school for health and care radicals melbourne slide set
TRANSCRIPT
#SHCR @HelenBevan @FreerMary
A one day
Network: MConnectDownload the slides at: http://www.slideshare.net/CarynHamburger/school-for-health-and-care-radicals-melbourne-slide-set
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SCHOOL FOR HEALTH AND CARE RADICALS MELBOURNE - 5 AUGUST 2015
EMAIL US FEEDBACK AT:[email protected] ABOUT THE MELBOURNE SCHOOL USING THE HASHTAG:#SHCR and the handle @School4Radicals
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A one day
Network: MconnectDownload the slides at: http://www.slideshare.net/NHSIQ/the-school-for-health-and-care-radicals-victoria
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Welcome to the School for Health and Care Radicals: a global
community of change agents
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100,000
2,000
20,000
65
348
25,000+
120 14,000
inc
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http://www.slideshare.net/Downes/connectivism-and-personal-learning?next_slideshow=1
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The school is being formally evaluated by the Chartered Institute for Personnel and Development
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The Fundamental Law of Conventional Conferences
The sum of the expertise of the
people in the audience is greater
than the sum of expertise of the people on stage
Dave Winer
““
Source of image: www.citynet.com
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Joining in today and beyond• Use the network MConnect• Please tweet using the hashtag #SHCR and the handle
@School4Radicals• Alumni from the School for Health and Care Radicals will
also be joining in• We will produce summaries of the content and
discussions today • Join our Facebook group School for Health and Care
Radicals
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Submit it as part of your personal Continuing
Professional Development
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Everyone has gifts and strengthsWhat superpower do you have?
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Source: @NHSChangeDay
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People who are highly connected have twice as much power to
influence change as people with hierarchical power
Leandro Herrerohttp://t.co/Du6zCbrDBC
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“New truths begin as heresies” (Huxley, defending Darwin’s theory of natural selection)
Source of image: installation by the artist Adam Katzwww.thisiscolossal.com
Via @NeilPerkin
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Starts on the fringe (at the edge)
Starts with the activistsGary Hamel
always
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So why do we keep reinventing the past and calling it the future?
Image used under Creative Commons licence: Kicki
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Tomorrow belongs to those who can hear it coming
David Bowie
“ “
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SEISMIC SHIFTS
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Kinthi Sturtevant, IBM 13th
annual Change Management Conference
June 2015
We rarely see two, three or four year change projects anymore. Now it’s 30-60-90 day change
projects
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DIGITALCONNECTION
SEISMIC SHIFTS
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Work complexity
SEISMIC SHIFTS
DIGITALCONNECTION
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DIGITALCONNECTION
SEISMIC SHIFTS
Hierarchical
power
Work complexity
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Research by IBM
200841% of leaders considered they were successful in managing change
201420% of leaders considered they were successful in managing change
Source: Jorgensen, Bruel & Franke, Making change work….while the work keeps changing” quoted in Foster F (2015) “Using crowdsourcing to deliver transformational change
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DIGITALCONNECTION
SEISMIC SHIFTS
Hierarchical
power
Work complexity
Change from the edge
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http://www.slideshare.net/Openpolicymaking/policy-lab-slide-share-introduction-final
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Why go to the edge?
“Leading from the edge brings us into contact with a far wider range
of relationships, and in turn, this increases our potential for diversity
in terms of thought, experience and background. Diversity leads to
more disruptive thinking, faster change and better outcomes
Aylet Baron
#SHCR @HelenBevan @FreerMary
What does that mean?• One foot in the system and one foot beyond • Pulling in assets, ideas, knowledge and
connections rather than pushing them down• Working at the edge of the existing system so
we can see the potential and make connections that we couldn’t do if we were at the centre
• Prepare the existing culture by embracing pathfinders from the new culture
• Conform and rebel
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#SHCR @HelenBevan @FreerMary
Jeremy Heimens TED talk “What new power looks like” https://www.youtube.com/watch?v=j-S03JfgHEA
old power new power
Currency
Held by a few
Pushed down
Commanded
Closed
Transaction
Current
Made by many
Pulled in
Shared
Open
Relationship
#SHCR @HelenBevan @FreerMary
The battle and balancing between the old and new power will be a defining feature
of society and business in the coming yearsJeremy Heimans and Henry Timms
Understanding new power, Harvard Business Review, December 2014 https://hbr.org/2014/12/understanding-new-power?utm_campaign=Socialflow&utm_source=Socialflow&utm_medium=Tweet
#SHCR @HelenBevan @FreerMary
The battle and balancing between the old and new power will be a defining feature
of society and business in the coming yearsJeremy Heimans and Henry Timms
Understanding new power, Harvard Business Review, December 2014 https://hbr.org/2014/12/understanding-new-power?utm_campaign=Socialflow&utm_source=Socialflow&utm_medium=Tweet
The battle and balancing between old and new power will also be the defining feature of the
health and care system in the coming years
#SHCR @HelenBevan @FreerMary Source: Gary Hamel
#SHCR @HelenBevan @FreerMary Source:@Alfacarlo
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John Kotter, the most influential thought leader globally, recognises new approaches are needed
FROM
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John Kotter: “Accelerate!”
