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@HelenBevan
In the near future, the edges will be where almost all high-value work will be done…..http://www.jarche.com/2014/01/moving-to-the-edges/
Leading from the edge
“
Helen Bevan
@HelenBevan
@HelenBevan
For those of you who attended theGreater Manchester Graduate Xchange
20th November 2015Some 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
@HelenBevan
These ideas come from
theedge.nhsiq.nhs.uk/school New term started 4.2.16
@HelenBevan
The School has been formally evaluated by the Chartered Institute for Personnel & Development
http://theedge.nhsiq.nhs.uk/school/school-evaluation/
How has the School for Health and Care Radicals made a difference?
@HelenBevan
The School has been formally evaluated by the Chartered Institute for Personnel & Development
• Change knowledge• Sense of purpose & motivation to improve practice• Ability to challenge the status quo• Rocking the boat & staying in it• Connecting with others to build support for change
Statistically significant positive effect on EVERY dimension of impact at both individual
and organisational level
@HelenBevan
The Fundamental Law of Conventional Conferences
The sum of the expertise of the
people in the audience is greater
than the sum of expertise of the people on stage
Dave Winer
““
Source of image: www.citynet.com
@HelenBevanSource: http://www.slideshare.net/alwynlau/learning-theories-learner-needs
@HelenBevan
Source: @NHSChangeDay
@HelenBevan
“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
@HelenBevan
@HelenBevan
Starts on the fringe (at the edge)
Starts with the activistsGary Hamel
always
@HelenBevan
Tomorrow belongs to those who can hear it coming
David Bowie
“
@HelenBevan
If I put my ear down on the railroad track, I can hear the train
coming, and we ain’t ready
Ray Smith, former Chairman and CEO of Bell Atlantic
Source of image: cubimention.net
“
@HelenBevan
The Five Year Forward View
Mentions“radical” 12 times“transformation/transformational” 13 times“change” 42 times
@HelenBevan
@HelenBevan
What is happening with change?
@HelenBevan
DIGITALCONNECTION
What is happening with change?
@HelenBevan
Work complexity
DIGITALCONNECTION
What is happening with change?
@HelenBevan
DIGITALCONNECTION
Hierarchical
power
Work complexity
What is happening with change?
@HelenBevan
DIGITALCONNECTION
Hierarchical
power
Work complexityChange from the edge
What is happening with change?
@HelenBevan
Moving to the edge“ Traditional R&D is no longer sufficient. Big companies invest in innovation centers; some aim to act like start ups, others set out to partner with or acquire them.Either way, innovation centers spark new ideas, experiment faster, fail faster and gain momentum to affect HQ and force change from the outside in”Disruptive technology trends 2016-2018
@HelenBevan
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
@HelenBevan
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
@HelenBevan
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
@HelenBevan
People who are highly connected have twice as much power to
influence change as people with hierarchical power
Leandro Herrerohttp://t.co/Du6zCbrDBC
@HelenBevan
People at every level recognise that things aren’t right
“Legacy constructs that enforce bureaucracy through command-
and-control structures …with gated handovers between organizational
silos are pervasive across large organisations. These processes
were built to mitigate risk for an environment that doesn’t exist
today.
“With this in mind, many organisations are looking for ways to improve employee
participation in the organisation’s strategy and in turn, increase retention rates
and hold on to the great people they’ve already
invested in. This results in a radical shift in the existing
work constructs……”
Thoughtworks, The unfinished business of organizational transformation
@HelenBevan‘Success….depends on having an open, engaging,
and iterative process that harnesses the energies of clinicians, patients, carers, citizens, and local
community partners including the independent and voluntary sectors, and local government
Sustainability and Transformation Plans
@HelenBevan
“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!
@HelenBevan
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
@HelenBevan
‘If you put fences around people, you get sheep. Give people the room they
needWilliam L McKnight
@HelenBevan
What happens to heretics/radicals/rebels/mavericks
in organisations?
@HelenBevan
@HelenBevanSource: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out
@HelenBevan
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
@HelenBevan
What are the risks for a boat rocker?
1. Our experiences of “being different” can be fundamentally disempowering. This can lead us to conform because we see no other choice
Source: adapted from Debra E Meyerson
@HelenBevan
What are the risks for a boat rocker?
