Module 2 Forming communities building alliances
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Module 2 Forming communities building alliances

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These are the slides for module 2 of The School for Health and Care Radicals, a five week virtual programme, designed to equip people across the health and care system with the core skills to improve ...

These are the slides for module 2 of The School for Health and Care Radicals, a five week virtual programme, designed to equip people across the health and care system with the core skills to improve their skills as change agents. It supports NHS Change Day 2014, the grassroots movement in which everyone who values the NHS can make a pledge of action to improve things for patients and the health and care system.
Big change only happens in health and care because of heretics and radicals: passionate people who are willing to take responsibility and work with others to make change happen. Being a radical isn't related to hierarchy or position and you don't have to work in the NHS or social care to qualify as one. Registrants to the school so far include patients and carers, students, senior leaders, improvement facilitators and clinical and care staff.

Starting on 31 January, there is a live weekly web seminar which will be available to 'listen again', supported by a raft of other opportunities, including coaching and mentoring, virtual discussions and tweet chats, and an ever- expanding portal of useful resources.
Programme
The programme focuses on five modules over five weeks, 9:30 to 11:00 am GMT

Friday 31 January: Being a health and care radical: change starts with me
Friday 7 February: Forming communities: building alliances for change
Friday 14 February: Rolling with resistance
Friday 21 February: Making change happen
Friday 28 February: Moving beyond the edge

You can view the slides from module 1 at: http://www.slideshare.net/NHSIQ/module-1-being-a-health-and-care-radical-change-starts-with-me
You can download the module 1 study guide at: http://changeday.nhs.uk/files/Module%201%20study%20guide%20final%20ph%202.pdf
You can view the module 1 recording of the WebEx https://haelo.webex.com/haelo/lsr.php?RCID=cb2534865578962fe574b5ec859da810
The School for Health and Care prospectus is at: http://changeday.nhs.uk/resources#sfhcr
More information about The School for Health and Care Radicals http://changeday.nhs.uk/resources#sfhcr
Coaching and mentoring film http://changeday.nhs.uk/files/0771pv384r1.mp4
Storify of module 1: http://storify.com/NHSIQ/being-a-health-and-care-radical-change-starts-with
Pinterest of module 1: http://www.pinterest.com/nhsiq/school-for-health-and-care-radicals/
You can download the module 2 study guide at: http://changeday.nhs.uk/files/Module%202%20study%20guide%20final%20ph%20V3.pdf

Tweetchat
We will run a tweetchat each Wednesday from 16:00 to 17:00 GMT, based on the content of the module from the previous Friday. A tweetchat is a facilitated conversation using Twitter. The hashtag we will use for the tweetchats is #SHCRchat. The dates for the tweetchats are:

12 February
19 February
26 February
5 March

There is no charge to join the School of Health and Care Radicals and it is open to all, whatever your role or level, and whether or not you work in the NHS.

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  • Examples form the NHS of social movements often called a call to action
  • Large scale action - Not requiring large leadership team or compliance frameworkDefinition used in “The Power of One, the Power of Many” = a voluntary collective of individuals committed to promoting or resisting change through co-ordinated activity.
  • So Emotions help us understand what we value in the world. Why did the story of Alice work ?So why was this story powerful?Why do we respond differently when we hear about Alice rather than when we see the policy data and financial balance sheet?So public narrative when used intentionally for a purpose to connect with others to move to action is a powerful skills set and leadership gift. When we hear stories that make us feel a certain way those stories remind us of our core values. We experience our values through emotions. Then we are prepared to take action on those values. Through our emotions we are more likely to take action Research by Martha Nussbaum a Moral philosopher, tells us that people who have a damaged (a-mig-da- la) Amygadla the part of the brain which controls emotions, when faced with decisions can come up with many options from which to choose but cannot make a decision because the decision rests upon judgements of value. If we cannot feel emotion we cannot experience values that orient us to the choices we must make Shortly we will be thinking about the lived experiences that have moved you to action…we’ll be drawing on those a few minutes as you start to craft your own stories.
  • LIST some emotions
  • Try to include a challenge , choice and outcome in your story when you write it.We will ask you to provide feedback to your colleagues as they tell their stories later on whether these are obvious to you.
  • Remember the power of “Killer Facts”Have one that really illustrates this for you.JG – I often use one from Kath Evans. If we had the health care system in England that matched the best in Europe 1500 children a year, would not die in our care.

