school for health and care radicals - module 2 slides 2016

#SHCR @School4Radicals

Module 2 From me to we: Creating connections and building communitiesSupported by:

theedge.nhsiq.nhs.uk/school

Module


• Please use the chat box to contribute continuously during the web seminar

• Please tweet using hashtag #SHCR and the handle @School4Radicals

• Request to join our Facebook group School for Health and Care Radicals

• We will produce summaries of each module discussion using Steller and put it on the website

• Join in the #SHCR Tweetchat each Tuesday at 1900 (GMT)

Joining in today…and beyond


Get certificated!

• Complete a change• Reflect on it• Complete the change agent application form

and submit

School for Health and Radical Change Agents


The first 30 day change challenge guide

This is our first 30 Day Change Challenge we would like you to:-• form a team • agree a change to undertake as

a team • complete the change• review and learn • and celebrate.


What is your attitude to the change that you are currently involved in?

Bring it on. It makes me nervous. It’s my job!


#My3Words reflections from last week


Programme Study Guide: www.slideshare.net/TheEdgeNHS/school-for-health-and-care-radicals-iii-study-guide-2016?related=2

Module 2 Study Guide: www.slideshare.net/secret/2xYuwke1PQaPpn

Study guides

http://www.slideshare.net/TheEdgeNHS/school-for-health-and-care-radicals-iii-study-guide-2016?related=2



http://www.slideshare.net/secret/2xYuwke1PQaPpn

http://www.slideshare.net/secret/2xYuwke1PQaPpn


Session lead: Helen Bevan @HelenBevan

Learning lead: Pip Hardy@PilgrimPip

Session chair:Kate Pound@kateslater2

Twitter monitor: Zoe Lord@zoelord1

Chat monitor:Dominic Cushnan@domcushnan

Storyteller:Mark Davis@markdavis275

Storyteller:Graham Mackenzie@gmacscotland

The team today


11th February: From me to we: Creating connections and building communities18th February: Rolling with resistance25th February: Making change happen3rd March: Moving beyond the edge

Modules


• Connecting back to Module 1

• Why we can’t be radicals on our own: building communities for change

• What we can learn from leaders of social movements

• Effective framing: telling our stories

• How we build a sense of “us and us”

• Questions and call to action

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Today


YOU can make a differenceAND

You can’t do it ALONESource: TED talk by Barry Posner http://workplacepsychology.net/2014/02/01/the-truth-about-leadership-you-make-a-difference-and-you-cant-do-it-alone/

Source of image: jamessamy.com

Learning from module 1

http://workplacepsychology.net/2014/02/01/the-truth-about-leadership-you-make-a-difference-and-you-cant-do-it-alone/




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

From

https://www.youtube.com/watch?v=j-S03JfgHEA

https://www.youtube.com/watch?v=j-S03JfgHEA

#SHCR @School4RadicalsSource : Lois Kelly www.rebelsatwork.com

Rebel

From

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

http://www.rebelsatwork.com/

#SHCR @School4RadicalsSource: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out

Often as radicals, we feel different to other people

From


Often as radicals, we feel different to other people


Outwitted

He drew a circle that shut me out -Heretic, rebel, a thing to flout.But Love and I had the wit to win:We drew a circle that took him in.

Edward Markham


"Communities are characterized by three things: common interests, frequent interaction, and identification.“

Wally Block“There is no power for change greater than a

community discovering what it cares about.” Margaret Wheatley

Source of image: rootedincommunity.org

What is 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.