• We won’t create big change through hierarchy on its own
• We need hierarchy AND network• Many change agents, not just a
few, with many acts of leadership• At least 50% buy-in required• Changing our mindset
• From “have to” to “want to”
TO
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From “have to” to “want to”
Source of image s:www.slideshare.net/mexicanwave/champions-trolls-10-years-of-the-cipd-online-community
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Managers know how to command obedience and diligence, but most are
clueless when it comes to galvanizing the sort of volunteerism that animates life on
the social web. Initiative, imagination and passion can’t be commanded—they’re gifts.
Gary Hamel http://www.mixmashup.org/blog/reinventing-management-mashup-architecture-ideology
‘
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The Network Secrets of Great Change AgentsJulie Battilana &Tiziana Casciaro
As a change agent, my centrality in the informal network is more
important than my position in the formal hierarchy
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is the new normal!
“Tomorrow’s management systems will need to value
diversity, dissent and divergence as highly as conformance, consensus and cohesion.”
Gary Hamel
Image by neilperkin.typepad.com
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#SHCR @HelenBevan @FreerMary
We need rebels!•The principal champion of a change initiative, cause or action
•Rebels don’t wait for permission to lead, innovate, strategise
•They are responsible; they do what is right•They name things that others don’t see yet
•They point to new horizons•Without rebels, the storyline never changes
Source : @PeterVan http://t.co/6CQtA4wUv1
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What happens to heretics/radicals/rebels/mavericks
in organisations?
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#SHCR @HelenBevan @FreerMary#IQTGOLD#SCHR @HelenBevan @freermarySource: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out
#SHCR @HelenBevan @FreerMary
We need to be boatrockers!
• Walk the fine line between difference and fit, inside and outside, rock the boat but manage to stay in it
• Able to challenge the status quo when we see that there could be a better way
• Conform AND rebel• Capable of working with others
to create success NOT a destructive troublemaker
Source: Debra Meyerson
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What are the risks for a boat rocker?
1. Our experiences of “being different” can be fundamentally disempowering. This can lead us to conform because we see no other choice
Source: adapted from Debra E Meyerson
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What are the risks for a boat rocker?
1. Our experiences of “being different” can be fundamentally disempowering. This can lead us to conform because we see no other choice we surrender a part of ourselves, and silence
our commitment, in order to survive
Source: adapted from Debra E Meyerson
#SHCR @HelenBevan @FreerMary
#SHCR @HelenBevan @FreerMary
#SHCR @HelenBevan @FreerMary
What are the risks for a boat rocker?
1. Our experiences of “being different” can be fundamentally disempowering. This can lead us to conform because we see no other choice we surrender a part of ourselves, and silence
our commitment, in order to survive2. leave the organisation
Source: adapted from Debra E Meyerson
#SHCR @HelenBevan @FreerMary
What are the risks for a boat rocker?
1. Our experiences of “being different” can be fundamentally disempowering. This can lead us to conform because we see no other choice we surrender a part of ourselves, and silence
our commitment, in order to survive2. leave the organisation
we cannot find a way to be true to our values and commitments and still survive
Source: adapted from Debra E Meyerson
#SHCR @HelenBevan @FreerMary
What are the risks for a boat rocker?
1. Our experiences of “being different” can be fundamentally disempowering. This can lead us to conform because we see no other choice we surrender a part of ourselves, and silence
our commitment, in order to survive2. leave the organisation
we cannot find a way to be true to our values and commitments and still survive
3. stridently challenge the status quo in a manner which is increasingly radical and self-defeating
Source: adapted from Debra E Meyerson
#SHCR @HelenBevan @FreerMary
What are the risks for a boat rocker?
