school for change agents module 5 slides
TRANSCRIPT
theedge.nhsiq.nhs.uk/school/
Brought to you by the@Sch4Change #S4CA
Module 5: Moving Beyond The Edge
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• Request to join our Facebook group School for Change Agents Login into Facebook, search for the group ‘School for Change Agents’ and click ‘join group’
Joining in today…and beyond
The team today
School Lead:Helen Bevan@HelenBevan
Lead facilitator:Pip Hardy@PilgrimPip
Technical Support
Joanna Hemming@JoannaHemming
Paul Woodley@PaulWoodley4
Olly Benson@OllyBenson
Kate Pound@KateSlater2
Chat Room Monitors
Kathryn Perera@Kathrynperera
Twitter Monitors
Louis Warner@LouisWHorizons
Leigh Kendall@leighakendall
16th February: Being a change agent: change begins with me23rd February: From me to we: making connections and building communities2nd March: Rolling with resistance9th March: Making change happen16th March: Moving beyond the edge
Each week we have covered different change agent capabilities
Source of image: thenounproject.com
EveryoneIf you watch all five of the talks and demonstrate you have applied the learning, you can apply to become a certificated change agent (and it’s free). Complete the application formNurses, Midwives and Allied Health ProfessionalsUse the school experience as part of your CPD reflective account for revalidation. You can also use this for your Change Agent certification – send it to us [email protected] Doctors and other professional bodies with generic CPD: 15 hours of CPD has been requested - you will be able to claim this by completing the CPD form we will email to you.
Certification and Continuing Professional Development
(Optional) Certification Clinics!
Get advice and guidance about completing your certification template during our two live webinars:• Thursday 23 March 2017 – 2-3pm• Friday 31 March 2017 – 11-12 noon
These clinics will be run as Q&A sessions, please do join us if you have any questions about the certification process.
Questions: contact Jo [email protected]
Certification and Continuing Professional Development
Deadline for
submitting your
certification application
1st May 2017
Celebrate being part of the School for Change Agents 2017 by being included in the yearbook!
Watch out for News from Jo for more information.
The Yearbook!
• Email to join the RCT [email protected]
• We will randomly match you with another participant in the School for Change Agents from anywhere in the world
• At some time in the next four weeks, arrange to have a conversation over Skype (or other communication system) with a cup of coffee!
Still time to join a RCT!
Image source: Pinterest
How do you feel as you approach the edge?
I’m ready to be radical!
I’m still sceptical.
I’m cautiously optimistic…
I’m feeling positive, let’s see how I can
make this work!
Source of image: thenounproject.com
• moving forward /beyond the edge as a change agent • utilising ongoing opportunities for support and connection• preparing to seize the opportunities that the future change
agenda offers• understanding some of the change methods that are most
appropriate for a new era• working out how to make your future change story a reality• preparing to complete the activities to gain certification as a
change agent.
Change agent capabilities in module 4
“ Some learning reinforcement after a short space of time helps to
retain learningCasebourne I (2015)
Spaced Learning: An Approach to Minimize the Forgetting Curve
https://www.td.org/Publications/Blogs/Science-of-Learning-Blog/2015/01/Spaced-Learning-an-Approach-to-Minimize-the-Forgetting-Curve
‘The edge is where those who want to challenge are able to unite, share,
support and grow together as change activists’
Ayelet Baron
Source of image: www.theedgeonlife.org
By joining the School for Change Agents, you have moved closer to the edge!
Most change management programs begin with a fundamentally flawed assumption: that all parties involved in the change share an overwhelmingly common interest.
Power dynamics, contextual considerations, and resistance to change are underestimated and even considered anomalous. After all, organizational change means changing human behaviour, notwithstanding little evidence suggesting that behaviour can be pliable or predictable.
Deloitte Review (2016) Humanizing change: Developing more effective change management
strategies
Why is organisational/system change so hard?