Module 2 Forming communities building alliances Module 2 Forming communities building alliances Presentation Transcript

  • The School for Health and Care Radicals www.changeday.nhs.uk/healthcareradicals Module 2: Forming communities: building alliances for change Supported by #NHSChangeDay #SHCRchat
  • Pledge today! http://changeday.nhs.uk #NHSChangeDay #SHCRchat
  • Joining in today and beyond • Please use the chat box to contribute continuously during the web seminar • Please tweet using hashtags #NHSChangeDay and #SHCRchat • We will produce summaries of the discussions of today’s module using Storify.com and Pinterest and put these on the website • The conversation continues on the live chat forum at www.changeday.nhs.uk/healthcareradicalsforum #NHSChangeDay #SHCRchat
  • Modules 31st January: Being a health and care radical: change starts with me 7th February: Forming communities: building alliances for change 14th February: Rolling with resistance 21st February: Making change happen 28th February: Moving beyond the edge #NHSChangeDay #SHCRchat
  • School statistics #NHSChangeDay #SHCRchat
  • Word cloud representation of chat from module 1 #NHSChangeDay #SHCRchat
  • for today • Connecting back to module one • Why we can’t be radicals on our own: building communities for change • What we can learn from leaders of social movements • Effective framing: telling our stories • Bridging disconnected groups • Building your own community • Questions and call to action #NHSChangeDay #SHCRchat Source of image: www.freshnessmag.com
  • The truth about leadership You can make a difference AND You can’t do it alone Source: TED talk by Barry Posner http://workplacepsychology.net/2014/02/ 01/the-truth-about-leadership-you-makea-difference-and-you-cant-do-it-alone/ Source of image: jamessamy.com
  • #NHSChangeDay #SHCRchat
  • #NHSChangeDay #SHCRchat
  • Emerging themes in change and transformation Dominant approach Organisation Power through hierarchy Mission and vision Making sense through rational argument Leadership-driven (top down) innovation Tried and tested, based on experience From module one Transactions Emerging direction Community Power through connection Shared purpose Making sense through emotional connection Viral (grass-roots driven) creativity “ Open” approaches , sharing ideas & data, co-creating change Relationships Source: @HelenBevan
  • What is community? 1. Locality 2. Interest or shared purpose 3. Sense of belonging: “community spirit” “There is no power for change greater than a community discovering what it cares about.” ~ Margaret Wheatley Source of image: rootedincommunity.org
  • 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. 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 Source of image: orton.org
  • Five things we know about successful boat rockers CHANGE BEGINS WITH 1. Driven by conviction and values me 2. strong sense of “self-efficacy”  belief that I am personally able to create the change 3. able to join forces with others to create action 4. able to achieve small wins which create a sense of hope, self-efficacy and confidence 5. More likely to view obstacles as challenges to overcome From module one Source: adapted from Debra E Meyerson
  • Five things we know about successful boat rockers CHANGE BEGINS WITH 1. Driven by conviction and values 2. strong sense of “self-efficacy”  me belief that I am personally able to create the change 3. able to join forces with others to create action 4. able to achieve small wins which create a sense of hope, self-efficacy and confidence 5. More likely to view obstacles as challenges to overcome From module one Source: adapted from Debra E Meyerson
  • The easiest way to thrive as an outlier ...is to avoid being one Seth Goodin Source of image: outskirtsbattledome.wikispaces.com
  • “if you want to go fast, go alone. If you want to go far, go together.” African proverb quoted by Al Gore
  • Learning from social movement leaders
  • Call to Action Source: @RobertVarnam
  • What are the characteristics of people or groups within effective social movements? • They share a sense of PURPOSE – There is purposefulness about collaborations, discussions, actions, and decisions and a sense of forward momentum • They are UNITED – They have learned to manage their differences well enough that they can unite to accomplish the purposes for which they were came together. Differences are openly debated, discussed, and resolved. • They share UNDERSTANDING – There is a widely shared understanding of what's going on, what the challenges are, what the strategy is and why what is being done has to be done • People PARTICIPATE – Lots of people and organisations in the system are active - not just involved in discussions and meetings, but getting the work done. • They take INITIATIVE – Rather than reacting to whatever happens in their environment, they are proactive, and act upon their environment. • They ACT – People do the work they must do to make the things happen that need to happen Source: adapted from Wellstone Action
  • A social movement is a voluntary collective of individuals committed to promoting or resisting change through co-ordinated activity to produce a lasting and self generating effect and creating, as they do a sense of shared identity
  • What communities have formed since module 1? • • • • • • • Dorset and Wessex West Midlands Herts Radicals Twitter South west East Berks Learning and Support Group The North West Connections by profession and interest
  • How do we create change at scale? Strategy Narrative what? why? Shared understanding leads to Action Source: Marshall Ganz
  • What is strategy? Strategy is the process of turning the you have into the you need to win the you want Source: Marshall Ganz
  • Resources to improve health and care Economic resources diminish with use • money • materials • technology Natural resources grow with use • relationships • commitment • community Based on principles from Albert Hirschman, Against Parsimony