1. Our experiences of “being different” can be fundamentally disempowering. This can lead us to conform because we see no other choice we surrender a part of ourselves, and silence
our commitment, in order to survive
Source: adapted from Debra E Meyerson
@HelenBevan
Research shows the psychological distress that comes with inauthentic behaviour
"Staying true to yourself matters, even if it is difficult, because we notice that there is a cost involved in straying too far from your personal values.” “It seems to be true that to act in accordance with one’s own self, emotions, and values is a fundamental aspect of well-being,”
F. Gino, Maryam Kouchaki and Adam D. Galinsky (2015) The moral virtue of authenticity: how inauthenticity produces feelings of immorality and impurity
Psychological Science July 2015
@HelenBevan
@HelenBevan
What are the risks for a boat rocker?
1. Our experiences of “being different” can be fundamentally disempowering. This can lead us to conform because we see no other choice we surrender a part of ourselves, and silence
our commitment, in order to survive2. leave the organisation
we cannot find a way to be true to our values and commitments and still survive
3. stridently challenge the status quo in a manner which is increasingly self-defeating this just confirms what we already know – that
we don’t belong Source: adapted from Debra E Meyerson
@HelenBevan
Research shows the psychological distress that comes with inauthentic behaviour
“it is important to note that a threat to someone’s moral self-concept is different from other negative states of mind such as feeling confused, disrespected, or overwhelmed. Clear instructions, positive feedback, and flexible hours are all undoubtedly appreciated, but for leaders who want to keep their employees engaged for as long as possible, understanding their need for a positive moral self-concept might be key”
F. Gino, Maryam Kouchaki and Adam D. Galinsky (2015) The moral virtue of authenticity: how inauthenticity produces feelings of immorality and impurity Psychological Science July 2015
@HelenBevanSource : Lois Kelly www.foghound.com
There’s a big difference between a rebel and a troublemaker
Rebel
@HelenBevan
@HelenBevan
Reflection
• What are your insights around “rebels” and “troublemakers”?
• What moves people from being “rebel” to “troublemaker”?
• How do we protect against this?
@HelenBevanSource : Lois Kelly www.rebelsatwork.com
There’s a big difference between a rebel and a troublemaker
Rebel
@HelenBevan
Peter Fuda’s Transformational Change Agent framework
Skills and methods for creating change
Ability to make sense of, and reshape perceptions of ‘reality’
Personal characteristics and qualities
@HelenBevan
Peter Fuda’s Transformational Change Agent framework: my perspective
“Doing”• Where most change agents
in health and care put most of their effort and emphasis
• What others typically judge us on
• What we often perceive we need to do to add value
• What most change and improvement courses focus on
@HelenBevan
Peter Fuda’s Transformational Change Agent framework: my perspective
“Seeing ” and “Being”• We can only do effective
“doing” if we build on strong foundations of “seeing and being”
• Change begins with me• Hopeful futures, creative
opportunities and potential• Multiple lenses for change • See myself in the context of
my higher purpose
@HelenBevan
“Being” as a change agent
Personal characteristics and qualities
@HelenBevan
Change starts with me
Source of image: jasonkeath.com
@HelenBevan
"There’s only one corner of the
universe you can be certain of
improving, and that’s your own
self." Aldous Huxley
Source of image: timcoffeyart.wordpress.com
@HelenBevan
“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
@HelenBevan
1. able to join forces with others to create action2. able to achieve small wins which create a sense
of hope, possibility and confidence3. More likely to view obstacles as challenges to
overcome4. strong sense of “self-efficacy”
belief that I am personally able to create the change
Four things we know about successful boat rockers
Source: adapted from Debra E Meyerson
CHANGE
meBEGINS WITH
@HelenBevan
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
What’s the difference between
self efficacyand
self esteem,self belief,
self-confidence?
@HelenBevan
Source: @NHSChangeDay
@HelenBevan
Source: @NHSChangeDay
What is the issue here?“permission” ?
(externally generated)or
Self efficacy ? (internally generated)
@HelenBevan
Building self-efficacy: some tactics1. 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
Module 1 Being a health and care radical: Change starts with meSupported by:
Image copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/
@HelenBevan
@HelenBevan
C http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@HelenBevan Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@HelenBevan Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@HelenBevan Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@HelenBevan Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@HelenBevan Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
Make it a personal PERFORMANCE target.
@HelenBevan Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@HelenBevan
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
@HelenBevan
“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.