Source of image: orton.org

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

Power in community


Example school communities since module 1• Mental Health Group

#SHCRmh• Person Centred Care

#SHCRPCC• 6Cs #SHCR6Cs• Value Makers• Nottingham University and

Hospitals• Adam Mileusnic @

Chasquicomms(comms group)

• North West• Papworth, Cambridge• USA – Jim Rawson • Western Australia• Melbourne, Caulfield team• Police group • @BCPFT• NHS England

Have we missed you off? Tell us in the chat box or on #SHCR

https://twitter.com/chasquicomms


@CCNetworkCom@CaremakersUK

@TheEdgeNHS

@WeNurses (& all WeCommunities)

@FabNHSStuff

#MatExp

@HSCVoices @NHSChangeDay

#FOAMedFree Open Access

Meducation

Expanding our communities

http://www.wecommunities.org/

http://www.fabnhsstuff.net/

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

http://ia-cocreationnetwork.com/

https://www.england.nhs.uk/6cs/care-makers/

http://www.newhcvoices.co.uk/

http://changeday.nhs.uk/

http://lifeinthefastlane.com/foam/


“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

#SHCR @School4RadicalsSource: Hahrie Han (2014) How organisations develop activists

Lone wolves

Mobilisers

Organisers

What’s different about activist organisations/ communities with high participation rates?


“Great social movements get their energy by growing a distributed

leadership”Joe Simpson

Focus on the “We”


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

Learning from social movement leaders





Calls to Action


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)


What’s the financial incentive?

Who is performance managing?

What’s the project plan?

Source: @RobertVarnam


“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

Source of image: swedenbourg-openlearning.org.uk

The reality


1. People speak intellectually but engage emotionally

2. Facts are hard to remember and easy to challenge

3. If we only talk about our success people won’t believe us

4. People don’t want more communication; they want meaningful communication

http://www.peterfuda.com/2014/10/30/traditional-comms-fail-engage/

Four gaps betweenhow we

communicate change

how people engage with that communication





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


“I have some Key Performance

Indicatorsfor you”

or

“I have a dream”

Source: @RobertVarnam


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

rcom

es

Action motivatorsAction inhibitors

Source: Marshall Ganz


Posts on social media with a higher emotional content get more shares

Source: Advanced marketing Institute: http://coschedule.com/blog/emotional-headlines/

http://coschedule.com/blog/emotional-headlines/

http://coschedule.com/blog/emotional-headlines/


‘‘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

Source of image: www.linkedin.com/company/activate-brand-agency

http://www.linkedin.com/company/activate-brand-agency


1. Tell a story

Source of image: woccdoc.org

Effective framing: what do we need to do?


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





1. Tell a story2. Make it personal




1. Tell a story2. Make it personal3. Be authentic




1. Tell a story2. Make it personal3. Be authentic4. Create a sense of “us” (and be clear who the “us”

is)





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



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

Source of image: www.tannerfriedman.com

http://www.tannerfriedman.com/


Mark Davis@markdavis275

Telling his story


strong ties vs. weak ties

Source of image: http://www.forbes.com/fdc/welcome_mjx.shtml

http://www.forbes.com/fdc/welcome_mjx.shtml

http://www.forbes.com/fdc/welcome_mjx.shtml


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:• 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 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


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

More on weak ties: https://www.youtube.com/watch?v=w7AzRVxhEXA#t=45

https://www.youtube.com/watch?v=w7AzRVxhEXA#t=45






• 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




• 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


Sources of weak ties


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

http://www.ecommercedefense.com/


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

#SHCR @School4Radicals60

http://weneedsocial.com/blog/2013/8/25/disrupted-disruptors-unite







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

aspirationsJim Kouzes

Source of image: environmentvictoria.org.au

Leadership is….