1. Our experiences of “being different” can be fundamentally disempowering. This can lead us to conform because we see no other choice we surrender a part of ourselves, and silence
our commitment, in order to survive2. leave the organisation
we cannot find a way to be true to our values and commitments and still survive
3. stridently challenge the status quo in a manner which is increasingly radical and self-defeating this just confirms what we already know – that
we don’t belong Source: adapted from Debra E Meyerson
#SHCR @HelenBevan @FreerMary#NHSChangeDay #SHCRchatSource : Lois Kelly www.foghound.com
There’s a big difference between a rebel and a troublemaker
Rebel
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Reflection
• What are your insights around “rebels” and “troublemakers”?
• What moves people from being “rebel” to “troublemaker”?
• How do we protect against this?
#SHCR @HelenBevan @FreerMary#NHSChangeDay #SHCRchatSource : Lois Kelly www.rebelsatwork.com
There’s a big difference between a rebel and a troublemaker
Rebel
#SHCR @HelenBevan @FreerMary
Peter Fuda’s Transformational Change Agent framework
Skills and methods for creating change
Ability to make sense of, and reshape perceptions of ‘reality’
Personal characteristics and qualities
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Peter Fuda’s Transformational Change Agent framework: my perspective
“Doing”• Where most change agents
in health and care put most of their effort and emphasis
• What others typically judge us on
• What we often perceive we need to do to add value
• What most change and improvement courses focus on
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Peter Fuda’s Transformational Change Agent framework: my perspective
“Seeing ” and “Being”• We can only do effective
“doing” if we build on strong foundations of “seeing and being”
• Change begins with me• Hopeful futures, creative
opportunities and potential• Multiple lenses for change • See myself in the context of
my higher purpose
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“Being” as a change agent
Personal characteristics and qualities
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Change starts with me
Source of image: jasonkeath.com
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"There’s only one corner of the
universe you can be certain of
improving, and that’s your own
self." Aldous Huxley
Source of image: timcoffeyart.wordpress.com
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‘I do not think you can really deal with change without a person asking real
questions about who they are and how they belong in the world’
David Whyte, The Heart Aroused 1994
Source of image: fistfuloftalent.com
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1. able to join forces with others to create action2. able to achieve small wins which create a sense
of hope, possibility and confidence3. More likely to view obstacles as challenges to
overcome4. strong sense of “self-efficacy”
belief that I am personally able to create the change
Four things we know about successful boat rockers
Source: adapted from Debra E Meyerson
CHANGE
me
BEGINS WITH
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Self-efficacy
“If you think you can or think you
can't, you are right.”
Henry Ford
“The ability to act is tied to a belief that it is possible to do so”
Albert Bandura
There is a positive, significant relationship between the self-efficacy beliefs of a
change agent and her/his ability to facilitate change
and get good outcomes
Source of image:www.h3daily.com
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What’s the difference between
self efficacyand
self esteem,self belief,
self-confidence?
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Source: @NHSChangeDay
#SHCR @HelenBevan @FreerMary
Source: @NHSChangeDay
What is the issue here?“permission” ?
(externally generated)or
Self efficacy ? (internally generated)
#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton
Building self-efficacy: some tactics1. Create change one small step at a time2. Reframe your thinking:
• failed attempts are learning opportunities• uncertainty becomes curiousity
3. Make change routine rather than an exceptional activity4. Get social support5. Learn from the best
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Being a great change agent is about knowing, doing, living and being improvement
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Avedis Donabedian
“Ultimately, the secret of quality is love.…… If you have love, you can then work backward to monitor and improve the system”.
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Key tactic :Out-love everyone else
Source of image: Bradley Burgess
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Two kinds of people at work
• Feel connected to a higher purpose
• Controlled & coordinated through shared goals & values
• Collaborate• Embrace change• Work to who they are
The contributors The compliant
• Feel disconnected from purpose
• Controlled & coordinated through performance management & standardised procedures
• Hold back• Resist change• Work to a role specification
Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the-winners-in-business-are-taking-the-time-to-build-a-positive-kind-social-culture/
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Two kinds of people at work
• Feel connected to a higher purpose
• Controlled & coordinated through shared goals & values
• Collaborate• Embrace change• Work to who they are
The contributors The compliant
• Feel disconnected from purpose
• Controlled & coordinated through performance management & standardised procedures
• Hold back• Resist change• Work to a role specification
Gallup global research:• Only 13% of the workforce are
engaged (contributors)• Contributors create six times the
value to an organisation compared to the compliant
http://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx
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Persistent application of power and authority drains energy
from those in its wakeDan Rockwell
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Questions for reflection
1. What are the opportunities for me to build my perspectives and skills as an agent of change?
2. How can I build self efficacy as a change agent?3. How do I move beyond skills and knowledge of
change to live and be change?4. Who can help and support me as a change
agent?5. What are the implications for the way I work?
