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How to be a GREAT change agent

Dr Helen Bevan, OBEChief Transformation Officer

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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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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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“I have some Key Performance

Indicatorsfor you”

or

“I have a dream”

Source: @RobertVarnam

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is the new normal!“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

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What happens to heretics/radicals/rebels/mavericks

in organisations?

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What is a rebel?•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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We need to create more boatrockers!• Rock the boat but manage to

stay in it• Walk the fine line between

difference and fit, inside and outside

• Conform AND rebel• Capable of working with

others to create success NOT a destructive troublemaker

Source: Debra Meyerson

@HelenBevan #ICRE2015 Source : Lois Kelly www.rebelsatwork.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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1. able to join forces with others to create action

2. able to achieve small wins which create a sense of hope, possibility and confidence

3. strong sense of “self-efficacy” belief that I am personally able to create the change

Three things we know about successful boat rockers

Source: adapted from Debra E Meyerson

CHANGE

meBEGINS 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@HelenBevan #RCN15

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Source: @NHSChangeDay

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Building self-efficacy to be a great change agent: some tactics

1. 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

@HelenBevan #ICRE2015Image copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/

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@HelenBevan #ICRE2015 @HelenBevan #ICRE2015Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@HelenBevan #ICRE2015 @HelenBevan #ICRE2015Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@HelenBevan #ICRE2015 @HelenBevan #ICRE2015Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@HelenBevan #ICRE2015 @HelenBevan #ICRE2015Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@HelenBevan #ICRE2015 @HelenBevan #ICRE2015Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

Make it a personal PERFORMANCE target.

@HelenBevan #ICRE2015 @HelenBevan #ICRE2015Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

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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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As you create your roadmap for the future, make sure you are part of the

steamroller, not part of the roadSaavik Wilcox-Hamilton

Source of quote: http://slidesha.re/1B6jrZw

“ “

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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

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