Integrating a Transformational Culture in Health and Social Care by David Liddle

How can we create a shared and common purpose in these trying times? We’ve become fearful of emotions and feelings within business.”

About the author: One thing’s for certain: David Liddle has big dreams and even bigger plans. Since the inception of Transformational Culture, we’ve seen the book become a bestseller and many organisations climb on board to change their organisational cultures for the better. It seems we were all in desperate need of a clear blueprint to achieving fair, just, inclusive, sustainable and high performing businesses. And now, the spotlight’s on health and social care to become truly transformational.

In association with Healthcare People Management Association (HPMA) and Executive Director Nicky Ingham, the Transformational Culture cohort, Founder David Liddle and Strategic Lead Consultant Blair Maxwell, opened the floor to share their research objectives for 2022 in an exclusive webinar. (Scroll down to catch up on the webinar recording). The collaboration aims to explore the need for a new cultural paradigm within health and social care and to evaluate the potential impact of a transformational culture on health and social care organisations. A report will follow the research in early summertime.

The research areas are outlined as follows:

1. The need for a fair, just, inclusive, sustainable and high-performance culture within the health and social care sector.

2. The development and benefits of a cross functional transformational culture hub.

3. Evaluating the impact of the eight enablers of a transformational culture. 4. Measuring the outputs of a transformational culture through the 7 Cs.

5. The benefits to the NHS of creating a greater alignment between employee experience and patient experience.

6. Possible alignment with the NHSE&I Culture and Leadership Programme.

7. A combination of quantitative and qualitative methods will be used to carry out a thorough research project. The group will involve a cohort of six to eight health and social care organisations as part of a wider Transformational Trailblazers initiative. The methodology will involve:

An online survey to HPMA members, TCM customers and other health and social care providers/regulators/commissioners/partners.

Semi-structured interviews with key stakeholders and partners.

Case study analysis sharing cultural transformation challenges and experiences.

Data gathering and analysis covering areas of values and behaviours, wellbeing, engagement, inclusion, power, justice, civility and respect, leadership, management, human resources and employee and patient experience.

For David, it’s clear that organisations know the importance of dialogue but we’ve created and perpetuated workplace systems that diminish or block the art of conversation. In the words of Gruenert and Whitaker, “the culture of any organisation is shaped by the worst behaviour the leader is willing to tolerate”.

Under the Transformational Culture Model, culture within organisations becomes collaborative, predictive and proactive through a new social contract. The culture contract is managed and deployed by a designated, cross functional hub, working to prioritise the eight enablers of a transformational organisation: