It is used extensively in quality improvement programmes focused on lean thinking and thus tends to focus on individual projects such as complex clinical process issues.

Changes are tested in small cycles that involve planning, doing, studying, acting.

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Similarities in Steps

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STEP 1
PLAN and REFLECT (consult and research)

STEP 2
DO and PRACTICE (apply and learn)

STEP 3
STUDY and REFRAME (evaluate and reflect)

STEP 4
ACT and SYNERGISE (consult and coach)

It is intended to be used in exploring and developing improved leadership practice and systemic change using a combination of synergetics (‘the whole’) and cybernetics (‘control mechanism of the parts’). It is focused more on complexity.

Changes are explored, tested, and evaluated in complex situations based on the collective leadership values and behaviours through the Collective Leadership Inventory (CLI).

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Both models seek to answer very similar questions:

• What are we trying to accomplish?
• How will we know that a change is an improvement?
• What changes can we make that will result in improvement?
• How can the system be improved?