Change as an intrinsic part of care, pop up uni, 9am, 3 september 2015

Change as an Intrinsic part of Care

@JennyTheM

We want you to leave us feeling …

….inspired and ready to embrace change

Putting evidence into practice

Barriers

• Fear of change

• The ‘Cant’ approach – risk

• Being introverted

• Disbelief

• Culture

• Time

Drivers • Patient Experience

• Daring greatly-Brene Brown

• Social media

• Individualised care • Compassion

• Belief

• Time

What one change can you make to improve

quality and patient experience?

Go Global and stay local Presenting

Blogging

Twitter

Poetry

Journal Publications

Creating valuable connections

My ROAR was guided by

• Evidence

• Humanity

• Compassion

“Roar Behind The Silence” Sheena Byrom Soo Downe

Adam Bojelian @Adsthepoet

NHS Change Day 2015

https://www.youtube.com/watch?v=TmVfVB

N0gnQ

Thanks to @NatSkelt

Some who challenge others to grow

http://www.wecommunities.org

http://matexp.org.uk

#GlobalVillageMidwives

NHS Change Day

NHSiQ.nhs.uk- School for Health & Care Radicals

worldhealthinnovationsummit.com

Over to Kate Pound

Time to reframe ‘leading’

change Kate Pound & Jenny Clarke

Twitter

@KateSlater02 @JennytheM

What does leading change mean to you?

‘Pushed’ to change or carrot and stick approach, change

happens because….

Leading change in a new era

Dominant approach Emerging direction

@HelenBevan

Does this work?

• More than 70% of all major transformation efforts fail.

Why?

Because organizations do not take a consistent, holistic approach to

changing themselves, nor do they engage their workforces effectively.

John Kotter

“Change doesn’t rain down on us from on high. Rather, its stories

are co-created and co-owned by the community. Or, at least they

are if you want the change to stick” Julian Stodd

https://julianstodd.wordpress.com/2013/11/29/the-co-creation-and-co-ownership-of-organisational-change/

14,000 contributors recently identified 10 barriers to change:

Confusing strategies

Over controlling leadership

Perverse incentives Stifling innovation

Poor workforce planning

One way communication

Inhibiting environment

Undervaluing staff

Poor project management

Playing it safe

Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015

What does the NHS workforce think?

• Front line teams get too many high priority messages from leaders each

day, making it difficult for them to know what to focus on

Increasing number of messages as information cascade through the organisation

Source: adapted from

http://businessjournal.gallup.com/content/162707/change-initiatives-fail-

don.aspx @Helenbevan

Confusing strategies

One way communication

• The biggest mistake people make is that communication is involvement / engagement

• One way communications kills co-creation and does not harness the flow of energy

• It can kill relationships • Keeps people feeling controlled and ‘done to’

https://www.youtube.com/watch?v=-4EDhdAHrOg

Stifling innovation

• Be suspicious of new ideas • Invoke history – ‘we tried that before and it didn’t work’ • Keep people really people – if people have time to thing about

changing stuff they clearly aren’t that business • In the name of excellence – cut throat competition • Confine discussions of strategies and plans to a small circle – • Act as punishing failure motivates success • Blame problems on the incompetent people below – weak skills poor

ethics Rosabeth Moss Kanter (2013)

14,000 contributors recently identified 11 building blocks for change:

Inspiring & supportive leadership Collaborative working

Thought diversity Autonomy & trust

Smart use of resources

Flexibility & adaptability

Long term thinking

Nurturing our people

Fostering an open culture

A call to action

Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015

Challenging the status quo

What does the NHS workforce think?

“I have some Key

Performance

Indicators

for you”

or

“I have a

dream”

Source: @HelenBevan @RobertVarnam

A call to action – what’s yours?

Collaborative working - we need to widen our teams

Where are your team on the project marmite zone?

Love It! Hate it!

What barriers to change would you put in room 101?

Four ways to connect!

1. Follow us on Twitter

@JennytheM @KateSlater2

@TheEdgeNHS @School4Radicals

2. Subscribe to theedge.nhsiq.nhs.uk

3. Get materials from theedge.nhsiq.nhs.uk/school

…and sign up for our monthly #EdgeTalks theedge.nhsiq.nhs.uk/edgetalks

4. Save the date for theedge.nhsiq.nhs.uk/transformathon

4pm - 4pm, 27-28th January 2016