—
@HelenBevan
Our awareness provides the underlying ground out of which our thinking and doing emerge
@HelenBevan
‘Avedis Donabedian
Ultimately, the secret of quality is love.…… If you have love, you can then work backward to monitor and improve the system
@HelenBevan
Tactic for radicals:Out-love everyone else
Source of image: Bradley Burgess
@HelenBevan
Take part in an RCT
What is a
RCT?
@HelenBevan
• Randomised Coffee Trial!• Randomised Coffee Trial!
Randomised Coffee Trial!
@HelenBevan
Outcomes of Randomised Coffee Trials
@HelenBevan Source of image: outskirtsbattledome.wikispaces.com
The easiest way to thrive as an outlier
...is to avoid being oneSeth Goodin
@HelenBevanFor more information/explanation visit: http://linkis.com/www.oscarberg.net/20/QwGqW
@HelenBevan
Power in 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
@HelenBevan
Managers know how to command obedience and diligence, but most are
clueless when it comes to galvanizing the sort of volunteerism that animates life on
the social web. Initiative, imagination and passion can’t be commanded—they’re gifts.
Gary Hamel http://www.mixmashup.org/blog/reinventing-management-mashup-architecture-ideology
‘
@HelenBevan
“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
@HelenBevan
Learning from social movement leaders
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
@HelenBevan
@HelenBevan
Calls to Action
@HelenBevan
Leadership is….
…the art of mobilising others to want to struggle for shared
aspirationsJim Kouzes
Source of image: environmentvictoria.org.au
@HelenBevan
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)
@HelenBevan
What’s the financial incentive?
Who is performance managing?
What’s the project plan?
Source: @RobertVarnam
@HelenBevan
The reality“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
@HelenBevan
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
@HelenBevan
“I have some Key Performance
Indicatorsfor you”
or
“I have a dream”
Source: @RobertVarnam
@HelenBevan
If we want people to take action, we have to connect with their emotions through values
action
values
emotion
Source: Marshall Ganz
@HelenBevan
@HelenBevan
@HelenBevan
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
@HelenBevan
‘‘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
@HelenBevan
Effective framing: what do we need to do?
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
Source of image: woccdoc.org
@HelenBevan
http://www.slideshare.net/amitkaps/fifth-elephant-2014-talk-crafting-visual-stories-with-data?sf3881865=1
@HelenBevan Source: Hahrie Han (2014) How organisations develop activists
Lone wolves
Mobilisers
Organisers
What’s different about activist organisations/ communities with high participation rates?
@HelenBevan @HelenBevan
Focus on the “We”
“Great social movements get their energy by growing a distributed
leadership”
@HelenBevan
Harvard researchers put a gorilla image on this lung scan
@HelenBevan
What proportion of the radiologists who reviewed this scan actually saw the gorilla?
90%
25% 17%
80%
9%
60%
@HelenBevan
Question: what’s the most reliable way to predict the future effectiveness of a
team?
Source: http://www.fastcompany.com/3049524/know-it-all/the-science-behind-team-intelligence
@HelenBevan
Effective framing: what do we need to do?
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
Source of image: woccdoc.org
@HelenBevan
Vivid details
Source: Marshall Ganz
@HelenBevan
“You don’t need an engine when you have wind in your sails”
Paul Bate
@HelenBevan
Talk to the person next to you
• Tell your story about why the change you are involved in now is so important to you
• Relate it to a personal experience
You have:• 2 minutes to prepare your story• 3 minutes each to tell your story
@HelenBevan
How do we create a sense of “us” to build momentum for change?
Source of image: www.tannerfriedman.com
@HelenBevan
Moving beyond us and them to us and us
Source of image: www.delta7.com
@HelenBevan
The Network Secrets of Great Change AgentsJulie 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
@HelenBevan
strong ties (cohesive)v.
weak ties (disconnected)
Source of image: http://www.forbes.com/fdc/welcome_mjx.shtml
@HelenBevan
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
@HelenBevan
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
@HelenBevan
The pros and cons of strong ties
Pros Cons
@HelenBevan
When we seek to spread change through weak ties
• 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 resources in our organisation, system or community to help achieve our goals
@HelenBevan
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
@HelenBevan
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
@HelenBevan
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
@HelenBevan
Sources of weak ties
@HelenBevan
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
@HelenBevan
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
@HelenBevan
@HelenBevan120
http://weneedsocial.com/blog/2013/8/25/disrupted-disruptors-unite
@HelenBevan
Source of image: http://switchandshift.com/transactional-or-transformational-which-leadership-style-is-best
@HelenBevan
“You don’t need an engine when you have wind in your sails”
@HelenBevan
Questions for reflection
1. What learning and inspiration can you take from social movement leaders to help you in your role as an agent of change in health and care?
