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Leading in a complex world
Helen Bevan
@HelenBevan
#AWPLeaders
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The Five Year Forward View
Mentions“radical” 12 times“transformation/transformational” 13 times“change” 42 times
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Source: @NHSChangeDay
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What is happening with change?
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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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Source: Bromford P (2015), ”What’s the difference between a test and a pilot?”
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DIGITALCONNECTION
What is happening with change?
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Empower your staff to be the voice of the organisation. They’ve got audience & credibility
Employees have 10x more connections than corporate social accounts
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Work complexity
DIGITALCONNECTION
What is happening with change?
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DIGITALCONNECTION
Hierarchical
power
Work complexity
What is happening with change?
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“In a connected world, power no longer emanates from the top of the heap, but the centre of the
network.”Greg Satell, 2015
Greg Satell: http://www.digitaltonto.com/2015/how-power-is-shifting-from-corporations-to-platforms/
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DIGITALCONNECTION
Hierarchical
power
Work complexityChange from the edge
What is happening with change?
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http://www.slideshare.net/Openpolicymaking/policy-lab-slide-share-introduction-final
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Future health and care leaders will need to be leaders at the edge!
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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
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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
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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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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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“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
is the new normal!
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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
Image by neilperkin.typepad.com
“The single biggest mistake to avoid? Creating disruption at work. Focus on developing relationships, not disrupting and alienating people. Peter Vander Awera on learning from setbacks and failures
is the new normal!
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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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‘If you put fences around people, you get sheep. Give people the room they
needWilliam L McKnight
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What happens to heretics/radicals/rebels/mavericks
in organisations?
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@HelenBevan #AWPLeadersSource: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out
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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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@HelenBevan #AWPLeadersSource : 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?
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@HelenBevan #AWPLeadersSource : Lois Kelly www.rebelsatwork.com
There’s a big difference between a rebel and a troublemaker
Rebel
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“The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time and still retain the ability to function”F Scott FitzgeraldAuthor, 1896-1940
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“Every conflict is an invitation to innovation.”
Mary Parker FollettSociologist, 1868-1933
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Polarities in this talk
Old power AND New powerHierarchies AND Networks
Transactions AND Relationships At the edge AND In the centre
On the inside AND On the outside
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Polarity map concept
Source: Barry Johnson
+
–One AWPStrong area teams
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Polarity map concept
Source: Barry Johnson
Centralise Decentralise
+
–Centralise DecentraliseDecentraliseCentralise
Either-Or
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Q is a thriving, effective community of improvement leaders
The Q community fails to fulfil its potential
Example
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TaskFill in the boxes to map the polarities:
Strong area teams AND One AWP
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TaskFill in the boxes to map the polarities:
Strong area teams AND One AWP
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Positive results of focus on this left pole
Negative results of over-focus on the left pole to the neglect of the right pole
Negative results of over-focus on the right pole to the neglect of the left pole
Deeper Fear from lack of balance
Greater Purpose Statement - why balance this polarity?*
and
Adapted from the Polarity Management map, Polarity Associates
Polarity MapAction stepsHow will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?
Action StepsHow will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?
Early Warnings Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.
Early WarningsMeasurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.
Positive results of focus on this right pole
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Three things I have learnt in 30 years of leading change1. Assume that everyone has a noble
intention2. When people “resist” change is it more
likely to be a result of a bad change process than a “difficult” personality
3. My role as a change agent is about alignment, not judgement
Source of image:ngo-academy.org
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Being an effective change agent is not about INTENTION; it’s about IMPACT
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#SHCR @School4Radicals@HelenBevan
....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
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