Start by looking at the culture itself; the values, unconscious messages, and behaviours of leaders and employees.
Align with the way people actually relate to one another and to the organisation.
Innovation needs time to develop. No one ever feels like they have time to spare, not everyone feels like an innovator.
Encourage your employees to ask themselves—
- What is the essential purpose of my role?
- What is the outcome that I deliver that is of real value to my patients?
- Is there a better way to deliver that value or purpose?
Making time to experiment with new technologies, ideas, or processes can create a breakthrough. Just enough structure and support is required to help people navigate uncertainty and tap into the creative process without stifling it.
Informal recognition is powerful, as it shapes organisational values. Informal acknowledgments encourage a collective spirit and promote the free flow of ideas.
Make it easy and rewarding for the people whose roles and actions influence the developing innovation culture.
Innovation is an increasingly important part of healthcare delivery. Demand is from both health delivery management and for staff retention. There are three primary goals driving this change –
- lowering cost
- improving equity
- improving outcomes and increasing access.