Leading from The Edge by Jodi Brown

@HelenBevan

Leading from the Edge

Jodi BrownSenior Improvement

Manager

Kate PoundTransformation

Fellow&

#EdgeTalks @JodiOlden @KateSlater2

on behalf of the

Horizons Group

@HelenBevan

Welcome to the edge


Welcome to the edge!

@HelenBevan

Rules at the edge

1. There are no ‘don’t’ rules2. Tweeting is good3. Questioning is good4. Be open-minded5. Keep asking yourself, “What does this

mean to me and my leadership?”


@HelenBevan

Your ‘edge’ action plan


@HelenBevan

Search NHS School for Radicals

@school4radicals

facebook.com/school4radicals


@HelenBevan

Curriculum of The School for Health and Care Radicals

1. Being a health and care radical: change starts with me• How to rock the boat and stay in it• The differences between radicals and troublemakers• Conform AND rebel

2. Forming communities: building alliances for change• You can’t be a radical on your own• Using story and narrative to build a sense of “us” and call others to action• Forming alliances for action

3. Rolling with resistance• Understanding that dissent, disruption and diversity are a welcome part of change• Tactics and strategies for engaging others in change

4. Making change happen• Working with intrinsic and extrinsic motivators for change• Building energy for change• Creating shared purpose

5. Moving beyond the edge• What skills will the change activist of the future need?• Helping radicals to shape how they take their learning from the School forward• What can you do next and where else might you get support and resources?#EdgeTalks @JodiOlden @KateSlater2

@HelenBevan

Enrolees

2014: 1,934. 2015: 3,209. Day schools: 1400 (est)

6,500


@HelenBevan

Location of participants

Argentina, Australia, Bangladesh, Belgium, Brazil, Canada, Czech Republic, Denmark, Egypt,

Finland, France, Georgia, Germany, Gibraltar, Greece, India, Isle of Man, Italy, Kenya, Latvia,

Nepal, Netherlands, New Zealand, Nigeria, Northern Ireland, Norway, Oman, Pakistan,

Philippines, Qatar, Republic of Ireland, Romania, Russian Federation, Saudi Arabia, Scotland,

Singapore, Slovenia, South Africa, Spain, Sweden, Switzerland, Thailand, Togo, Tunisia,

Turkey, UAE, Ukraine, USA, Wales

73% from the English National Health Service but also

49other countries


@HelenBevan

Enrolees in the School for Health and Care Radicals


@HelenBevan #EdgeTalks @JodiOlden @KateSlater2

@HelenBevan

100,000

2,000

20,000

150

65

348

25,000+

120 14,000

inc

@HelenBevan

Quotes from participants

When I started the course I did think there was just me who felt

differently, thought differently and that I was the abnormal one.


@HelenBevan


If I didn’t have the School of Health and Care Radicals, I think I would haven’t that much confidence to take responsibility for such a big

event and trying to get everybody from any discipline to attend this

event


@HelenBevan


It has really helped at a point where I was not in a good place. I

probably would have left if I hadn’t done something about it


@HelenBevan


One of the things that I’ve learnt from the school is that I tend to tell

people a lot of things. So instead I now tell a story and

engage people on where we want to go as a service




@HelenBevan

Leading from the edge





@HelenBevan#SHCR @school4radicals

What do we mean by “the edge”?• Working at the edge of organisations

so we can see the potential and make connections that we couldn’t do if we were at the centre

• At the edge of current practice and knowledge about change

• Taking risks and demonstrating courage to think and do things in new ways

• On the edge of ?

#EdgeTalks @JodiOlden @KateSlater2 @HelenBevan

@HelenBevan

Why do we go to the edge?

The edge is where those who want to challenge are able to unite, share, support and grow together as change activist. Leading from the edge brings you 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”

“


@HelenBevan#EdgeTalks @JodiOlden @KateSlater2 @HelenBevan

@HelenBevan

Harvard researchers put a gorilla image on this lung scan


@HelenBevan

What proportion of the radiologists who reviewed this scan actually saw the gorilla?

90%

25% 17%

80%

9%

60%


@HelenBevan

What proportion of the radiologists who reviewed this scan actually saw the gorilla?

