How to be a radical

@HelenBevan #HIC15
How to be an
organisational radical!
Helen Bevan
Chief Transformation Officer
@HelenBevan
#HIC15
and staying in it:

@HelenBevan #HIC15
“New truths begin as heresies”
(Huxley, defending Darwin’s theory of natural selection)
Source of image:
installation by the
artist Adam Katz
www.thisiscolossal.com
Via @NeilPerkin

@HelenBevan #HIC15
Starts on the fringe
(at the edge)
Starts with the activists
Gary Hamel
always

@HelenBevan #HIC15
Leading change in a new era
Dominant approach Emerging direction

@HelenBevan #HIC15
Most healthcare
transformation
efforts are driven
from this side

@HelenBevan #HIC15
Source: Gary Hamel

@HelenBevan #HIC15
Source:@Alfacarlo

@HelenBevan #HIC15
John Kotter, the most influential thought leader
globally, recognises new approaches are needed
FROM

@HelenBevan #HIC15
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 #HIC15
From “have to” to “want to”
Source of image s:www.slideshare.net/mexicanwave/champions-trolls-10-years-
of-the-cipd-online-community

@HelenBevan #HIC15
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 #HIC15
What happens to
heretics/radicals/rebels/mavericks
in organisations?

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

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/

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/wor
ldwide-employees-engaged-work.aspx

Persistent application of power
and authority drains energy
from those in its wake
Dan Rockwell

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

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

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

“Being” as a change agent
Personal characteristics and
qualities

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

‘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

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

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

What’s the difference between
self efficacy
and
self esteem,
self belief,
self-confidence?

Source: @NHSChangeDay

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

Being a great change agent is about knowing, doing,
living and being improvement

Avedis Donabedian
“Ultimately, the secret of
quality is love.
…… If you have love, you
can then work backward
to monitor and improve
the system”.

Key tactic :
Out-love everyone else
Source of image: Bradley Burgess

“Even the smallest
creature can
change the world”
Galadriel to Frodo
Lord of the Rings

@helenbevan@HelenBevan #HIC15Source of image: outskirtsbattledome.wikispaces.com
The easiest way to thrive as an
outlier
...is to avoid being one
Seth Goodin

@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

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

Calls to Action

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)

What’s the
financial incentive?
Who is
performance
managing?
What’s the
project 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
Overcomes
Action motivators Action inhibitors

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

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

Vivid details

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

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

55
http://weneedsocial.com/blog/2013/8/25/disr
upted-disruptors-unite

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

“You don’t need an engine when you have
wind in your sails”

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 Schirmer
http://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 #HIC15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@helenbevan@HelenBevan #HIC15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
Make it a personal
PERFORMANCE target.

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

“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.
—

....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

The Bevans
Name Dates Place of birth Occupation
Stephen BEVAN 1794- 1850 Bristol, England
Edwin Verry
BEVAN
1832-1879 Bristol, England
Edwin Verry
BEVAN
Ernest Verry
BEVAN
Mervyn Ernest
BEVAN
1929 - Bristol, England
Helen Joyce
BEVAN
1960- Bristol, England

The Bevans
Stephen BEVAN 1794- 1850 Bristol, England Sailmaker
Edwin Verry
BEVAN
1832-1879 Bristol, England Shipper
Edwin Verry
BEVAN
1862-1926 Bristol, England Ship’s captain
Ernest Verry
BEVAN
1904-1981 Bristol, England Ship’s engineer
Mervyn Ernest
BEVAN
1929 - Bristol, England Sailmaker
Helen Joyce
BEVAN
1960- Bristol, England

“You don’t need an engine when you
have wind in your sails”
Paul Bate

The Bevans
Stephen BEVAN 1794- 1850 Bristol, England Sailmaker
Edwin Verry
BEVAN
1832-1879 Bristol, England Shipper
Edwin Verry
BEVAN
1862-1926 Bristol, England Ship’s captain
Ernest Verry
BEVAN
1904-1981 Bristol, England Ship’s engineer
Mervyn Ernest
BEVAN
1929 - Bristol, England Sailmaker
Helen Joyce
BEVAN
1960- Bristol, England Sailmaker

References and links
Baron 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
SlideShare
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

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/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

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