22. Leading engagement (Orals)

Leadership, engagement, collaboration and change

If health care organizations and systems are going to transform their ways of working, it will be important to ensure employees are at the center of change (Lessons Learned, Conclusion, Changes). Participants will (1) recognize the importance of and (2) leave with ideas about how to encourage distributed leadership, engagement, and collaboration in change initiatives (Learning Objectives). We will examine three common change models to see how they do (not) support distributed leadership, expert engagement, and collaboration. We will also examine two change initiatives to identify how the three concepts were achieved in practice (Activity). The oral session will help participants a) navigate and address limitations of popular change models, b) unpack middle and frontline managers’ and employees’ underappreciated role in change, and c) leave with an understanding of how to create supportive spaces to encourage leadership, engagement, and collaboration in support of change.


Jo-Louise Huq – CCIG / Collaborative Change and Innovation Group

Kathryn York – CCIG / Collaborative Change and Innovation Group


Using Agile Design Management to Engage Teams and Achieve Results in a Complex Design-Build Project 

In 2017, Princess Margaret Cancer Centre (PM) embarked on a design-build project to construct a facility for state-of-the-art cancer treatment technology. The design phase was challenging to manage. It involved 11 PM departments and 6 organizations, with most members unfamiliar with the new technology. Agile design management techniques were adopted to ensure that the final design satisfies safety, operational and regulatory requirements while patients’ experience is optimized. The design process was structured in iterative cycles to maximize engagement of all team members. Multi-level project organization was also created to streamline information flow and decision making. The outcome was a highly engaged team, completion of the design in 5 months, and no major change at the construction phase. Our experience demonstrates that complex problem requires an agile approach to ensure team engagement and achievement of desired results.


Catarina Lam – University Health Network

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