90%

25% 17%

80%

9%

60%


@HelenBevan

“Innovation comes from the edge, almost never from the centre.

Sometimes it’s cool to live on the edge but for the most part it’s hard work. Things keep breaking. The business models are not proven. The procedures aren’t fixed.

The models and metaphors are not understood by everyone. It’s difficult to connect with the mainstream. This is life on the edges.”

Harold Jarche, Moving to the edges


http://jarche.com/2014/01/moving-to-the-edges/


My story from

the edge



@HelenBevan

Everyone has gifts & strengthsWhat super power do you have?


@HelenBevan

Source: @NHSChangeDay


@HelenBevan

“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


http://www.thisiscolossal.com/

@HelenBevan

Starts on the fringe (at the edge)

Starts with the activistsGary Hamel

always


@HelenBevan

DIGITALCONNECTION

SEISMIC SHIFTS

Hierarchical

power

Work complexity

Change from the edge


@HelenBevan

Leading change in a new era

Dominant approach Emerging direction



@HelenBevan

“The battle and balancing between the old and new power will be a defining feature of society and business in the coming years”

Jeremy 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

https://hbr.org/2014/12/understanding-new-power?utm_campaign=Socialflow&utm_source=Socialflow&utm_medium=Tweet


@HelenBevan

Gary Hamel, #MixMashUp#EdgeTalks @JodiOlden @KateSlater2 @HelenBevan

http://mixmashup.org/blog/mix-mashup-live-blog

http://mixmashup.org/blog/mix-mashup-live-blog

@HelenBevan

Source:@Alfacarlo



What toxic beliefs are alive & kicking in your organisation / department team?

How would you re-write them to reflect the emergent direction / new power values?

@HelenBevan

John Kotter, the most influential thought leader globally, recognises new approaches are needed

FROM


@HelenBevan

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 - want to

TO


@HelenBevan

Moving from institutions to networks…from “have to” to “want to”

Picture source: CIPD: 10 years of the CIPD network


http://www.slideshare.net/mexicanwave/champions-trolls-10-years-of-the-cipd-online-community

@HelenBevan

“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, MixMashUp

‘


http://www.mixmashup.org/blog/reinventing-management-mashup-architecture-ideology

@HelenBevan

is the new normal!

“By questioning existing ideas, by opening new fields for action, change

agents actually help organisations survive and adapt to the 21st Century.”

Céline Schillinger#EdgeTalks @JodiOlden @KateSlater2 @HelenBevan


@HelenBevan

“Change activism is taking control on a personal level…it turns up the volume on things you care about…

…change activists know how to grab headlines, plan effectively, get people on their side and make a difference.”

Source: Carmel McConnell, Change Activist: Make Big Things Happen Fast (2002)

@JodiMOlden#EdgeTalks @JodiOlden @KateSlater2 @HelenBevan

http://theedge.nhsiq.nhs.uk/

@HelenBevan

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


ttp://t.co/6CQtA4wUv1

ttp://t.co/6CQtA4wUv1

@HelenBevan

Greatest value provided by organisational rebels…

Source: Rebel at work, Foghound.com#EdgeTalks @JodiOlden @KateSlater2 @HelenBevan

http://www.stempeldrang.nl/uploads/4/8/5/5/4855530/corporaterebel_ebook.pdf

@HelenBevan

“How do you discover radically better ways of leading, organizing and managing?

The short answer: You look far beyond the boundaries of today’s “best practice.” You look someplace weird, someplace unexpected. To glimpse the future of management, you must search out the “positive deviants,” organizations and social systems that defy the norms of conventional practice.”

Gary Hamel, The future of management


http://www.garyhamel.com/sites/default/files/uploads/future_of_management.pdf

@helenbevan@HelenBevan

So what happens to heretics/radicals/rebels

/mavericks in organisations?


