It sets out the primary and secondary drivers for change, alongside the small steps to create change, with the figure below setting out some current examples.
The driver diagram enables us to be responsive and adapt our actions based on what we are learning.
So, while we are clear and remain fixed on our vision and desired outcomes, we are also working dynamically, using the insights from each engagement and action to adapt our approach and always asking questions as we keep advancing towards our overarching goals.
It has taken time to get used to this way of working but this agility has helped to ensure we are finding routes to create the change we are seeking within the system.
Reframing failure
The systems-change work we are doing has given us an even greater appreciation of learning and the role it must play in driving action, change and partnerships forward.
Learning is seen as a shared activity across stakeholders, with collective reflection being important in drawing out deeper, richer lessons.
Understanding what isn’t working is just as important as what is - even when this means hearing difficult messages.
Design and engagement events have given us key moments where a wide range of stakeholders from different sectors including health, sport and physical activity, academic and digital have come together to solve problems and inform action.
At our first NHS England roundtable, the need to better use data and articulate the latest evidence-base against NHS priorities to help integrate physical activity into NHS services was highlighted.
This led to a cross-sector data workshop to explore needs and opportunities further.
For example, knowing where to signpost or refer patients to is an often cited challenge.
Creating connections between the OpenActive work, led by the Open Data Institute and NHS England, has generated further insight about the role of shared data infrastructure and opportunities for closer collaboration to overcome this.
A collaborative learning culture has enabled us to fail fast and adapt. It has also provided us with some important realisations:
- The hooks you need to drive engagement are varied and nuanced, due to the differing priorities and resources of stakeholders. Being curious and asking questions will help you to find the right hooks.
- Differences in terminology and language can mean that messages don’t always land in the way you might expect.
- Getting all parties together to understand challenges and agree a way forward early in the process builds engagement and common understanding, which is key to achieve large-scale change.
- Adopting new approaches has supported greater connectivity and dialogue between national and place-based partners around what is needed to bring the changes we seek into reality.
Increasing trust among stakeholders and the rich insights gained through honest conversations have opened doors to new opportunities and stronger connections between the health and the sport and physical sectors.
