@HelenBevan

How to be an organisational radical!

Helen Bevan

Chief Transformation Officer@HelenBevan

and staying in it:

@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

Starts on the fringe

(at the edge)

Starts with the activistsGary Hamel

always

@HelenBevan

Leading change in a new era

Dominant approach Emerging direction

@HelenBevan

Leading change in a new era

Dominant approach Emerging direction

Most healthcare transformation

efforts are driven from this side

@HelenBevan

@HelenBevanSource: Gary Hamel

@HelenBevanSource:@Alfacarlo

@HelenBevan

John Kotter, the most influential thought leader globally, recognises new approaches are needed

FROM

@HelenBevan

John Kotter: “Accelerate!”

• We won’t create big change through hierarchy on its own

• We need hierarchy AND network

• Many change agents, not just a few, with many acts of leadership

• At least 50% buy-in required

• Changing our mindset

• From “have to” to “want to”

TO

@HelenBevan

From “have to” to “want to”

Source of image s:www.slideshare.net/mexicanwave/champions-trolls-10-years-of-the-cipd-online-community

@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

@helenbevan@HelenBevan

What happens to heretics/radicals/rebels/mavericks

in organisations?

@helenbevan@HelenBevan

@helenbevan #IQTGOLD@HelenBevanSource: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out

@helenbevan@HelenBevan

Two kinds of people at work

• Feel connected to a higher purpose

• Improvements driven by shared goals & values

• Collaborate

• Embrace change

• Work to who they are

The contributors The compliant

• Feel disconnected from purpose

• Improvements driven by performance management & adherence to standardised procedures

• Hold back

• Resist change

• Work to a role specification

Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the-winners-in-business-are-taking-the-time-to-build-a-positive-kind-social-culture/

@helenbevan@HelenBevan

Two kinds of people at work

• Feel connected to a higher purpose

• Controlled & coordinated through shared goals & values

• Collaborate

• Embrace change

• Work to who they are

The contributors The compliant

• Feel disconnected from purpose

• Controlled & coordinated through performance management & standardised procedures

• Hold back

• Resist change

• Work to a role specification

Gallup global research:• Only 13% of the workforce are

engaged (contributors)• Contributors create six times the

value to an organisation compared to the compliant

http://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx

@helenbevan@HelenBevan

Persistent application of power and authority drains energy

from those in its wakeDan Rockwell

@helenbevan@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@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@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@HelenBevan

“Being” as a change agent

Personal characteristics and qualities

@helenbevan@HelenBevan

Change starts with me

Source of image: jasonkeath.com

@helenbevan@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@HelenBevan

‘I do not think you can really deal with change without a person asking real

questions about who they are and how they belong in the world’

David Whyte, The Heart Aroused 1994

Source of image: fistfuloftalent.com

@helenbevan@HelenBevan

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. More likely to view obstacles as challenges to overcome

4. 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

me

BEGINS WITH

@helenbevan@HelenBevan

Self-efficacy

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@HelenBevan

What’s the difference between

self efficacyand

self esteem,self belief,

self-confidence?

@helenbevan@HelenBevan

Source: @NHSChangeDay

@helenbevan@HelenBevan

Source: @NHSChangeDay

What is the issue here?

“permission” ? (externally generated)

or

Self efficacy ? (internally generated)

@HelenBevan

Building self-efficacy: some tactics

1. Create change one small step at a time

2. Reframe your thinking:

• failed attempts are learning opportunities

• uncertainty becomes curiousity

3. Make change routine rather than an exceptional

activity

4. Get social support

5. Learn from the best

@helenbevan@HelenBevan

Being a great change agent is about knowing, doing,

living and being improvement

@helenbevan@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@HelenBevan

Key tactic :Out-love everyone else

Source of image: Bradley Burgess

@helenbevan@HelenBevan

“Even the smallest creature can

change the world”Galadriel to Frodo

Lord of the Rings

@helenbevan@HelenBevanSource of image: outskirtsbattledome.wikispaces.com

The easiest way to thrive as an outlier

...is to avoid being one

Seth Goodin

@helenbevan@HelenBevan

Leading change in a new era

Dominant approach Emerging direction

@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@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

@helenbevan@HelenBevan

Calls to Action

@helenbevan@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@HelenBevan

What’s the financial incentive?