@helenbevan@HelenBevan#EdgeTalks @JodiOlden @KateSlater2 @HelenBevan

@helenbevan#SHCR @School4Radicals

Surviving at the edge


@HelenBevan

Ostracism is experienced in the brain as deeply as physical pain

K. D. Williams, S. A. Nida. Ostracism: Consequences and Coping.Current Directions in Psychological Science, 2011; 20 (2): 71 DOI:10.1177/0963721411402480


http://dx.doi.org/10.1177/0963721411402480


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



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




@helenbevan#NHSChangeDay #SHCRchat

Source : Lois Kelly www.foghound.com

There’s a big difference between a rebel and a troublemaker

Rebel


http://www.foghound.com/

@helenbevan #IQTGOLD@HelenBevan #EdgeTalks @JodiOlden @KateSlater2

What troublemaker behaviour & attitudes do you (sometimes) display?

How can you become more of a rebel & less of a troublemaker?


Change starts with me

Source of image: jasonkeath.com



"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



‘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


@helenbevan

The Network Secrets of Great Change AgentsJulie Battilana &Tiziana Casciaro, HBR, 2013

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

3. If you want to create big change, create bridge networks between disconnected groups


https://hbr.org/2013/07/the-network-secrets-of-great-change-agents

@helenbevan

“People who are highly connected have twice as much power to

influence change as people with hierarchical power”

Leandro Herrero


http://leandroherrero.com/top-influencers-2-top-leadership-1-hierarchical-power-in-the-organization-is-half-of-the-peer-to-peer-power/


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 rockersSource: adapted from Debra E Meyerson

CHANGE

me

BEGINS WITH



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







What is the real issue here?“permission” ?

(externally generated)or

Self efficacy ? (internally generated)


@HelenBevan

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




The most effective change agents:• don’t waste their time and energy

blaming and complaining• take calculated risks to achieve the

outcomes they soughtNow is the time to plan steps to keep moving myself forward, with positive momentum, as a health and care rebel



How is your self-efficacy as a change leader?

What will you do to build on your self-efficacy?


What is a

RCT?#EdgeTalks @JodiOlden @KateSlater2 @HelenBevan


Randomised Coffee Trial!



RCT YouTube clip


https://www.youtube.com/watch?v=kII5rRhtfts

https://www.youtube.com/watch?v=kII5rRhtfts


Outcomes of randomised coffee trials



What did you learn in your RCT?


Surviving at the edge


Thriving at the edge

@helenbevan #IQTGOLD@HelenBevan

Often as rebels, we feel different to other people



The easiest way to thrive as an outlier

...is to avoid being oneSeth Godin



Leading change in a new eraDominant approach Emerging direction



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.

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#EdgeTalks @JodiOlden @KateSlater2 @HelenBevan

@helenbevan

“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



Learning from social movement leaders

Available as slideshare


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

@helenbevan@HelenBevan #EdgeTalks @JodiOlden @KateSlater2


Six characteristics of people or groups within effective social movements

1. They share a sense of PURPOSE: There is purposefulness about collaborations, discussions, actions, decisions and a sense of forward momentum

2. They are UNITED: They have learned to manage their differences well enough that they can unite to accomplish their purpose. Differences are openly debated, discussed, and resolved.

3. They share UNDERSTANDING: There is a widely shared understanding of what's going on, what the challenges are and why what is being done has to be done

4. People PARTICIPATE: Lots of people and organisations in the system are active - not just in discussions and meetings, but getting the work done.

5. They take INITIATIVE: Rather than reacting to whatever happens in their environment, they are proactive, and act upon their environment.

6. They ACT: People do the work they must do to

make the things happen that need to happen

Source: adapted from Wellstone Action



Calls to Action



Leadership is….

…the art of mobilising others to want to struggle for shared

aspirationsJim Kouzes



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)



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



“I have some Key Performance

Indicators

for you”

or

“I have a dream”

Source: @RobertVarnam


@helenbevan

If we want people to take action, we have to connect with their emotions through values

action

values

emotion

Source: Marshall Ganz




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



‘‘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



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



http://www.slideshare.net/amitkaps/fifth-elephant-2014-talk-crafting-visual-stories-with-data?sf3881865=1


Vivid details Source: Marshall Ganz



• Tell your story about why the change you are involved in now is so important to you

• Relate it to a personal experience



How do we create a sense of “us” to build momentum for change?