Peter Fuda’s Transformational Change Agent Framework
Skills and methods for creating change
Possibilities, opportunities, things in a different light
A role model first and a preacher second
Source: Peter Fuda (2012) 15 qualities of a transformational change agent
“The success of our actions as change-makers does not depend on what we
do or how we do it, but on the inner place from which we operate.”
Otto Scharmer Leading from the emerging future
“Our leadership behaviour results in about 65% of the information
that people take in.”Source: Towers Watson
https://t.co/8dV6utQXSr
Source of image: collections.infocollections.org
• Define the change you want to see• Create a spectrum of allies• Identify the pillars of power• Seek to attract not overpower• Build a plan to survive victory
The next phase of change will be more like a social movement
Source: Satell G (2017) How to create transformational change, according to the world’s most successful social movements
Stories are the emotional resource that helps us meet uncertainty. Dive deep. Think intentionally about your stories. Practise them. Turn your experience into a resource that helps
you inspire, connect and organise with others.
Image source: bluepuzzle.org
“We must act with all due alacrity [speed/swiftness], yet also with the thoughtfulness
and seriousness of purpose appropriate to meaningful action”
Dr Martin Luther King Jr.
Source of image: Greg Satell
How do we build a spectrum of allies?
Julie 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
The Network Secrets of Great Change Agents
From
Source of image: http://www.forbes.com/fdc/welcome_mjx.shtml
strong ties vs. weak 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
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
When we spread change through strong ties:
IT WORKS 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
The pros and cons of strong ties
Pros Cons
• 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 assets in our organisation, system or community to help achieve our goals
When we seek to spread change through weak ties
• Weak ties are more likely to lead to change at scale because they enable us to access more people with fewer barriers
Why we need to build weak ties AS WELL AS strong ties
More on weak ties: https://www.youtube.com/watch?v=w7AzRVxhEXA#t=45
• 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
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
Why we need to build weak ties AS WELL AS strong ties
Sources of weak ties
Jeremy Heimens, Henry TimmsThis is New Power
Identify the pillars of power
35
http://weneedsocial.com/blog/2013/8/25/disrupted-disruptors-unite
Drivers of extrinsic motivation
create focus & momentum for delivery
Intrinsic motivators • connecting to shared purpose
• engaging, mobilising and calling to action
• motivational leadership
build energy and creativity
•System drivers & incentives•Payment by results•Performance management•Measurement for accountability
Seek to attract not overpower
• Which stage do most change activities in health and care focus on?
• Which stage are most people actually at?
The stages of change model
Source of image: Muscle rage
Build a plan to survive victory
• systematic “change management”
• too often, leaders prescribe outcome and method of change in a top-down way
• change is experienced by people at the front line as “have to” (imposed) rather than “want to” (embraced)
Change Programmes
• everyone (including service users and families) can help tackle the most challenging issues
• value diversity of thought• connect people, ideas and
learning• Role of formal leaders is to
create the conditions and get out of the way
Change Platforms
“Tear down the walls”
Is your change process a cathedral or a bazaar?
http://www.unterstein.net/su/docs/CathBaz.pdf
We have a lot of cathedrals
Source: Sewell (2015) : Stop training our project managers to be process junkies
“Tacit knowledge is best developed through conversations
and social relationships.”Harold Jarche
Source of image: northcentralcollege.edu
“Staff and patients want more conversations for change. What
top-down improvement programs give them is more paperwork”
Mary Dixon Woods
Source of image: clipartfest
What is the best way to spread new knowledge?
Source of data: Nick Milton www.nickmilton.com/2/2tOjE Source of image: happiness-one-quote-time.blogspot.com
Social connection / discussion is 14 times more effective
than written word / best practice
databases / toolkits etc
“The learning capacity of an organisation is directly related to its
ability to hold conversations”Steven Denning, previous Head of Knowledge
Management at the World Bank
We hope the School for Change Agents has given you skills &
confidence for
Let’s get on with making happen the things that we know need to happen
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