leading in a complex world:

@HelenBevan #AWPLeaders

Leading in a complex world

Helen Bevan

@HelenBevan

#AWPLeaders


The Five Year Forward View

Mentions“radical” 12 times“transformation/transformational” 13 times“change” 42 times


Source: @NHSChangeDay


What is happening with change?


Kinthi Sturtevant, IBM 13th

annual Change Management Conference

June 2015

We rarely see two, three or four year change projects anymore. Now it’s 30-60-90 day change

projects

http://www.innovationexcellence.com/blog/2015/07/09/13th-annual-change-management-conference-highlights/?utm_source=hs_email&utm_medium=email&utm_content=20535245&_hsenc=p2ANqtz--W0963q5vEUgL7ecueQKfQ5nK0QPbROyo7BwHs10orC8Mhs-KVEWZbwEyxXf1c8rSQahhkhUXAPaEFtqlTzK5nEygUTw&_hsmi=20535245





Source: Bromford P (2015), ”What’s the difference between a test and a pilot?”

http://www.bromfordlab.com/labblog/2015/7/22/tests-vs-pilots?utm_content=bufferc862c&utm_medium=social&utm_source=twitter.com&utm_campaign=buffer


DIGITALCONNECTION



Empower your staff to be the voice of the organisation. They’ve got audience & credibility

Employees have 10x more connections than corporate social accounts


Work complexity

DIGITALCONNECTION



DIGITALCONNECTION

Hierarchical

power

Work complexity



“In a connected world, power no longer emanates from the top of the heap, but the centre of the

network.”Greg Satell, 2015

Greg Satell: http://www.digitaltonto.com/2015/how-power-is-shifting-from-corporations-to-platforms/

http://www.digitaltonto.com/2015/how-power-is-shifting-from-corporations-to-platforms/




DIGITALCONNECTION

Hierarchical

power

Work complexityChange from the edge



http://www.slideshare.net/Openpolicymaking/policy-lab-slide-share-introduction-final





Future health and care leaders will need to be leaders at the edge!


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


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

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

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


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


People who are highly connected have twice as much power to

influence change as people with hierarchical power

Leandro Herrerohttp://t.co/Du6zCbrDBC

http://t.co/Du6zCbrDBC


“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

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

“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!


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

http://t.co/6CQtA4wUv1


‘If you put fences around people, you get sheep. Give people the room they

needWilliam L McKnight


What happens to heretics/radicals/rebels/mavericks

in organisations?

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


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 #AWPLeadersSource : Lois Kelly www.foghound.com

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

Rebel

http://www.foghound.com/


Reflection

• What are your insights around “rebels” and “troublemakers”?

• What moves people from being “rebel” to “troublemaker”?

• How do we protect against this?

@HelenBevan #AWPLeadersSource : Lois Kelly www.rebelsatwork.com

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

Rebel

http://www.rebelsatwork.com/


“The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time and still retain the ability to function”F Scott FitzgeraldAuthor, 1896-1940


“Every conflict is an invitation to innovation.”

Mary Parker FollettSociologist, 1868-1933

@HelenBevan #AWPLeaders@HelenBevan


Polarities in this talk

Old power AND New powerHierarchies AND Networks

Transactions AND Relationships At the edge AND In the centre

On the inside AND On the outside


Polarity map concept

Source: Barry Johnson

+

–One AWPStrong area teams


Polarity map concept

Source: Barry Johnson

Centralise Decentralise

+

–Centralise DecentraliseDecentraliseCentralise

Either-Or


Q is a thriving, effective community of improvement leaders

The Q community fails to fulfil its potential

Example


TaskFill in the boxes to map the polarities:

Strong area teams AND One AWP


Positive results of focus on this left pole

Negative results of over-focus on the left pole to the neglect of the right pole

Negative results of over-focus on the right pole to the neglect of the left pole

Deeper Fear from lack of balance

Greater Purpose Statement - why balance this polarity?*

and

Adapted from the Polarity Management map, Polarity Associates

Polarity MapAction stepsHow will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?

Action StepsHow will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?

Early Warnings Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.

Early WarningsMeasurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.

Positive results of focus on this right pole


Three things I have learnt in 30 years of leading change1. Assume that everyone has a noble

intention2. When people “resist” change is it more

likely to be a result of a bad change process than a “difficult” personality

3. My role as a change agent is about alignment, not judgement

Source of image:ngo-academy.org


Being an effective change agent is not about INTENTION; it’s about IMPACT

#SHCR @School4Radicals@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 inspireDov Seidman

#SHCR @School4Radicals@HelenBevan

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leading in a complex world:

Healthcare