

The application of behavioural science insights to the problems of work organisations is often given the generic title of Organisation Development (abbreviated to OD). However, most accounts of OD interventions in the UK seem to describe events in the management levels of organisations (with the possible exception of job redesign exercises) and details of OD interventions in the industrial relations sphere are, at least in Britain, almost non‐existent. American accounts tend to treat management‐union relations purely as inter‐group problems and to ignore other aspects of the field. In this article an account is given of work undertaken by an internal OD unit within the UK National Health Service—in the area of joint consultation within a health authority—and some thoughts are offered on the most fruitful relationship between OD practice and the field of IR.

Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- Foreword -- Who should read this book? -- About the author -- Acknowledgements -- Introduction -- Part 1: Principles -- 1 What is action learning and what is it for? -- 2 Action learning and traditional learning -- 3 Action learning: the core ideas -- Part 2: Practice -- 4 Preparing for action learning -- 5 Problems, projects, topics and issues -- 6 Action learning sets -- 7 Listening and questioning: the key skills -- 8 And other skills -- 9 Supporting, recording, ending -- 10 Dealing with anxiety in action learning -- 11 Facilitating action learning sets -- 12 Variations on the action learning theme -- 13 Evaluating action learning -- 14 How action learning has evolved -- Part 3: Resources -- Slow motion questioning exercise -- Break-space exercise -- Listening in the corner exercise -- Making the best use of airtime -- Action learning constellations -- Support/challenge map -- Thinking, feeling and willing exercise -- Accessing the learning styles questionnaire -- Life goals exercise -- Core process exercise -- Set meeting review worksheet -- International Foundation for Action Learning (IFAL) -- Action Learning: Research and Practice -- Useful websites -- Further reading -- Index