Hear Paul's story. What does he need for a good life? youtube.com/watch?v=AoxgCbkS… #LDWeekScot2022 #HumanRights #communities #partnership #storytelling @pklearning @PaulJamesBooth @SCLDNews @ALLIANCEScot @WMTYScot @PersonCntrdSco @SPSP_PC @scotgov @CareopinionScot @ManiraAhmad

“Experts” & “expertise” can be very dangerous to change interventions. In leading change, it’s better to think like an explorer than an expert. See the graphic below. An “expert” way of thinking can become a loop where knowing a lot turns into strong certainty. That leads us to mainly look for information that backs up what we already know, which then makes us feel confirmed. Experts can become oriented toward being right & getting affirmed, which can make their thinking narrower & more self-sealing over time. An “explorer” way of thinking is a loop focused on learning. It starts with being humble enough to admit we might not have the full picture, then asking questions, staying curious & trying to find out more - so new information keeps shaping our views & change practice over time. One of the greatest dangers in change experts (especially prevalent in external change experts coming into an organisation) is bias. Common biases are: - Confirmation bias: we search for information/evidence that supports what we already think & overlook anything that contradicts this. - “Solutioneering”: We jump quickly to a preferred intervention (new structure, operating model, digital tool etc) before fully understanding the local context & constraints. - ​Authority bias: we can give extra weight to the opinion of the most senior person (or the loudest “expert”) & discount what others (especially people closer to the work) are seeing or can contribute. - Overconfidence effect: we can be too sure we’ve got this under control, so we plan as if the future is predictable & leave too little room for learning & adaptation. - One-size-fits-all / template bias: we over-apply what worked elsewhere (reusing change models, templates & assumptions) even when culture, incentives, capability or demand patterns differ. - Case-study trap: We lean too heavily on successful past engagements & familiar sectors (“this looks just like Y”) & under-sample what is unique about this organisation. In a relatively stable world, expert-led change can deliver results. But as AI accelerates the pace of disruption, the edge shifts from having the answers to staying open to better ones. The most effective change leaders will be those who keep their curiosity switched on, run experiments, learn quickly & humbly adapt when the evidence changes. In other words, the future belongs to explorers - because in an AI-shaped world, agility is likely to beat expert ability when it comes to change. For experts/explorers see Joey Davis: joeydavis.me/posts/unlocking… For more on biases, see the review by @grahamkmann of the work of Rolf Dobelli: grahammann.net/book-notes/th… Graphic adapted from one by @anujmagazine.

Leading change demands deep emotional strength & self-awareness. Leaders of change have to balance an “inner battle” between agency (the need to drive momentum & action towards the vision) & ambivalence (identify risks, invite reflection & apply caution before proceeding). Typically, agency vs. ambivalence isn’t a resolvable “either/or”; it’s a “both/&” tension that leaders of change have to constantly hold & manage. @RonCarucci says we have to consider this tension across five critical dimensions of inner conflict: 1) Voice: Inspiring others with a compelling picture of the future, yet inviting dissent. 2) Ideas: Reframing possibilities with imagination while fostering unity. 3) Passion: Emotionally fuelling the cause of change & encouraging others to make their own connection to the cause. 4) Discontent: Challenging the status quo productively. 5) Conviction: Believing in the need for change but being flexible about the approach. The leaders who succeed at transformation are those who can live with the tension, read the conditions & repeatedly recalibrate that mix without overfocussing on either extreme for long. The author sets out advice to recognise the dimensions, watch for signs that they’re out of balance & use “guardrails” for sustaining balance as a leader of change: hbr.org/2025/09/the-resilien…

Great to be back with @davehenderson31 @PKlearning today for 3 talks as we near the end of of our 18 month partnership work @CreativeDirect1 @IreneOldfather @IanMWelsh @redmond_kidd @ALLIANCEScot @PersonCentredVo