2. How will you attract the attention of the people you want to call to action?
3. Who are the people who are currently disconnected that you want to unite in order to achieve your goal for change? How can you build a sense of “us” with them?
@HelenBevan #gpconf15 Source of image: ivysea.com
Building energy for
change
@HelenBevan #gpconf15 Source of image: Whatsthebigideascwartzy.blogspot.com
@HelenBevan #gpconf15
Most change programmes fail to deliver their objectives
Source: McKinsey Performance Transformation Survey, 3000 respondents to global, multi-industry survey
70%
25%5%
Gets anywhere near achieving the change and
delivering the benefits
@HelenBevan #gpconf15
Source: McKinsey Performance Transformation Survey, 3000 respondents to global, multi-industry survey
70%
25%5% Delivers and
sustains the change
Most change programmes fail to deliver their objectives
@HelenBevan #gpconf15
What happens to large scale change efforts in reality?
In order of frequency:1. the effort effectively “runs out of energy” and
simply fades away2. the change hits a plateau at some level and no
longer attracts new supporters3. the change becomes reasonably well established;
several levels across the system have changed to accommodate or support it in a sustainable way
Source: http://www.nhsiq.nhs.uk/8530.aspx
@HelenBevan #gpconf15
Typically, around any change effort, there is an initial spike of tangible energy, and change, but when leadership loses interest, the momentum
of change slows down drastically.”Tara Paluck
@HelenBevan #gpconf15
Anatomicalapproach
Improving clinical systems
Seeking to reduce harm and reduce risk
Redesigning pathways Standardising Measuring
The shape and structure of the system; structures and
processes to deliver health and healthcare
Physiologicalapproach
The vitality and life-giving forces that enable the system and its
people to develop, grow & change
creating higher purpose and deeper meaning
Leading through values building commitment creating hope and
optimism about the future calling to action
@HelenBevan #gpconf15
Anatomicalapproach
Improving clinical systems
Seeking to reduce harm and reduce risk
Redesigning pathways Standardising Measuring
The shape and structure of the system; structures and
processes to deliver health and healthcare
Physiologicalapproach
The vitality and life-giving forces that enable the system and its
people to develop, grow & change
creating higher purpose and deeper meaning
Leading through values building commitment creating hope and
optimism about the future calling to action
It’s all about
energy!
@HelenBevan #gpconf15
Resistant behaviour is a good indicator of missing relevance
Harald Schirmerhttp://de.slideshare.net/haraldschirmer/strategies-for-corporate-change-the-new-role-of-hr-driving-social-adoption-and-change-in-the-enterprise
Source of image: driverlayer.com
‘‘
@HelenBevan #gpconf15
Intrinsic motivationPeople engage in the activity for the pleasure and satisfaction of doing it
Invokes many positive behaviours
Extrinsic motivationPeople engage in the activity for the rewards or avoiding punishmentAny external influence is referred to as extrinsic motivation
Images: pixgood.com
@HelenBevan #gpconf15
The power of extrinsic drivers
@HelenBevan #gpconf15
Persistent application of power and authority drains energy
from those in its wakeDan Rockwell
#SHCR @School4Radicals
Research shows that more than almost any other factor affecting an
organisation, energy can lead to either a wellspring of corporate vitality or the
destruction of its very core
Source: Bruch and Vogel
#SHCR @School4Radicals@HelenBevan #gpconf15
Bruch and Vogel researchOrganisations with HIGH productive energy scored higher on: overall performance - 14% higher productivity – 17% efficiency – 14% customer satisfaction – 6% customer loyalty – 12%
#SHCR @School4Radicals
#SHCR @School4Radicals@HelenBevan #gpconf15
Energy for change
The capacity and drive of a team, organisation or system to act and make the difference necessary to
achieve its goals
http://www.institute.nhs.uk/tools/energy_for_change/energy_for_change_.html
#SHCR @School4Radicals@HelenBevan #gpconf15
Psychological
Physical
Spiritual
Social Intellectual
Energy for change
#SHCR @School4Radicals@HelenBevan #gpconf15
Social energy
Energy of personal engagement, relationships and
connections between people
It’s where people feel a sense of “us and us” rather than “us and them”
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Spiritual energy
Energy of commitment to a common vision for the future, driven by shared
values and a higher purposeGives people the confidence to move towards a
different future that is more compelling than the status quo
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Psychological energy
Energy of courage, resilience and feeling safe to do things differently
Involves feeling supported to make a change and trust in leadership and direction
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Physical energy
Energy of action, getting things done and making progress
The flexible, responsive drive to make things happen
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Intellectual energy
Energy of analysis, planning and thinking
Involves gaining insight as well as planning and supporting processes, evaluation, and arguing a
case on the basis of logic/ evidence
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High and low ends of each energy domain
Low High
Social isolated solidarity
Spiritual uncommitted higher purpose
Psychological risky safe
Physical fatigue vitality
Intellectual Illogical reason
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Some questions
Which group likely to have higher spiritual energy scores (clinicians/non clinicians?)