Source of image: www.tannerfriedman.com


http://www.tannerfriedman.com/


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#EdgeTalks @JodiOlden @KateSlater2 @HelenBevan

http://www.ecommercedefense.com/


Moving beyond us and them to us and us


@helenbevan

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



strong ties (cohesive)v.

weak ties (disconnected)


@helenbevan

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


@helenbevan

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 work 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



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



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



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




Identify your strong ties

Who are your weak ties?

How will you go about working with your weak ties most effectively?


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



What do we mean by

?



Any force that stops or slows movement

Resistance



Earlier today we talked about:


@helenbevan

Leading change in a new eraDominant approach Emerging direction

• Change can be planned and managed through a rigorous process

• Resistance is a force to overcome

• Resistance prevents change• Change agents must

diagnose, manage and/or overcome resistance

• Resisters can otherwise be known as “laggards”, “blockers”, “in denial”


@helenbevan

Resistance to change: the dominant approach



An example “dominant approach” transformation programme



“The role of the change agent is to recognise the causes of resistance and address each one. If this is not done, then the change will be much harder to

implement successfully and may not succeed at all”David Stonehouse

The change agent: the manager’s role in changeBritish Journal of Healthcare Management, Vol. 19, Iss. 9, 09 Sep 2013,

pp 443 - 445

Dominant approach: the role of the change agent


http://www.bjhcm.co.uk/cgi-bin/go.pl/library/contents.html?uid=4973;journal_uid=22

@helenbevan

Leading change in a new era

• Change in human systems is often emergent and hard to predict

• Change results from connections/interactions stimulating different perspectives, shaping how people think about things

• Resistance is an inevitable consequence of a complex change process

• Resistance should be embraced and rolled with

Dominant approach Emerging direction• Change can be planned and

managed through a rigorous process

• Resistance is a force to overcome

• Resistance prevents change• Change agents must

diagnose, manage and/or overcome resistance

• Resisters can otherwise be known as “laggards”, “blockers”, “in denial”



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


@helenbevan

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

‘‘


http://de.slideshare.net/haraldschirmer/strategies-for-corporate-change-the-new-role-of-hr-driving-social-adoption-and-change-in-the-enterprise



@helenbevan

Cultural change is a million

subversive acts of resistance

Brene Brown

Source of image: zazzle.com

‘‘



Language constructs our world(s) rather than reports the objective facts about the world. Therefore changing when, where, how and which people

talk about things – changing the conversation – will lead to

organisational changeRobert J Marshak

‘‘



1. Create the conditions for transformational conversations by asking questions that are focussed on future possibilities, by inviting diversity into the system and by being welcoming

2. Creat e opportunities for everyone to express their views, spot opportunities and build on each other’s ideas

3. Create ways for people to reflect together to find meaning, understanding and shared purpose in the change

Source: Peggy Holman

Emerging direction: the role of the change agent



Our effectiveness as change agents is not a matter of intention; it’s a matter of impact



• Kate’s intent was to give people quick solutions, help them do their work faster and get on to the next problem at hand

• However, her impact was that people did not know how to solve their own problems so that Kate’s style was impeding their development

Source: adapted from Intent vs. Impact: A Leadership Lesson by Claudia Busch Lee



Stop talkingAT ME

Start talkingTO ME



• Build a trusting and supportive work environment

• Listen like an ally • Be open with my intent• Fully commit to the change• Seek common purpose and common

interests• Take time to build relationships• Take responsibility for my own actions

What can I do?



@helenbevan#SHCR @School4Radicals#EdgeTalks @JodiOlden @KateSlater2 @HelenBevan


@helenbevan

C http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively


http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively






Make it a personal PERFORMANCE target.




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




“Stages of change” Transtheoretical model of behaviour change

Prochaska, DiClemente & Norcross (1992)



• 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



• 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



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



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



What stage of change are you mostly working in / with?

What can you do to help people move from contemplative to preparation to action?


• 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?



The single biggest problem in communication is the illusion that it has taken

place

George Bernard Shaw

‘‘


https://www.youtube.com/watch?v=-4EDhdAHrOg


It’s not about the nail



• 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?


