The School for Health and Care Radicals: what impact has it had?

Jonny Gifford

Research Adviser

CIPD

Stella Martorana Ksenia Zheltoukhova

Adrian Osborne

David Ellis

SHCR 2015: the modules

5 live modules Jan-Feb 2015:

1. Being a health and care radical: change starts with me

2. Building alliances: forming communities for change

3. Rolling with resistance

4. Making change happen

5. Beyond the edge: what now?

SHCR 2015: the numbers

• Over 3,000 people registered

• 1,743 logins to the modules

• 4,981 views of YouTube recordings

• 21,629 views of materials

• 7,906 Tweets from 1,196 Tweeters:

• 10.5m Twitter impressions

• 230 Certified Change Agents … and counting

In short, lots of engagement

…but what impact?

Characteristics of a MOOC

• Massive open online course

• Freely available online

• Typically integrated with social media

What this means…

• Anyone can join

• with their unique personal objectives

• They may not listen to all modules (or any!)

• They may get involved in social activity

Core focus of the evaluation:

‘me as a change agent’

An evaluation & review of the SHCR

‘Real-time’ Facebook

forum

Background research

Pre-and post-surveys

In-depth interviews

Nov 2014

July 2015

SHCR impact model

5 factors

SHCR evaluation:Qualitative interviews &

Facebook group analysis

Stella Martorana, CIPD

RELATIONSHIPS

#1 RELATIONSHIPS community & shared purpose

“The school has also made me realise how many other people there are out there who are pretty much the same as me and that gives a sense of belonging which outweighs any isolation.”

Jane B., 2015 SHCR participant

“such an amazing community building up the positivity of all the things we CAN do to impact health and care”

2015 SHCR participant

Self-awareness

Empathy

• Encourage and support others

• Foster involvement and support

• Inspire and motivate

• Storytelling

#2 RELATIONSHIPS building blocks

#2 RELATIONSHIPSbuilding blocks

‘I think when it comes to change I listen better, which means that I will take into consideration everybody’s perspective’.

Anita G., 2015 participant

I would have labelled them resistors to change but now I think of them, to try and understand their viewpoints

Karen J.,2015 SHCR participant

One of the things that I learnt from the school is that I tend to tell people lots of things instead of telling a story and engage people on where we want to go as a service

Dominic G., 2015 SHCR participant

“It has taught me how to put my argument across to different groups”

Gemma F., 2015 SHCR participant

#3 RELATIONSHIPSstorytelling

Confidence (self-efficacy)“If I’ve the right qualities and intensions I can make change happen”

#4 LEADING CHANGE

Methods & theories“‘It was almost like supermarket

sweep running around picking up all these tools”

Resilience“It’s easy to stop at the point of

rejection. Some of the conversation …dealt with tactics about how to deal

with no”

Relationships

Highlights from participants’ stories

#1 Jane B., Clinical Audit Facilitator at Darent Valley Hospital

Promoting information sharing and collaborative working within the surgical team

#2 Anita G., LD Nurse at Barnsley Hospital

Working with stakeholders to improve patients’ care & safety

… more stories in the report

Stella Martorana

Research Associate

CIPD

SHCR evaluation:Qualitative interviews &

Facebook group analysis

Stella Martorana, CIPD

Adrian Osborne

Communications Director

The Shrewsbury and Telford Hospital NHS Trust

‘Breaking the Cycle’ with social media

Dr David Ellis

Public Governor – Birchwood, Rixton and Woolston

Warrington and Halton Hospitals NHS Foundation Trust

Involvement and support for unpaid carers

SHCR evaluation:Survey findings

Ksenia Zheltoukhova, CIPD

Survey of SHCR learners

• Two waves:• Immediately before the School

• 6 months after

• Evaluating the change in:• Individual attitudes and behaviours

• Energy

• Organisation-level outcomes

178 respondents…gave feedback

about the School

113 learners…completed both

waves of the survey

Satisfaction with the learning experience

• High levels of satisfaction with the School:• 8 out of 10 recommended it to others

• Three-quarters shared learning with others in their organisation

• Those who started the School with lower levels of change leadership skills are more satisfied and engaged with the School. Experienced participants (possibly previous graduates of the School) are less likely to discover new content.

• Three specific areas to consider for the future iterations of the School:• Timing of the modules (only 6 in 10 satisfied)

• Access to technology (e.g. Webex and social media within the NHS)

• Online chats (giving more direction to the conversation, possibly giving tips on networking and using social media)

“I found the program inspiring. The materials and lectures were fantastic,

stimulating, interesting and well worth the effort. I learnt a lot. [The course]

reinforced my belief that lectures can be a great way to learn. The power-

points were a great addition, thought provoking and memorable – I collected

some for motivation.” – SHCR 2015 learner

The five factors: before and after

6.2

4.53

5.14 5.095.4

6.31

5.59 5.585.17

5.83

0

1

2

3

4

5

6

7

Sense ofpurpose/motivation

Knowledge Rocking the boat Staying in the boat Ablity to connectwith others to build

support change

Before After

Energy: before and after

4.80 4.675.075.04 5.10

5.39

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Social Psychological Spiritual

Before After

A few comments…

Encouragement that changes were wanted in health and care. Positive

about changes and how to make them. Sense of belonging to a group that wants to see change and improve care to bring

about better health.

It was an excellent reminder of change management knowledge which I already had, but added some really important "soft" aspects which I have been able to put into practice to drive really important change - this was using some of the more emotional aspects of storytelling to create a sense of urgency.

Linking in with other radicals was a very powerful tool to share experience and learn from other people

A really good insight into myself. I saw how previous attempts at instigating change had been influenced by my own attitude. I also learned a lot about managing resistance to change and the concept of embracing resistance became quite liberating.

Organisation-level measures

5.96

5.48

5.02

4.44

6.05

5.81

5.39

4.86

0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00

I respond to change in a way which increasesorganisation performance.

I would recommend care at my place of work tofriends and family.

My organisation regularly reviews itsperformance to identify areas for improvement…

In my organisation it is acceptable to challengethe status quo.

After Before

• An increase in self-efficacy and social energy allows individuals to see their organisations as more open to change, and themselves as more effective change agents.

• However, increased sense of purpose and motivation might make it emotionally difficult for them to stay engaged with their place of work, which is why ability to stay in the boat and support from the community of radicals are critical.

Ksenia Zheltoukhova

Research Adviser

CIPD

Jonny Gifford

Stella Martorana Ksenia Zheltoukhova

Adrian Osborne

David Ellis

Thank you

for listening