How to be a great change agentHelen Bevan

Chief Transformation Officer@HelenBevan

#SHCR

#CANsurgery

and staying in it:

“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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SEISMIC SHIFTS

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SEISMIC SHIFTS

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SEISMIC SHIFTS

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SEISMIC SHIFTS

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SEISMIC SHIFTS

Change from the edge

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Leading change in a new era

Dominant approach Emerging direction

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Leading change in a new era

Dominant approach Emerging direction

Most health and care transformation

efforts are driven from this side

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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

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

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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

Image by neilperkin.typepad.com

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What happens to heretics/radicals/rebels/mavericks

in organisations?

Source of image: findingmyself.net

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Ostracism is experienced in the brain as deeply as physical pain

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What is a rebel?

•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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We need boatrockers!

• Rock the boat but manage to stay in it

• Walk the fine line between difference and fit, inside and outside

• 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

Source : Lois Kelly www.rebelsatwork.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?

Source : Lois Kelly www.rebelsatwork.com

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

Rebel

"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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1. able to join forces with others to create action

2. able to achieve small wins which create a sense of hope, possibility and confidence

3. More likely to view obstacles as challenges to overcome

4. 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

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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Source: @NHSChangeDay

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Source: @NHSChangeDay

What is the issue here?

“permission” ? (externally generated)

or

Self efficacy ? (internally generated)

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What’s the difference between

self efficacyand

self esteem,self belief,

self-confidence?

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Building self-efficacy: some tactics

1. Create change one small step at a time

2. Reframe your thinking:

• failed attempts are learning opportunities

• uncertainty becomes curiousity

3. Make change routine rather than an exceptional

activity

4. Get social support

5. Learn from the best

@HelenBevan #SCHR #CANsurgeryImage copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/

@HelenBevan #SCHR #CANsurgerySource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@HelenBevan #SCHR #CANsurgery

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

@HelenBevan #SCHR #CANsurgerySource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@HelenBevan #SCHR #CANsurgery

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

@HelenBevan #SCHR #CANsurgerySource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

Make it a personal PERFORMANCE target.

@HelenBevan #SCHR #CANsurgerySource: 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 twelfthcontact

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.

—

@HelenBevan #SCHR #CANsurgery

A disruptive case study:

Probably the biggest day of collective action for improvement in the history of the NHS

Creating a mass movement of people working together in and with the NHS demonstrating the difference they can

make, by one simple act for sustainable improvement

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Anyone can make a change to improve health and care.

NHS Change Day supports these people by celebrating

and sharing their actions, so that they can then inspire

others.

Change Day supports innovative campaigns and ideas

by building connections and communities of support.

On Wednesday 11 March we’ll celebrate

these changes for the better on

NHS Change Day.

How does it work?

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

Module 1:

Being a health and care radical:

Change starts with meSupported by

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Many people have shared

their stories to inspire others

#100daysofchange

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Many people have shared their stories to

inspire others.

The children’s asthma service in

Heywood, Middleton and Rochdale,

which is part of Pennine Care NHS

Foundation Trust, consists of two

Paediatric Asthma Nurse

Specialists who work within a

Children’s Community Team.

They started a Facebook page to

deliver asthma advice and gentle

reminders for young people and

their parents.

http://changeday.nhs.uk/story34

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Doctors and nurses who work with older

people at University Hospital Leicester

wore continence pads for a day to see

how it feels for their patients.

They wore the pad for eleven hours and

along with the continence specialist

nurses did ‘use’ it to know exactly how

their patients feel.

Continence pads for a day

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In 2014, Countess of Chester Hospital

decided to make a very simple change in

its paint work to become Dementia

friendly, after advice from their painter

and decorator Rob McWhinnie.

It costs no more to paint in dementia

friendly colours. Rob McWhinnie told us

“At the end of the day, it doesn’t matter

what colour I use to paint with, the price

is still the same.”

http://changeday.nhs.uk/story69

Dementia-friendly paint

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“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

@HelenBevan #SCHR #CANsurgery

@HelenBevan #SCHR #CANsurgery

As you create your roadmap for the future, make sure you are part of the

steamroller, not part of the roadSaavik Wilcox-Hamilton

Source of quote: http://slidesha.re/1B6jrZw

“

“

@HelenBevan #SCHR #CANsurgery

1. Follow on Twitter

@HelenBevan

@NHSIQ

2. Subscribe to

3. Register for The School for Health and Care Radicals: www.theedge.nhsiq.nhs.uk/school

4. Stay tuned for a forthcoming announcement about Change Day in BC (it’s a secret) #ChangeDayBC

TheEdge.nhsiq.nhs.uk

Four ways to connect!

@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 collaborationSlideShare

Diaz-Uda A, Medina C, Schill E (2013) Diversity’s new frontier

Fuda P (2012) 15 qualities of a transformational change agent

Grant, 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 die

Jarche, H (2013) Rebels on the edges

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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 troubleHarvard 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/healthcareradicals

Shinners C (2014) New Mindsets for the Workplace Web

Stoddard J (2014)The future of leadership

Williams B (2014) Working Out Loud: When You Do That… I Do This

Weber Shandwick (2014) Employees rising: seizing the opportunity in employee activism

Verjans S (2013) How social media changes the way we work together

References and links