Dan Harley
@danharley3.bsky.social
“It is up to us to light our own small fires in the darkness”| Dad| Husband| #systemsthinking | #ProfDoc student Applied Social Research | #scilc2 | All views mine
https://www.linkedin.com/in/dan-harley3
https://www.linkedin.com/in/dan-harley3
"In systems of social change, we grapple with an enduring tension: connection vs abstraction. Connection is slow, human& relational. It thrives on trust, listening& collaboration. Abstraction, on the other hand, simplifies complexity into patterns, insights& models. It is fast, scalable& efficient."
September 27, 2025 at 11:10 AM
"In systems of social change, we grapple with an enduring tension: connection vs abstraction. Connection is slow, human& relational. It thrives on trust, listening& collaboration. Abstraction, on the other hand, simplifies complexity into patterns, insights& models. It is fast, scalable& efficient."
2/ “standing out in a negative way too often keeps people in line. As a result, group dynamics end up favoring people who don’t deviate from the defaults.”
June 20, 2025 at 9:11 AM
2/ “standing out in a negative way too often keeps people in line. As a result, group dynamics end up favoring people who don’t deviate from the defaults.”
1/ “Groups create inertia of their own. They tend to value consistency over effectiveness, and reward people for maintaining the status quo. Inertia makes deviating from group norms difficult. The threat of…”
Excerpt From Clear Thinking by Shane Parrish
Excerpt From Clear Thinking by Shane Parrish
June 20, 2025 at 9:11 AM
1/ “Groups create inertia of their own. They tend to value consistency over effectiveness, and reward people for maintaining the status quo. Inertia makes deviating from group norms difficult. The threat of…”
Excerpt From Clear Thinking by Shane Parrish
Excerpt From Clear Thinking by Shane Parrish
“One reason we resist change is that keeping things the way they are requires almost no effort. This helps explain why we get complacent. It takes a lot of effort to build momentum but far less to maintain it.”
Excerpt From Clear Thinking by Shane Parrish
Excerpt From Clear Thinking by Shane Parrish
June 20, 2025 at 9:01 AM
“One reason we resist change is that keeping things the way they are requires almost no effort. This helps explain why we get complacent. It takes a lot of effort to build momentum but far less to maintain it.”
Excerpt From Clear Thinking by Shane Parrish
Excerpt From Clear Thinking by Shane Parrish
“Inertia keeps us in jobs we hate and in relationships that don’t make us happy, because in both cases we know what to expect and it’s comforting to have our expectations reliably met.”
Excerpt From Clear Thinking Shane Parrish
Excerpt From Clear Thinking Shane Parrish
June 20, 2025 at 8:57 AM
“Inertia keeps us in jobs we hate and in relationships that don’t make us happy, because in both cases we know what to expect and it’s comforting to have our expectations reliably met.”
Excerpt From Clear Thinking Shane Parrish
Excerpt From Clear Thinking Shane Parrish
“Starting something is hard but so too is stopping something. We resist change even when change is for the best.”
Excerpt From Clear Thinking by Shane Parrish
Excerpt From Clear Thinking by Shane Parrish
June 20, 2025 at 8:55 AM
“Starting something is hard but so too is stopping something. We resist change even when change is for the best.”
Excerpt From Clear Thinking by Shane Parrish
Excerpt From Clear Thinking by Shane Parrish
“The people executing established practices say they want new ideas, but they just don’t want the bad ones. And because they so want to avoid the bad ones, they never deviate enough to find new good ones.”
From Clear Thinking by Shane Parrish
From Clear Thinking by Shane Parrish
June 18, 2025 at 8:55 PM
“The people executing established practices say they want new ideas, but they just don’t want the bad ones. And because they so want to avoid the bad ones, they never deviate enough to find new good ones.”
From Clear Thinking by Shane Parrish
From Clear Thinking by Shane Parrish
“The social rewards for going with the crowd are felt long before the benefits of going against it are gained. One measure of a person is the degree to which they’ll do the right thing when it goes against the popular belief.”