  • 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? What’s the project plan? Who is performance managing? Source: @RobertVarnam
  • 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
  • or “I have some Key Performance Indicators for you” “I have a dream” Source: @RobertVarnam
  • 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
  • How the world of work is shifting • The organisation as a collective • Leaders seek to build the allegiance of the workforce to the goals, culture and ethos of the organisation • The network as a connective • We share and identify with a deeper, extracorporate work culture and the structure is subordinated to that Source:stoweboyd.com Source of image: www.slideshare.net/mexicanwave/champions-trolls-10-years-of-the-cipd-online-community
  • If we want people to take action, we have to connect with their emotions through values values emotion action Source: Marshall Ganz
  • But not all emotions are equal......... urgency anger hope solidarity you can make a difference Action inhibitors Overcomes Action motivators inertia apathy fear isolation Self-doubt Source: Marshall Ganz
  • Effective framing: what do we need to do? 1. Tell a story
  • Effective framing: what do we need to do? 1. Tell a story 2. Make it personal
  • Effective framing: what do we need to do? 1. Tell a story 2. Make it personal 3. Be authentic
  • Effective framing: what do we need to do? 1. 2. 3. 4. Tell a story Make it personal Be authentic Create a sense of “us”
  • Effective framing: what do we need to do? 1. 2. 3. 4. Tell a story Make it personal Be authentic Create a sense of “us” (and be clear who the “us” is) 5. Build in a call for urgent action
  • Creating our narrative • Challenge: What was the challenge? Why was it a challenge? • Choice: What were the choices? Why did you make the choice you did? Where did you get the courage or hope? How did it feel? • Outcome: How did the outcome feel? Why did it feel that way? What do you want us to feel? Source: Marshall Ganz
  • Vivid details Source: Marshall Ganz
  • How do we create a sense of “us” to build momentum for change? Source of image: studentblognmaestics.blogspot.com
  • The Network Secrets of Great Change Agents Julie 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 From Module 1
  • strong ties (cohesive) v. weak ties (disconnected) Source of image:brucemacvaresh.com
  • 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, nurse to nurse, gynaecologist to gynaecologist IT WORKS BECAUSE: people are • Influence is spread through people who are far more likely to be influenced to strongly connected to each other, like and trust each other adopt new behaviours or ways of working from those with whom they are most strongly tied
  • The pros and cons of strong ties Pros Cons
  • Strong and weak ties When we seek to 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, nurse to nurse, gynaecologist to gynaecologist • Influence is spread through people who are strongly connected to each other, like and trust each other 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 • our aim is to mobilise all the resources in our organisation, system or community that can help achieve our goals
  • 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
  • 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
  • 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 will come when we tap into our weak ties
  • 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 will come when we tap into our weak ties History suggests that weak ties will probably give us the best chance to deliver large scale improvements in a challenging timescale
  • 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 the audience? Source: Benford and Snow
  • ‘If people give to a cause, they expect a relationship, not a transaction.’ Nilofer Merchant
  • “A cynic, after all, is a passionate person who does not want to be disappointed again.” Zander R and Zander B (2000) The art of possibility. Harvard Business School Press. As quoted by Steve Onyett
  • Who are your communities? • In your role: through relationships and social networks • Through external social networks such as Twitter and LinkedIn • Through communities of practice and learning groups Source: Celine Schillinger http://weneedsocial.com/blog/2013/8/25/disrupted-disruptors-unite @helenbevan #NHSChangeDay #SHCRchat
  • Building community….. • Why did you feel it mattered for you to from as a group and come together? • How have you started to form? • What do you plan to do ( meetings etc?) • How do you feel this being part of this community will help you as a radical? • What reflections do you have on forming communities that you can share with the group? @helenbevan #NHSChangeDay #SHCRchat
  • http://weneedsocial.com/blog/2013/8/25/disr upted-disruptors-unite @helenbevan #NHSChangeDay #SHCRchat 57
  • Outwitted He drew a circle that shut me out Heretic, rebel, a thing to flout. But Love and I had the wit to win: We drew a circle that took him in. Edward Markham @helenbevan #NHSChangeDay #SHCRchat
  • Calls to action campaigns for this week Post these or similar actions as a pledge on the NHS Change Day pledge wall http://changeday.nhs.uk/campaign • Identify which communities you are currently part of and how you can utilise your existing communities for change • Reflect on who else you would like to be part of your community for change and take act to connect with them • Create your narrative or “call to action” to win other people to your cause @helenbevan #NHSChangeDay #SHCRchat
  • Next opportunities for learning • Sunday 9th February 19:00-20:00 conference call discussion of module one • Wednesday 12th February 16:00-17:00 Tweet chat #SHCRchat • Next Friday morning 14th February module 3: Rolling with resistance @helenbevan #NHSChangeDay #SHCRchat
  • 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 goals for change? How can you build a sense of “us” with them? @helenbevan #NHSChangeDay #SHCRchat