#SHCR @HelenBevan @FreerMary
Jeremy Heimens TED talk “What new power looks like” https://www.youtube.com/watch?v=j-S03JfgHEA
old power new power
Currency
Held by a few
Pushed down
Commanded
Closed
Transaction
Current
Made by many
Pulled in
Shared
Open
Relationship
#SHCR @HelenBevan @FreerMarySource of image: outskirtsbattledome.wikispaces.com
The easiest way to thrive as an outlier
...is to avoid being oneSeth Goodin
#SHCR @HelenBevan @FreerMaryFor more information/explanation visit: http://linkis.com/www.oscarberg.net/20/QwGqW
#SHCR @HelenBevan @FreerMary
Power in community“Power used to come largely through and from big institutions.Today power can and does come from connected individuals in community.When community invests in an idea, it co-owns its success.
Source of image: orton.org
Instead of trying to achieve scale all by ourselves, we have a new way to have scale. Scale can be in, with and through community.”
Nilofer Merchant
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“When we talk of social change, we talk of movements, a word that suggest vast
groups of people walking together, leaving behind one way and travelling towards
another”Rebecca Solnit
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Learning from social movement leaders
http://www.slideshare.net/NHSIQ/the-power-of-one-the-power-of-many?qid=97bb3464-07c2-4883-9531-c3d436a66aa1&v=qf1&b=&from_search=2
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#SHCR @HelenBevan @FreerMary
Calls to Action
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Leadership is….
…the art of mobilising others to want to struggle for shared
aspirationsJim Kouzes
Source of image: environmentvictoria.org.au
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Framing … is the process by which leaders construct, articulate and put across their message in a powerful and compelling way in order to win people to their cause and call them to action.
Snow D A and Benford R D (1992)
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What’s the financial incentive?
Who is performance managing?
What’s the project plan?
Source: @RobertVarnam
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The reality
“What the leader cares about (and typically bases at least 80% of his or her message to others on) does
not tap into roughly 80% of the workforce’s primary motivators for putting extra energy into the change
programme”Scott Keller and Carolyn Aiken (2009)
The Inconvenient Truth about Change Management
Source of image: swedenbourg-openlearning.org.uk
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1. People speak intellectually but engage emotionally
2. Facts are hard to remember and easy to challenge
3. If we only talk about our success people won’t believe us
4. People don’t want more communication; they want meaningful communication
http://www.peterfuda.com/2014/10/30/traditional-comms-fail-engage/
Four gaps betweenhow we
communicate change
how people engage with that communication
#SHCR @HelenBevan @FreerMary#IQTGOLD#SCHR @HelenBevan @freermary
“I have some Key Performance
Indicators
for you”
or
“I have a dream”
Source: @RobertVarnam
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If we want people to take action, we have to connect with their emotions through values
action
values
emotion
Source: Marshall Ganz
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#SHCR @HelenBevan @FreerMary#IQTGOLD#SCHR @HelenBevan @freermary
But not all emotions are equal.........
inertiaurgency
anger apathy
solidarity isolation
you can make a difference
Self-doubt
hope fear
Ove
rco
mes
Action motivatorsAction inhibitors
Source: Marshall Ganz
#SHCR @HelenBevan @FreerMary
‘‘Leaders must wake people out of inertia. They must get people excited about something they’ve never seen before, something that does not yet exist”
Rosa Beth Moss Kanter
Source of image: www.linkedin.com/company/activate-brand-agency
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Effective framing: what do we need to do?
1. Tell a story
Source of image: woccdoc.org
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http://www.slideshare.net/amitkaps/fifth-elephant-2014-talk-crafting-visual-stories-with-data?sf3881865=1
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Effective framing: what do we need to do?
1. Tell a story2. Make it personal
Source of image: woccdoc.org
#SHCR @HelenBevan @FreerMary
Effective framing: what do we need to do?
1. Tell a story2. Make it personal3. Be authentic
Source of image: woccdoc.org
#SHCR @HelenBevan @FreerMary
Effective framing: what do we need to do?
