how to be a radical
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@HelenBevan #HIC15
How to be an organisational radical!
Helen BevanChief Transformation Officer
@HelenBevan
#HIC15
and staying in it:
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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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Leading change in a new era
Dominant approach Emerging direction
@HelenBevan #HIC15
Leading change in a new era
Dominant approach Emerging direction
Most healthcare transformation
efforts are driven from this side
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@HelenBevan #HIC15 Source: Gary Hamel
@HelenBevan #HIC15 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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What happens to heretics/radicals/rebels/mavericks
in organisations?
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@helenbevan #IQTGOLD@HelenBevanSource: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out
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Two kinds of people at work
• Feel connected to a higher purpose
• Improvements driven by shared goals & values
• Collaborate• Embrace change• Work to who they are
The contributors The compliant
• Feel disconnected from purpose• Improvements driven by
performance management & adherence to 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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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
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Source: @NHSChangeDay
What is the 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
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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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“Even the smallest creature can
change the world”Galadriel to FrodoLord of the Rings
@helenbevan@HelenBevan #HIC15Source of image: outskirtsbattledome.wikispaces.com
The easiest way to thrive as an outlier
...is to avoid being oneSeth Goodin
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Leading change in a new eraDominant approach Emerging direction
@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
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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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Calls to Action
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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
@helenbevan
If we want people to take action, we have to connect with their emotions through values
action
values
emotion
Source: Marshall Ganz
@helenbevan #IQTGOLD@HelenBevan
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
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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 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
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Vivid details
Source: Marshall Ganz
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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
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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
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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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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
Source of image: driverlayer.com
‘‘
@helenbevan@HelenBevanImage copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/
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@helenbevan@HelenBevan #HIC15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@helenbevan@HelenBevan #HIC15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@helenbevan@HelenBevan #HIC15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@helenbevan@HelenBevan #HIC15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@helenbevan@HelenBevan #HIC15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
Make it a personal PERFORMANCE target.
@helenbevan@HelenBevan #HIC15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@helenbevan@HelenBevan #HIC15
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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....the last era of management was about how much performance we could extract from people .....the next is all about how much humanity we can inspireDov Seidman
The BevansName Dates Place of birth Occupation
Stephen BEVAN 1794- 1850 Bristol, England
Edwin Verry BEVAN
1832-1879 Bristol, England
Edwin Verry BEVAN
1862-1926 Bristol, England
Ernest Verry BEVAN
1904-1981 Bristol, England
Mervyn Ernest BEVAN
1929 - Bristol, England
Helen Joyce BEVAN
1960- Bristol, England
The BevansName Dates Place of birth Occupation
Stephen BEVAN 1794- 1850 Bristol, England Sailmaker
Edwin Verry BEVAN
1832-1879 Bristol, England Shipper
Edwin Verry BEVAN
1862-1926 Bristol, England Ship’s captain
Ernest Verry BEVAN
1904-1981 Bristol, England Ship’s engineer
Mervyn Ernest BEVAN
1929 - Bristol, England Sailmaker
Helen Joyce BEVAN
1960- Bristol, England
“You don’t need an engine when you have wind in your sails”
Paul Bate
The BevansName Dates Place of birth Occupation
Stephen BEVAN 1794- 1850 Bristol, England Sailmaker
Edwin Verry BEVAN
1832-1879 Bristol, England Shipper
Edwin Verry BEVAN
1862-1926 Bristol, England Ship’s captain
Ernest Verry BEVAN
1904-1981 Bristol, England Ship’s engineer
Mervyn Ernest BEVAN
1929 - Bristol, England Sailmaker
Helen Joyce BEVAN
1960- Bristol, England Sailmaker
@helenbevan@HelenBevan #HIC15
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
@helenbevan@HelenBevan #HIC15
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
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