@helenbevan #IQTGOLD@HelenBevan#EdgeTalks @JodiOlden @KateSlater2 @HelenBevan


Compliance

States a minimum performance standard that everyone must achieve

Uses hierarchy, systems and standard procedures for co-ordination and control

Threat of penalties/ sanctions/ shame creates momentum for delivery

What is our approach to change?

Commitment

States a collective goal that everyone can aspire to

Based on shared goals, values and sense of purpose for co-ordination and control

Commitment to a common purpose creates energy for delivery



What lights the ‘fire in your belly’ and makes you feel passionate and determined to make change

happen?


@helenbevan

Intrinsic motivationPeople engage in the activity for the pleasure and satisfaction of doing it

Invokes many positive behaviours

Extrinsic motivationPeople engage in the activity for the rewards or avoiding punishmentAny external influence is referred to as extrinsic motivation



Must do

Want to do

Kotter: from “have to” to “want

to”



[Shared] purpose goes way deeper than vision and mission; it goes right into your gut

and taps some part of your primal self. I believe that if you can bring people with similar primal-purposes together and get them all marching in the same direction,

amazing things can be achieved.Seth Carguilo


@helenbevan #EdgeTalks @JodiOlden @KateSlater2

Your Big OpportunityAligned energy from a sense of urgency

• Short• Rational• Emotionally

compelling • Positive• Authentic• Clear• Aligned

• What?• Why?• Why us?• Why now?• Why bother?

Kotter, XLR8


Have a go at writing your big opportunity to create a shared purpose and energy for change


The Change Challenge

Tapping the collective brilliance of the NHS



The methodologyAn academically grounded 6-step methodology for

solving challenges and gathering insight.



Different image which can be use Source: http://clevertogether.com/public/healthcare/change-challenge-methodology/


http://clevertogether.com/public/healthcare/change-challenge-methodology/




Overview of the crowdsourcing process



The change challenge process

Step 1 :The build-upSetting the right foundation for campaign launch

Step 2:Launch campaign, explore barriers and enablersWeeks 1-4 (Weeks 1 & 2 crowdsource answers to questions ,Weeks 3 & 4 analyse and ready report to present the themes and results)Launch the campaign for bottom up change and questions to the crowd to develop the barriers and building blocks for change.

Step 3Propose solutions Weeks 5-6Week 5-6 crowd invited to share, build and validate list of potential solutionsCrowdsource session #2: Share analysis of barriers and enablers. Invite crowd to share ideas re solutions - co-create ‘mini-hacks

Step 4Develop toolkitWeeks 7-11Week 7 best ideas selected by crowd and panel selectsWeeks 8-9 crowd develops best ideas into toolsWeeks 9-11 HSJ & IQ team works on key outputs

Step 5:Spread and EmbedWeek 12Publication of interactive guide / ‘new era’ toolkit / manifesto for change / celebrated cases

Development of the process, questions, objectives and communication plan

Questions:-What things block or help you from delivering bottom-up change:· inside your organisation, to improve or transform services, and· across organisations to improve the health and wellbeing of a local population?

Questions:- What solutions work? What approaches have you used or observed that others could learn from and copy? Please share your stories and learning about what did and didn't work. What solutions should we test? What ideas do you have that we could test out? Share ideas (these can be completely new) that you believe could support bottom-up change in the NHS, if we gave them a chance.

47 ideas selected for the crowd to develop. Crowd asked to develop these into workable tools; tangible and practical enough to be used widely across health and care organisations to deliver bottom up change for patients, staff and the public. To do this, please tell us: - what steps need to be taken, - who needs to be involved, and - what commitments…

The HSJ and Nursing Times :• Share outputs as a

dynamic project report and website both containing :

• project overview,• ‘how to’ guides for

application of crowdsourcing

• ‘how to’ guides for the toolkit of prioritised ‘hacks’/ solutions

Result: a foundation for a social movement of bottom up change

Project over 12 weeks



The change challenge data

Step 1 :The build-up

Step 2:Launch campaign, explore barriers and enablersWeeks 1-4

Step 3Propose solutions Weeks 5-6

Step 4Develop toolkitWeeks 7-11

Step 5:Spread and EmbedWeek 12

Statistics• 1455 people engaged• 7519 contributions • 522 ideas• 835 comments• 6162 votes