1. Tell a story2. Make it personal3. Be authentic4. Create a sense of “us” (and be clear who the “us”
is)
Source of image: woccdoc.org
#SHCR @HelenBevan @FreerMary
Effective framing: what do we need to do?
1. Tell a story2. Make it personal3. Be authentic4. Create a sense of “us” (and be clear who the “us”
is)5. Build in a call for urgent action
Source of image: woccdoc.org
#SHCR @HelenBevan @FreerMary#IQTGOLD#SCHR @HelenBevan @freermary
Vivid details
Source: Marshall Ganz
#SHCR @HelenBevan @FreerMary
Talk to the person next to you
• Tell your story about why the change you are involved in now is so important to you
• Relate it to a personal experience
You have:• 2 minutes to prepare your story• 3 minutes each to tell your story
#SHCR @HelenBevan @FreerMary
Harvard researchers put a gorilla image on this lung scan
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Harvard researchers put a gorilla image on this lung scan
#SHCR @HelenBevan @FreerMary
What proportion of the radiologists who reviewed this scan actually saw the gorilla?
90%
25% 17%
80%
9%
60%
#SHCR @HelenBevan @FreerMary
What proportion of the radiologists who reviewed this scan actually saw the gorilla?
90%
25% 17%
80%
9%
60%
http://www.npr.org/blogs/health/2013/02/11/171409656/why-even-radiologists-can-miss-a-gorilla-hiding-in-plain-sight
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How do we create a sense of “us” to build momentum for change?
Source of image: www.tannerfriedman.com
#SHCR @HelenBevan @FreerMary
Moving beyond us and them to us and us
Source of image: www.delta7.com
#SHCR @HelenBevan @FreerMary
The Network Secrets of Great Change AgentsJulie Battilana &Tiziana Casciaro
1. As a change agent, my centrality in the informal network is more important than my position in the formal hierarchy
2. If you want to create small scale change, work through a cohesive network
If you want to create big change, create bridge networks between disconnected groups
#SHCR @HelenBevan @FreerMary
strong ties (cohesive)v.
weak ties (disconnected)
Source of image: http://www.forbes.com/fdc/welcome_mjx.shtml
#SHCR @HelenBevan @FreerMary
When we spread change through strong ties:• we interact with “people like us”, with
the same life experiences, beliefs and values
• Change is “peer to peer”; GP to GP, social worker to social worker, nurse to nurse, community leader to community leader
• Influence is spread through people who are strongly connected to each other, like and trust each other
#SHCR @HelenBevan @FreerMary
When we spread change through strong ties:• we interact with “people like us”, with
the same life experiences, beliefs and values
• Change is “peer to peer”; GP to GP, social worker to social worker, nurse to nurse, community leader to community leader
• Influence is spread through people who are strongly connected to each other, like and trust each other
IT WORKS BECAUSE: people are far more likely to be influenced to adopt new behaviours or ways of working from those with whom they are most strongly tied
#SHCR @HelenBevan @FreerMary
The pros and cons of strong ties
Pros Cons
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When we seek to spread change through weak ties
• we build bridges between groups and individuals who were previously different and separate
• we create relationships based not on pre-existing similarities but on common purpose and commitments that people make to each other to take action
• We can mobilise all the resources in our organisation, system or community to help achieve our goals
#SHCR @HelenBevan @FreerMary
Why we need to build weak ties AS WELL AS strong ties
• Weak ties are more likely to lead to change at scale because they enable us to access more people with fewer barriers
More on weak ties: https://www.youtube.com/watch?v=w7AzRVxhEXA#t=45
#SHCR @HelenBevan @FreerMary
Why we need to build weak ties AS WELL AS strong ties
• Weak ties are more likely to lead to change at scale because they enable us to access more people with fewer barriers
• In situations of uncertainty, we have a tendency to revert to our strong tie relationships yet the evidence tells us that weak ties are
much more important than strong ties when it comes to searching out resources in times of scarcity
#SHCR @HelenBevan @FreerMary
Why we need to build weak ties AS WELL AS strong ties
• Weak ties are more likely to lead to change at scale because they enable us to access more people with fewer barriers
• In situations of uncertainty, we have a tendency to revert to our strong tie relationships yet the evidence tells us that weak ties are
much more important than strong ties when it comes to searching out resources in times of scarcity
• The most breakthrough innovations and most radical change will come when we tap into our weak ties
#SHCR @HelenBevan @FreerMary
Sources of weak ties
#SHCR @HelenBevan @FreerMary
Three components of a great narrative• Diagnostic – what is the problem that
we are addressing? What is the extent of the problem? What is the specific source or sources?