“You don’t need an engine when you have wind in your sails”

Source of image: emmyck.wordpress.com


Graham Mackenzie@gmacscotland

Telling his story

Healthy Start & welfare rights adviceLeith Early Years Collaborative

Pioneer siteGraham Mackenzie

Consultant in Public Health0131 465 5438

Twitter: @[email protected]

Today’s materials at www.scotpublichealth.com/healthystart

Also see www.Facebook.com/gethealthystart

mailto:[email protected]

http://www.scotpublichealth.com/healthystart

http://www.facebook.com/gethealthystart

Healthy Start

• Food and vitamin vouchers• Low income families• Pregnant women (from 10 weeks

gestation) and children under 4• £3.10 per week food vouchers

Twitter: @gmacscotland

Overview of our work

1) We worked with one midwife to understand the process of signing a woman up for Healthy Start by week 10 of pregnancy (Mar 2014)

2) Once we had identified a simpler and faster process to sign up we surveyed other midwives in the same team, neighbouring team then the whole of Lothian (Apr – May 2014)

4) We shared the recommendations and data with team leads, for cascade, and started visiting the other teams (May to Nov 2014).

3) We put the lessons into a simple recommendation sheet and flow chart for pregnant women and their midwife (May 2014).

5) We kept testing – e.g. reaching new populations, support for women to complete the form, other services and beyond pregnancy…. work that continues…


Voucher receipt by women

Full paper shows data at team level too

Source: Department of Health Jan 14 – Dec 15

PLEASE DO NOT TWEET/ SHARE THIS – WAIT FOR BMJ QIR PAPER

Staff and service factors (e.g. midwives and welfare rights adviser (WRA)). Do students know about Healthy Start and welfare rights? Is WRA accessible?

Family factors (e.g. language, beliefs around claiming benefits, literacy)

Community factors (e.g. does local shop accept Healthy Start, local transport links)

DWP/ HMRC (e.g. if no response 3 weeks after Healthy Start application, reapply). Keep rejection letters to discuss with WRA.

Points to consider when discussing results with team

Starting point: e.g. a team with a higher baseline figure may not expect much of an increase.


http://bobmaconbusiness.com/wp-content/uploads/2012/08/bureaucrat_2.jpg

Referrers Welfare rights advice Families

Granton Information Centre

89 clients attended appointment at Granton Information Centre Mar – Sep 2015£404k financial gain projected for these families during 2015/16Average £4,500/ familyScottish Legal Aid Board funding until Oct 2016Twitter: @gmacscotland


To conclude

• Institute for Healthcare Improvement "high impact" leadership behaviours• Person-centredness (1:1)• Front Line Engagement (with teams)• Relentless Focus (keep testing)• Transparency (share data)• Boundarilessness (all partners)

Swensen S, Pugh M, McMullan C, Kabcenell A. High-Impact Leadership: Improve Care, Improve the Health of Populations, and Reduce Costs. IHI White Paper. Cambridge, Massachusetts: Institute for Healthcare Improvement; 2013. (Available at ihi.org)


• Next Tuesday, 16th February 1900-2000 GMT: Tweet chat #SHCR (Basic tips on how to join in a tweetchat)

• Next Thursday 18th February 1430-1600 GMT - Module 3: Rolling with resistance• Catch up on all sessions via the SHCR website

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

Next opportunities for learning

https://gallery.mailchimp.com/bb98a0e1825a7a90d6542179f/files/Tips_for_tweetchats.pdf

https://gallery.mailchimp.com/bb98a0e1825a7a90d6542179f/files/Tips_for_tweetchats.pdf




This week’s #SHCR twitter chat ‘can’t be a rebel alone’


Questions for reflection

• What learning and inspiration can I take from social movement leaders to help me in my role as an agent of change?

• How can I connect with new individuals and groups to achieve my goal/s for change?

• How can I promote co-production in my communities?




• Let others know what’s happening in my own change community

• Identify opportunities for co-production

• Create my own story/narrative to win other people to my cause

Call to action


Goodbye and good luck!

‘Coming together is a beginning. Keeping together is progress. Working together is success.’ Henry Ford

Goodbye and good luck!

Source of image: http://switchandshift.com/transactional-or-transformational-which-leadership-style-is-best

http://switchandshift.com/transactional-or-transformational-which-leadership-style-is-best

http://switchandshift.com/transactional-or-transformational-which-leadership-style-is-best