Excerpt From Clear Thinking
By Shane Parrish
Excerpt From Clear Thinking
By Shane Parrish
June 18, 2025 at 8:43 PM
“The social rewards for going with the crowd are felt long before the benefits of going against it are gained. One measure of a person is the degree to which they’ll do the right thing when it goes against the popular belief.”
Excerpt From Clear Thinking
By Shane Parrish
Excerpt From Clear Thinking
By Shane Parrish
“We’re taught to focus on the big decisions, rather than the moments where we don’t even realize we’re making a choice. Yet these ordinary moments often matter more to our success than the big decisions.”
Excerpt From Clear Thinking Shane Parrish
Excerpt From Clear Thinking Shane Parrish
June 17, 2025 at 4:51 PM
“We’re taught to focus on the big decisions, rather than the moments where we don’t even realize we’re making a choice. Yet these ordinary moments often matter more to our success than the big decisions.”
Excerpt From Clear Thinking Shane Parrish
Excerpt From Clear Thinking Shane Parrish
“If there is no sense of trust in the organization, if people are preoccupied with protecting their backs creativity will be one of the first casualties.”
Kets de Vries
Kets de Vries
June 14, 2025 at 10:28 PM
“If there is no sense of trust in the organization, if people are preoccupied with protecting their backs creativity will be one of the first casualties.”
Kets de Vries
Kets de Vries
“When employees are allowed and encouraged to creatively contribute to improve their own job performance and their organization in ways that are beyond their job role and scope, it might be surprising what can be accomplished.”
June 14, 2025 at 10:25 PM
“When employees are allowed and encouraged to creatively contribute to improve their own job performance and their organization in ways that are beyond their job role and scope, it might be surprising what can be accomplished.”
“If we do not truly listen& seek to understand the perspectives of all ppl in the workplace, regardless of their title or position, ppl will not collaborate constructively in improvement. If ppl feel ignored, disrespected, or devalued, they are likely to disengage from any attempts at improvement.”
June 14, 2025 at 10:18 PM
“If we do not truly listen& seek to understand the perspectives of all ppl in the workplace, regardless of their title or position, ppl will not collaborate constructively in improvement. If ppl feel ignored, disrespected, or devalued, they are likely to disengage from any attempts at improvement.”
“In the long run, using a failure as an opportunity to learn creates a stronger organization.”
June 14, 2025 at 9:59 PM
“In the long run, using a failure as an opportunity to learn creates a stronger organization.”
“Kaizen is not an approach that is limited to managers or improvement specialists from a central department. Kaizen is for everyone.”
June 14, 2025 at 9:53 PM
“Kaizen is not an approach that is limited to managers or improvement specialists from a central department. Kaizen is for everyone.”
“With Kaizen, we learn that people love their own ideas and they love change when they initiate it. The great management thinker Peter Scholtes said simply, “People do not resist change, they resist being changed.”
June 14, 2025 at 9:50 PM
“With Kaizen, we learn that people love their own ideas and they love change when they initiate it. The great management thinker Peter Scholtes said simply, “People do not resist change, they resist being changed.”
“In a Kaizen approach, we do not start by trying to improve what others do. Instead, we start by improving what we do individually.”
June 14, 2025 at 9:34 PM
“In a Kaizen approach, we do not start by trying to improve what others do. Instead, we start by improving what we do individually.”
“The focus of Kaizen, especially in the early stages of an organisations adoption, is often on issues that “bubble up” from frontline staff and the things they notice or struggle with in the course of their daily work.”
June 14, 2025 at 8:51 PM
“The focus of Kaizen, especially in the early stages of an organisations adoption, is often on issues that “bubble up” from frontline staff and the things they notice or struggle with in the course of their daily work.”
Encouraging signs that design and QI can work powerfully together in the NHS. This paper from NHS Tayside shows how design tools can support more person-centred, creative, and collaborative improvement.