• Prognostic – what could the future look like? What is our “plan of attack” and our strategy for carrying out the plan?
• Motivational – why is this urgent? What is our call for action that connects with the motivational and emotional drivers of our audience?
Source: Benford and SnowSource of image: www.ecommercedefense.com
#SHCR @HelenBevan @FreerMary
Four keys to collaboration
• Lean into your discomfort• Listen as an ally• State your intent • Share your “street corner”
Source: Judith Katz and Fred Miller
#SHCR @HelenBevan @FreerMary
#SHCR @HelenBevan @FreerMary
Four keys to collaboration
• Lean into your discomfort• Listen as an ally• State your intent • Share your “street corner”
Source: Judith Katz and Fred Miller
#SHCR @HelenBevan @FreerMary125
http://weneedsocial.com/blog/2013/8/25/disrupted-disruptors-unite
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Source of image: http://switchandshift.com/transactional-or-transformational-which-leadership-style-is-best
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“You don’t need an engine when you have wind in your sails”
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Questions for reflection
1. What learning and inspiration can you take from social movement leaders to help you in your role as an agent of change in health and care?
2. How will you attract the attention of the people you want to call to action?
3. Who are the people who are currently disconnected that you want to unite in order to achieve your goal for change? How can you build a sense of “us” with them?
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Employee resistance is the most common reason executives cite for the
failure of big organizational-change
effortsScott Keller and Colin Price
(2011), Beyond Performance: How Great Organizations Build Ultimate
Competitive Advantage Source of image: Businessconjunctions.com
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“Thousands of patients have died needlessly because of
a damaging reluctance amongst doctors and the
public to accept changes in the NHS, according to the country’s top emergency
doctor
“
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Leaders ask their staff to be ready for change, but do not engage enough in sensemaking........
Sensemaking is not done via marketing...or slogans but by emotional connection with employees
Ron Weil
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Resistant behaviour is a good indicator of missing relevance
Harald Schirmerhttp://de.slideshare.net/haraldschirmer/strategies-for-corporate-change-the-new-role-of-hr-driving-social-adoption-and-change-in-the-enterprise
Source of image: driverlayer.com
‘‘
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Cultural change is a million
subversive acts of resistance
Brene Brown
Source of image: zazzle.com
‘‘
#SHCR @HelenBevan @FreerMaryImage copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/
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C http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
#SHCR @HelenBevan @FreerMarySource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
#SHCR @HelenBevan @FreerMarySource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
#SHCR @HelenBevan @FreerMarySource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
#SHCR @HelenBevan @FreerMarySource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
#SHCR @HelenBevan @FreerMarySource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
Make it a personal PERFORMANCE target.
#SHCR @HelenBevan @FreerMarySource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
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Research from the sales industry:How many NOs should we be seeking to get?
• 2% of sales are made on the first contact
• 3% of sales are made on the second contact• 5% of sales are made on the third contact• 10% of sales are made on the fourth contact• 80% of sales are made on the fifth to twelfth
contact
Source: http://www.slideshare.net/bryandaly/go-for-no
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“Papers that are more likely to contend against the status quo are more likely to find an
opponent in the review system—and thus be rejected —but those papers are also more
likely to have an impact on people across the system, earning them more citations when
finally published”V. Calcagno et al., “Flows of research manuscripts among
scientific journals reveal hidden submission patterns,” Science, doi:10.1126/science.1227833, 2012.
—
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“Stages of change” Transtheoretical model of behaviour change
Prochaska, DiClemente & Norcross (1992)
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• smoking cessation • exercise adoption• alcohol and drug use• weight control • fruit and vegetable intake• domestic violence• HIV prevention• use of sunscreens to prevent skin cancer • medication compliance • mammography screening
The model is mostly used around health-related behaviours
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• smoking cessation • exercise adoption• alcohol and drug use• weight control • fruit and vegetable intake• domestic violence• HIV prevention• use of sunscreens to prevent skin cancer • medication compliance • mammography screening
It works for organisational and service change too!