Who is performance managing?

What’s theproject plan?

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 #IQTGOLD@HelenBevan

But not all emotions are equal.........

inertiaurgency

anger apathy

solidarity isolation

you can make a difference

Self-doubt

hope fear

Overc

om

es

Action motivators Action inhibitors

Source: Marshall Ganz

@helenbevan@HelenBevan

@helenbevan@HelenBevan

Effective framing: what do we need to do?

1. Tell a story

Source of image: woccdoc.org

@helenbevan@HelenBevan

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

@helenbevan@HelenBevan

Effective framing: what do we need to do?

1. Tell a story

2. Make it personal

Source of image: woccdoc.org

@helenbevan@HelenBevan

Effective framing: what do we need to do?

1. Tell a story

2. Make it personal

3. Be authentic

Source of image: woccdoc.org

@helenbevan@HelenBevan

Effective framing: what do we need to do?

1. Tell a story

2. Make it personal

3. Be authentic

4. Create a sense of “us” (and be clear who the “us” is)

Source of image: woccdoc.org

@helenbevan@HelenBevan

Effective framing: what do we need to do?

1. Tell a story

2. Make it personal

3. Be authentic

4. 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 #IQTGOLD@HelenBevan

Vivid details

Source: Marshall Ganz

@helenbevan #IQTGOLD@HelenBevan

@helenbevan #IQTGOLD@HelenBevan

@helenbevan@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@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@HelenBevan59

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

@helenbevan@HelenBevan

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

@helenbevan #IQTGOLD@HelenBevan

“You don’t need an engine when you have

wind in your sails”

@helenbevan@HelenBevan

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

@helenbevan

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

@helenbevan@HelenBevan

@helenbevan@HelenBevan Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@helenbevan@HelenBevan Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@helenbevan@HelenBevan Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@helenbevan@HelenBevan Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@helenbevan@HelenBevan Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

Make it a personal PERFORMANCE target.

@helenbevan@HelenBevan Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@helenbevan@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 twelfthcontact

Source: http://www.slideshare.net/bryandaly/go-for-no

@helenbevan@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 #IQTGOLD@HelenBevan

@helenbevan@HelenBevan 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

@helenbevan@HelenBevan

@helenbevan@HelenBevan

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)

@helenbevan#NHSChangeDay #SHCRchat

A 3-word concept

@helenbevan #IQTGOLD@HelenBevan

[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

@helenbevan@HelenBevan

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/

@helenbevan@HelenBevan

As leaders, we are “signal generators”

“As a leader, think of yourself as a “signal generator” whose words and actions are constantly being scrutinised and interpreted, especially by those below you” [in the hierarchy]

Charles O’Reilly,

Leaders in Difficult Times

Source of image: vintage-radio.com

@helenbevan@HelenBevan

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

reducing length of stay

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

@helenbevan@HelenBevan @SimonJGuilfoyle Police Inspector and systems thinker

@helenbevan@HelenBevan @SimonJGuilfoyle Police Inspector and systems thinker

@helenbevan@HelenBevan

Police

@SimonJGuilfoyle Police Inspector and systems thinker

@helenbevan@HelenBevan

Education

@SimonJGuilfoyle Police Inspector and systems thinker

@helenbevan@HelenBevan

Healthcare

@SimonJGuilfoyle Police Inspector and systems thinker

@helenbevan@HelenBevan

....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 inspire

Dov Seidman

@helenbevan@HelenBevan

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 collaborationSlideShare

Diaz-Uda A, Medina C, Schill E (2013) Diversity’s new frontier

Fuda P (2012) 15 qualities of a transformational change agent

Grant, 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 die

Jarche, H (2013) Rebels on the edges

@helenbevan@HelenBevan

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 troubleHarvard 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/healthcareradicals

Shinners C (2014) New Mindsets for the Workplace Web

Stoddard J (2014)The future of leadership

Williams B (2014) Working Out Loud: When You Do That… I Do This

Weber Shandwick (2014) Employees rising: seizing the opportunity in employee activism

Verjans S (2013) How social media changes the way we work together

References and links