Igniting energy for change

  • View
    2.232

  • Download
    0

Embed Size (px)

Text of Igniting energy for change

IHI National Forum on Quality and Safety Minicourse M10: How to Be a Great Change Agent Monday 9th December Crystal Ballroom, Salon D Helen Bevan Robert Varnam Andrew Hasler

Helen BevanChief Transformation Officer@HelenBevan#QS2015

Source of image: ivysea.com

Igniting energy for change

@HelenBevan #QS2015

Talk to the person next to youRemember a timeWhen you felt really energised about changeWhen everything came together..When your efforts surged with energy. When you were part of an unstoppable force for positive change

@HelenBevan #QS2015Being in the flow

Source: John Spencer, based on ideas from Mihly Cskszentmihlyi

@HelenBevan #QS2015

Source of image: Whatsthebigideascwartzy.blogspot.com

@HelenBevan #QS2015Most change programmes fail to deliver their objectivesSource: McKinsey Performance Transformation Survey, 3000 respondents to global, multi-industry surveyGets anywhere near achieving the change and delivering the benefits

@HelenBevan #QS2015Source: McKinsey Performance Transformation Survey, 3000 respondents to global, multi-industry surveyDelivers and sustains the change

Most change programmes fail to deliver their objectives

@HelenBevan #QS2015

What happens to large scale change efforts in reality?In order of frequency:the effort effectively runs out of energy and simply fades awaythe change hits a plateau at some level and no longer attracts new supportersthe 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

@HelenBevan #QS2015

7

Typically, around any change effort,there is an initial spike of tangible energy, and change, but when leadership loses interest, the momentum of change slows down drastically.Tara Paluck

@HelenBevan #QS2015AnatomicalapproachPhysiologicalapproach

@HelenBevan #QS2015Anatomicalapproach

Improving clinical systemsSeeking to reduce harm and reduce riskRedesigning pathwaysStandardisingMeasuring

The shape and structure of the system; structures and processes to deliver health and healthcare

@HelenBevan #QS2015Anatomicalapproach

Improving clinical systemsSeeking to reduce harm and reduce riskRedesigning pathwaysStandardisingMeasuring

The shape and structure of the system; structures and processes to deliver health and healthcare

Physiologicalapproach

The vitality and life-giving forces that enable the system and its people to develop, grow & changecreating higher purpose and deeper meaningLeading through valuesbuilding commitmentcreating hope and optimism about the futurecalling to action

@HelenBevan #QS2015Anatomicalapproach

Improving clinical systemsSeeking to reduce harm and reduce riskRedesigning pathwaysStandardisingMeasuring

The shape and structure of the system; structures and processes to deliver health and healthcare

Physiologicalapproach

The vitality and life-giving forces that enable the system and its people to develop, grow & changecreating higher purpose and deeper meaningLeading through valuesbuilding commitmentcreating hope and optimism about the futurecalling to action

Its all about energy!

@HelenBevan #QS2015The realityWhat 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 workforces primary motivators for putting extra energy into the change programmeScott Keller and Carolyn Aiken (2009) The Inconvenient Truth about Change ManagementSource of image: swedenbourg-openlearning.org.uk

@HelenBevan #QS2015Leaders 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

@HelenBevan #QS2015Resistant behaviour is a good indicator of missing relevanceHarald 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

@HelenBevan #QS2015Two kinds of people at workFeel connected to a higher purposeControlled & coordinated through shared goals & valuesCollaborateEmbrace changeWork to who they areThe contributorsThe compliant

Feel disconnected from purposeControlled & coordinated through performance management & standardised proceduresHold backResist changeWork 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/

@HelenBevan #QS2015Two kinds of people at workFeel connected to a higher purposeControlled & coordinated through shared goals & valuesCollaborateEmbrace changeWork to who they areThe contributorsThe compliant

Feel disconnected from purposeControlled & coordinated through performance management & standardised proceduresHold backResist changeWork to a role specification

Gallup global research:Only 13% of the workforce are engaged (contributors)Contributorscreate six times the value to an organisation compared to the complianthttp://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx

@HelenBevan #QS2015Intrinsic motivationPeople engage in the activity for the pleasure and satisfaction of doing it

Invokes many positive behavioursExtrinsic motivationPeople engage in the activity for the rewards or avoiding punishmentAny external influence is referred to as extrinsic motivation

Images: pixgood.com

@HelenBevan #QS2015

18

The power of extrinsic drivers

@HelenBevan #QS2015Three types of levers for large scale change

Prod mechanisms targets performance management price & payment incentives regulation competitionProactive support relies on building intrinsic motivation in staff to make the right changes to improvePeople focused education and trainingnational contractsprofessional regulation Clinical quality

Type one:Type two:Type three:Source: Health Foundation report Constructive comfort: accelerating change in the NHS 2015

@HelenBevan #QS2015Three types of levers for large scale change

Prod mechanisms targets performance management price & payment incentives regulation competitionProactive support relies on building intrinsic motivation in staff to make the right changes to improvePeople focused education and trainingnational contractsprofessional regulation Clinical quality

Type one:Type two:Type three:Source: Health Foundation report Constructive comfort: accelerating change in the NHS 2015

Less than 10%of the potential for improvement at system level can be delivered through type one change

@HelenBevan #QS2015

Persistent application of power and authority drains energy from those in its wakeDan Rockwell

@HelenBevan #QS2015

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 coreSource: Bruch and Vogel

#SHCR @School4RadicalsBruch and Vogel researchOrganisations with HIGH productive energy scored higher on: overall performance - 14% higher productivity 17% efficiency 14% customer satisfaction 6% customer loyalty 12%

@HelenBevan #QS2015

#SHCR @School4Radicals

#SHCR @School4Radicals

25

Energy for changeThe 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

@HelenBevan #QS2015

#SHCR @School4Radicals

PsychologicalPhysicalSpiritualSocialIntellectualEnergy for change

@HelenBevan #QS2015

#SHCR @School4RadicalsSocial energy

Energy of personal engagement, relationships and connections between people

Its where people feel a sense of us and us rather than us and them

@HelenBevan #QS2015

#SHCR @School4RadicalsSpiritual 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

@HelenBevan #QS2015

#SHCR @School4RadicalsPsychological energyEnergy of courage, resilience and feeling safe to do things differentlyInvolves feeling supported to make a change and trust in leadership and direction

@HelenBevan #QS2015

#SHCR @School4RadicalsPhysical energy

Energy of action, getting things done and making progressThe flexible, responsive drive to make things happen

@HelenBevan #QS2015

#SHCR @School4RadicalsIntellectual energyEnergy 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

@HelenBevan #QS2015

#SHCR @School4RadicalsHigh and low ends of each energy domain

LowHighSocialisolated solidarity Spiritualuncommitted higher purposePsychologicalriskysafePhysicalfatigue vitality IntellectualIllogicalreason

@HelenBevan #QS2015

#SHCR @School4RadicalsSome questionsWhich group likely to have higher spiritual energy scores (clinicians/non clinicians?)Nearer to CEO, higher or lower energy scores?

@HelenBevan #QS2015

#SHCR @School4RadicalsAre particular energy domains more dominant than others for ou