The model is mostly used around health-related behaviours
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“Stages of change” Smoking
I am not aware my smoking is a
problem – I have no intention to quit
Prochaska, DiClemente & Norcross (1992)
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“Stages of change” Smoking
I am not aware my smoking is a
problem – I have no intention to quit
I know my smoking is a problem – I
want to stop but no plans yet
Prochaska, DiClemente & Norcross (1992)
#SHCR @HelenBevan @FreerMary
I am not aware my smoking is a
problem – I have no intention to quit
I know my smoking is a problem – I
want to stop but no plans yet
I am making plans & changing things
I do in preparation.
“Stages of change” Smoking
Prochaska, DiClemente & Norcross (1992)
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I am not aware my smoking is a
problem – I have no intention to quit
I know my smoking is a problem – I
want to stop but no plans yet
I am making plans & changing things
I do in preparation.
I have stopped
smoking!
“Stages of change” Smoking
Prochaska, DiClemente & Norcross (1992)
#SHCR @HelenBevan @FreerMary
I am not aware my smoking is a
problem – I have no intention to quit
I know my smoking is a problem – I
want to stop but no plans yet
I am making plans & changing things
I do in preparation.
I have stopped
smoking!
I am continuing to not smoke.
I sometimes miss it – but I am still not
smoking
“Stages of change” Smoking
Prochaska, DiClemente & Norcross (1992)
#SHCR @HelenBevan @FreerMary
I am not aware my smoking is a
problem – I have no intention to quit
I know my smoking is a problem – I
want to stop but no plans yet
I am making plans & changing things
I do in preparation.
I have stopped
smoking!
I am continuing to not smoke.
I sometimes miss it – but I am still not
smoking
“Stages of change” Smoking
Prochaska, DiClemente & Norcross (1992)
#SHCR @HelenBevan @FreerMary
Prochaska, DiClemente & Norcross (1992)
“Stages of change” Transtheoretical model of behaviour change
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• Which stage do most change activities in health and care focus on?
• Which stage are most people actually at?
Some questions
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The reality of our change situation• Our tools are often not effective at the stage of change
that most people we work with are at• It’s hard to engage people in change• It’s hard to get people to make the changes we want
them to make• People get irritated, defensive, irrational• We feel powerless in our ability to lead or facilitate the
change
90% of the tools available for health and care change agents are designed for the “action” stage
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• Designed for Stage 4 – ACTION!
• Mandated it through targets
• Despite compelling case for change – people resisted it – no values connection
• People did the task and missed the point
Example – WHO Surgical Safety Checklist
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IN A NUTSHELL• Evidence from observational studies that the use of surgical safety
checklists results in striking improvements in outcomes• Led to rapid adoption of such checklists worldwide• Researchers studied effect of mandatory adoption of checklists in
Ontario, Canada• Use of checklists not associated with significant reductions in
operative mortality or complications
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• Lower our ambitions for improvement• Focus our energies on those who are
already in the “action” stage• Put negative labels on those who are
not yet at the action stage such as “blocker” or “resister” or “laggard”
• Blame “the management” for not enforcing change
So what do we TEND to do when people resist?
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The single biggest problem in communication is the illusion that it has taken
place
George Bernard Shaw
‘‘
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• Listen and understand• appreciate the starting point• elaborate interests
• Roll with resistance (Singh) • Don’t argue against it• Encourage elaboration of resistance
• What makes it so hard?• What would help?
• Build meaning and conviction in the change
So what SHOULD we do?
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• The focus should be on creating awareness for me of the need to change
• Remember the goal is not to make me (as a precontemplator) change immediately, but to help me move to contemplation
Example from the worksheet
• I am not thinking about changing my behaviours, actions or work processes
• The problem or issue is outside my frame of awareness or my perceived need
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Focussing on Prochaska, DiClemente and Norcross’s Stages of Change model: • What stage of change are some of the key
people that you need to influence for your change initiative at?
• What actions can you take to help them move to the next stage?
Thinking about your own situation
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If your horse dies, get off itCherokee proverb
Source of image: fenwickgallery.co.uk
‘‘
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What happens to large scale change efforts in reality?