Statistics• 2612 people

engaged• 4230

contributions • 291 ideas• 225 comments• 4230 votes

Statistics• 3,595 people

engaged• 522 ideas• 722

comments

Statistics

16 solutions to support bottom up change

Project over 12 weeks

Source: Clever Together




Final stats and facts – the reach and scale of the project

• 3,595 people involved - from 45 different countries

• 13,895 ideas, comments and votes shared - collectively identifying:

Final outputs were – 10 barriers– 11 building blocks– 16 solutions



Confusing strategies

Over controlling leadership

Perverse incentivesStifling innovation

Poor workforce planning

One way communication

Inhibiting environment

Undervaluing staff

Poor project management

Playing it safe

Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015

10 barriers to change


@helenbevan

Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015

Inspiring & supportive leadership

Collaborative working

Thought diversityAutonomy & trust

Smart use of resources

Flexibility & adaptability

Long term thinking

Nurturing our people

Fostering an open culture

A call to action

Challenging the status quo

11 building blocks for change



What can you do to amplify the building blocks and overcome the barriers in spreading bottom-up change?



“Tomorrow’s management systems

will need to value diversity, dissent and

divergence as highly as conformance, consensus

and cohesion.”Gary Hamel

Source of image: www.fastcompany.com



1. Follow us on Twitter: @HelenBevan @JodiOlden @KateSlater2

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http://theedge.nhsiq.nhs.uk/


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


http://www.slideshare.net/fullscreen/ayeletb/preparing-for-the-future-the-power-of-relationships/1

http://www.slideshare.net/fullscreen/ayeletb/preparing-for-the-future-the-power-of-relationships/1

http://cci-catalyst.s3-us-west-1.amazonaws.com/uploads/1384364389642-ybp7cg76g1rzr529-33ce7d6c1677a906fea8a88cd3b37a0a/The+Network+Secrets+of+Great+Change+Agents.pdf

http://changeday.nhs.uk/files/Leading%20Large%20Scale%20Change%20Part%201.pdf

http://changeday.nhs.uk/files/Leading%20Large%20Scale%20Change%20Part%202.pdf

http://www.nhsiq.nhs.uk/resource-search/publications/white-paper.aspx

http://www.slideshare.net/chagww/moving-forward-with-social-collaboration

http://dupress.com/articles/diversitys-new-frontier/

http://www.peterfuda.com/category/the-transformational-change-agent/

http://www.peterfuda.com/category/the-transformational-change-agent/

http://prezi.com/usju20i0nzhd/humanize-how-people-centric-organizations-succeed-in-a-social-world/



http://management.fortune.cnn.com/2014/03/26/bureaucracy/

http://www.jarche.com/2013/11/rebels-on-the-edges/


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


http://www.jarche.com/2014/01/moving-to-the-edges/

http://www.jarche.com/2014/01/moving-to-the-edges/

http://www.amazon.co.uk/Accelerate-John-P-Kotter/dp/1625271743

http://www.slideshare.net/missrogue/11-rules-for-the-social-era-book-by-nilofer-merchant

http://www.forbes.com/sites/glennllopis/2014/03/24/every-leader-must-be-a-change-agent-or-face-extinction/

http://hbr.org/2001/10/radical-change-the-quiet-way/ar/1

http://hbr.org/product/rocking-the-boat-how-to-inspire-change-from-within/an/2138-PBK-ENG

http://www.slideshare.net/neilperkin/google-squared-online-0114

http://www.slideshare.net/neilperkin/google-squared-online-0114

http://www.changeagentsworldwide.com/assets/doc/caww_ebook_11.pdf

http://www.changeday.nhs.uk/healthcareradicals


http://www.slideshare.net/JulianStodd/the-future-of-leadership-by-julian-stodd


http://www.webershandwick.com/uploads/news/files/employees-rising-seizing-the-opportunity-in-employee-activism.pdf

http://www.slideshare.net/sverjans/how-social-media-changes-the-way-we-work-together

http://www.slideshare.net/sverjans/how-social-media-changes-the-way-we-work-together