Question: How can we build a link to purpose that improves performance for all employees? Answer: Activate the power of frontline (team) leaders in making purpose meaningful in daily work. A study of 57,000 employees across 469 organisations showed that when team leaders have regular conversations with their teams about organisational purpose ("purpose dialogue") it has a significant impact on performance. Commitment grows when people feel the organisation’s wider goals are meaningful, relevant & openly discussed. A 1 point increase (on a 6 point scale) in team-level purpose dialogue boosted team commitment scores by 10%, which in turn led to improvements in team performance, lower turnover & more innovation. Two other factors amplified the impact of purpose dialogue: -Relationship quality: where every team member experienced respect, trust, & fair access to support & opportunities -A sense of agency & control: where teams were felt they were granted real autonomy to act on organisational purpose. Three ways to “operationalise purpose”: 1. Build purpose dialogue into the operational fabric: Make deliberate, two-way conversations about purpose a standard part of organisational routines, role modelled by leaders at every level. 2. Ensure balanced relationships: Support all team members to experience purpose-driven leadership & receive equitable support and recognition. 3. Encourage ownership and initiative: Seek to give teams autonomy in how they achieve strategic objectives, reinforcing accountability and engagement. Sustaining organisational performance is not about grand purpose statements but the everyday work of connecting, engaging & enabling teams around shared goals. Team leaders are critical agents for achieving this: sloanreview.mit.edu/article/…. By @rudyOrg & colleagues @mitsmr

✨The Power of the Circle You Keep✨ “Surround yourself with people who empower you, believe in you, support you, uplift you, motivate you & appreciate you.” Your circle shapes your mindset potential. Protect your energy, nurture your resilience, be the best version of YOU.💫

❤️this…

Look forward to hosting a talk #tonight iñ Perth for #Night #Shift HSCP colleagues, as part of our work and last few days with @PKlearning taking talks to people at a time that matters to them @CreativeDirect1 @redmond_kidd @IreneOldfather @IanMWelsh @ALLIANCEScot @WMTYScot

🆕 @RSABI is working with @UofGlasgow on a new research project focused on suicide prevention in the agriculture industry in Scotland. The three-year project will be supervised by Professor Rory O’Connor, one of the world’s leading experts in the field of suicide prevention.

@RealisticMed @redmond_kidd @IanMWelsh @IreneOldfather @WMTYScot @PKlearning @CreativeDirect1 @DrGregorSmith @CNOScotland Such a great Honour to be invited to speak 2025 Global Forum: Creating Health Through Connections alliance-scotland.org.uk/blo…

Great to back today with @davehenderson31 ,Rachel @PKlearning hosting workshops, Perth City with Care at home providers @WMTYPK @ALLIANCEScot @PersonCentredVo @WMTYScot @IanMWelsh @redmond_kidd @IreneOldfather #WMTY25

Love this! #WMTYPK

We’re excited to resume our work in Perth and Kinross as we kick off a new cycle of workshops! Our National Lead @TommyNTour will be delivering talks across the area, highlighting the power of kindness and connection in care. Stay tuned! @suz_eva @PKlearning

Why superficial, so called "staff engagement" is worse than no engagement at all. This is about "listening sessions" & "engagement workshops" where people put their ideas forward (often on post-it notes) where nothing happens afterwards or "suggestion boxes" that don't get opened often. It allows leaders to say “We asked for employee input” without actually giving up control. It’s engagement without risk. It has a side effect. It erodes trust. People see through the act & resent it. They disengage more. It turns hopeful people into even bigger cynics. Three key questions to ask about any "staff involvement" strategy: 1. What happens to these ideas after this meeting? 2. Who decides which ones move forward? 3. How do we measure if this process is working? Real collaboration isn’t a meeting. It’s a way of thinking & behaviour, role modelled by leaders: - Being open and creating visible feedback loops - Ensuring follow-through & action on the ideas put forward - Distributing decision-making power - Enabling dialogue across the system - Setting accountability goals for collaborative working: medium.com/psychology-of-wor…. By Bette Ludwig @BetteFreelancer.

Only a few more days to apply for this fab role in a great team #lovelearning #Practicelearning #Socialwork

Do you love learning and creating environments where people flourish? The closing date for this fantastic role within SW Practice education closes soon,myjobscotland.gov.uk/council… #practiceeducation #socialworkscotland @CreativeDirect1 @PerthandKinross

🚨🚨🚨 BREAKING: The V&A Dundee have just announced FIVE new free exhibitions which will go on display at the museum including one celebrating Ninewells Hospital.

Choose to say yes to the things you want, even if the path forward scares you.

November, 13 years ago. Taking the Letters from my walk to collect love stories to the @ScotParl #LoveStories @IreneOldfather @IanMWelsh @NicolaSturgeon @JohannLamont @redmond_kidd @PersonCentredVo @alzscot

👋 @tommyNtour 😍