Nearer to CEO, higher or lower energy scores?
@helenbevan@helenbevan #Quality2013
• Are particular energy domains more dominant than others for our team at the moment?
• Is this the optimal energy profile to help us achieve our improvement goals?
Energy for change profileSocial
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
#SHCR @School4Radicals@HelenBevan #gpconf15
Social
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
Team 1: what’s your assessment of their energy for change?
#SHCR @School4Radicals@HelenBevan #gpconf15
Social
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
Team 2: what’s your assessment of their energy for change?
#SHCR @School4Radicals@HelenBevan
Where is your team?
Social
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
#SHCR @School4Radicals
There has never been a time in the history of healthcare when this advice has been
more pertinent
“Leadership is not about making clever decisions and doing bigger deals. It is about
helping release the positive energy that exists naturally within people”
Henry Mintzberg
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#SHCR @School4Radicals@HelenBevan #gpconf15 Source: Helen Bevan
Compliance
States a minimum performance standard that everyone must achieve
Uses hierarchy, systems and standard procedures for co-ordination and control
Threat of penalties/ sanctions/ shame creates momentum for delivery
What is our approach to change?Commitment
States a collective goal that everyone can aspire to
Based on shared goals, values and sense of purpose for co-ordination and control
Commitment to a common purpose creates energy for delivery
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We know that ...
Shared purpose is a common thread in successful change programmes*
Organisations and change initiatives with strong shared purpose consistently outperform those without it.**
*What makes change successful in the NHS? Gifford et al 2012 (Roffey Park Institute)
**Management Agenda 2013 Boury et al (Roffey Park Institute)
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A 3-word concept
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[Shared] purpose goes way deeper than vision and mission; it goes right into your gut
and taps some part of your primal self. I believe that if you can bring people with similar primal-purposes together and get them all marching in the same direction,
amazing things can be achieved.Seth Carguilo
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The power of shared purpose:
Perhaps the single most important influence on program response by individual units—either in promoting or resisting change—was the extent of consensus and
coalition among the senior medical and nursing staff on individual Intensive Care Units….
[Consultant says] ‘I think it’s been successful because it’s a unifying program, it’s one of the few things that we’ve done that hasn’t been just a doctor thing, or just a nurse thing, it’s involved the doctors and the nurses together.’
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3704826/
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Avoiding “de facto” purpose What leaders pay attention to matters to staff, and
consequently staff pay attention to that too Shared purpose can easily be displaced by a “de facto”
purpose: hitting a target reducing costs eliminating waste completing activities within a timescale complying with an inspection regime
If purpose isn’t explicit and shared, then it is very easy for something else to become a de facto purpose in the minds of the workforce
Source: Delivering Public Services That Work: The Vanguard Method in the Public Sector
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#SHCR @School4Radicals@HelenBevan #gpconf15
Purpose
Obfuscation O-
meter
@SimonJGuilfoyle Police Inspector and systems thinker
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Police
@SimonJGuilfoyle Police Inspector and systems thinker
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Education
@SimonJGuilfoyle Police Inspector and systems thinker
#SHCR @School4Radicals@HelenBevan #gpconf15
Healthcare
@SimonJGuilfoyle Police Inspector and systems thinker
#SHCR @School4Radicals@HelenBevan #gpconf15
....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
@HelenBevan
If you enjoyed today, you’ll love this…
theedge.nhsiq.nhs.uk/school
New term started 4.2.16