In order of frequency:1. the effort effectively “runs out of energy” and
simply fades away2. the change hits a plateau at some level and no
longer attracts new supporters3. the change becomes reasonably well established;
several levels across the system have changed to accommodate or support it in a sustainable way
Source: http://www.nhsiq.nhs.uk/8530.aspx
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Research shows that more than almost any other factor affecting an
organisation, energy can lead to either a wellspring of corporate vitality or the
destruction of its very core
Source: Bruch and Vogel
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Bruch and Vogel researchOrganisations with HIGH productive energy scored higher on:• overall performance - 14% higher• productivity – 17%• efficiency – 14%• customer satisfaction – 6%• customer loyalty – 12%
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Energy for change
The capacity and drive of a team, organisation or system to act and make the difference necessary to
achieve its goals
http://www.institute.nhs.uk/tools/energy_for_change/energy_for_change_.html
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Psychological
Physical
Spiritual
Social Intellectual
Energy for change
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Social energy
Energy of personal engagement, relationships and
connections between people
It’s where people feel a sense of “us and us” rather than “us and them”
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Spiritual energy
Energy of commitment to a common vision for the future, driven by shared
values and a higher purposeGives people the confidence to move towards a
different future that is more compelling than the status quo
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Psychological energy
Energy of courage, resilience and feeling safe to do things differently
Involves feeling supported to make a change and trust in leadership and direction
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Physical energy
Energy of action, getting things done and making progress
The flexible, responsive drive to make things happen
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Intellectual energy
Energy of analysis, planning and thinking
Involves gaining insight as well as planning and supporting processes, evaluation, and arguing a
case on the basis of logic/ evidence
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High and low ends of each energy domain
Low High
Social isolated solidarity
Spiritual uncommitted higher purpose
Psychological risky safe
Physical fatigue vitality
Intellectual Illogical reason
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Some questions
• Which group likely to have higher spiritual energy scores (clinicians/non clinicians?)
• Nearer to CEO, higher or lower energy scores?
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• Are particular energy domains more dominant than others for our team at the moment?
• Is this the optimal energy profile to help us achieve our improvement goals?
Energy for change profileSocial
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
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Social
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
Team 1: what’s your assessment of their energy for change?
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Social
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
Team 2: what’s your assessment of their energy for change?
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Where is your team?
Social
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
#SHCR @HelenBevan @FreerMary
There has never been a time in the history of healthcare when this advice has been
more pertinent
“Leadership is not about making clever decisions and doing bigger deals. It is about
helping release the positive energy that exists naturally within people”
Henry Mintzberg
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#SHCR @HelenBevan @FreerMary
1. Follow on Twitter @HelenBevan @BoelGare
2. Subscribe to 3. Get materials from The School for Health and Care
Radicals: www.theedge.nhsiq.nhs.uk/school4. Sign up to our MOOC (Massive Open Online Course)
on “Improvement Fundamentals”)
TheEdge.nhsiq.nhs.uk
Five ways to connect!
@JackieLynton@School4Radicals@TheEdgeNHS
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References and linksBaron A (2014) Preparing for a changing world: the power of relationships Battilano J, Casciaro T (2013) The network secrets of the great change agents Harvard Business Review, July-August Bevan H, Plsek P, Winstanley (2011) Leading Large Scale Change - Part 1, A Practical Guide Bevan H (2011) Leading Large Scale Change - Part 2, The Postscript Bevan H, Fairman S (2014) The new era of thinking and practice in change and transformation, NHS Improving Quality Change Agents Worldwide (2013) Moving forward with social collaboration SlideShareDiaz-Uda A, Medina C, Schill E (2013) Diversity’s new frontierFuda P (2012) 15 qualities of a transformational change agentGrant, M (2014) Humanize: How people centric organisations succeed in a social world http://prezi.com/usju20i0nzhd/humanize-how-people-centric-organizations-succeed-in-a-social-world/ Hamel G (2014)Why bureaucracy must dieJarche, H (2013) Rebels on the edges
#SHCR @HelenBevan @FreerMary
Jarche H (2014) Moving to the edges
Kotter J (2014) Accelerate! Harvard Business Review Press
Merchant N (2013) eleven rules for creating value in the social era
Llopis G (2014) Every leader must be a change agent or face extinction
Meyerson D (2001) Tempered Radicals: how people use differences to inspire change at work Harvard
Meyerson D (2008) Rocking the boat: how to effect change without making trouble Harvard BP
Perkins N (2014) Bats and pizzas (agility and organisational change)
Schillinger C (2014) Top-Down is a Serious Disease. But It Can Be Treated
School for health and Care radicals (2014) www.changeday.nhs.uk/healthcareradicalsShinners C (2014) New Mindsets for the Workplace Web Stoddard J (2014)The future of leadershipWilliams B (2014) Working Out Loud: When You Do That… I Do This Weber Shandwick (2014) Employees rising: seizing the opportunity in employee activismVerjans S (2013) How social media changes the way we work together
References and links