👉 cofink.co.uk/wp-content/u...
#NHSQI #DesignThinking #RealisticMedicine
👉 cofink.co.uk/wp-content/u...
#NHSQI #DesignThinking #RealisticMedicine
June 13, 2025 at 6:02 PM
Encouraging signs that design and QI can work powerfully together in the NHS. This paper from NHS Tayside shows how design tools can support more person-centred, creative, and collaborative improvement.
👉 cofink.co.uk/wp-content/u...
#NHSQI #DesignThinking #RealisticMedicine
👉 cofink.co.uk/wp-content/u...
#NHSQI #DesignThinking #RealisticMedicine
Design meets healthcare 🚑🎨
Interesting example from NHS Tayside of how design thinking strengthens quality improvement by promoting creativity, collaboration,& truly patient-centred care.
Read more: cofink.co.uk/wp-content/u...
#QI #DesignThinking #RealisticMedicine #NHSScotland
Interesting example from NHS Tayside of how design thinking strengthens quality improvement by promoting creativity, collaboration,& truly patient-centred care.
Read more: cofink.co.uk/wp-content/u...
#QI #DesignThinking #RealisticMedicine #NHSScotland
June 13, 2025 at 5:53 PM
Design meets healthcare 🚑🎨
Interesting example from NHS Tayside of how design thinking strengthens quality improvement by promoting creativity, collaboration,& truly patient-centred care.
Read more: cofink.co.uk/wp-content/u...
#QI #DesignThinking #RealisticMedicine #NHSScotland
Interesting example from NHS Tayside of how design thinking strengthens quality improvement by promoting creativity, collaboration,& truly patient-centred care.
Read more: cofink.co.uk/wp-content/u...
#QI #DesignThinking #RealisticMedicine #NHSScotland
“change can and does come from anywhere in the organization.”
June 9, 2025 at 9:20 PM
“change can and does come from anywhere in the organization.”
“Transformational change is more emergent than planned. Transformational change cannot be planned in the way change management attempts to implement changes toward some rationally predetermined outcome. Rather, transformation requires holding an intention while moving into the unknown.”
June 9, 2025 at 9:18 PM
“Transformational change is more emergent than planned. Transformational change cannot be planned in the way change management attempts to implement changes toward some rationally predetermined outcome. Rather, transformation requires holding an intention while moving into the unknown.”
2/ “changing who is in conversation with whom, how those conversations take place, increasing conversational skills, what is being talked about, and by asking what is being created from the content and process of current conversations. Talk is action.”
June 9, 2025 at 9:17 PM
2/ “changing who is in conversation with whom, how those conversations take place, increasing conversational skills, what is being talked about, and by asking what is being created from the content and process of current conversations. Talk is action.”
1/ “Creating change requires changing conversations. The social construction of reality occurs in the conversations and communications people have with each other every day. Change is promoted to the extent that everyday conversations are altered. This can occur by…”
June 9, 2025 at 9:17 PM
1/ “Creating change requires changing conversations. The social construction of reality occurs in the conversations and communications people have with each other every day. Change is promoted to the extent that everyday conversations are altered. This can occur by…”
“What happens in organizations is influenced as much or more by how people interact and make meaning—and which people do this—than by how presumably objective external factors and forces impact the system.”
June 9, 2025 at 9:11 PM
“What happens in organizations is influenced as much or more by how people interact and make meaning—and which people do this—than by how presumably objective external factors and forces impact the system.”
"Support skills in new methods rather than just relying on directives: any drive to radically transform a state is in part a process of teaching officials how to think in new ways and needs to be organised accordingly."
demos.co.uk/research/dog...
demos.co.uk/research/dog...
June 5, 2025 at 9:44 AM
"Support skills in new methods rather than just relying on directives: any drive to radically transform a state is in part a process of teaching officials how to think in new ways and needs to be organised accordingly."
demos.co.uk/research/dog...
demos.co.uk/research/dog...