Organisational Radicals
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Organisational Radicals

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Organisational Radicals

Organisational Radicals

A half day school hosted by Helen Bevan for organisational radicals. Minicourse M12 held on Thursday 18 April to delegates of the International Forum.

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  • 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.

Organisational Radicals Organisational Radicals Presentation Transcript

  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5M12A half day school fororganisational radicalsHelen BevanDelivery TeamNHS Improving Quality@HelenBevan#Quality2013#Quality5
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5A half day school for organisational radicalsBig change only happens in healthcare organisations because of hereticsand radicals; the passionate people who are willing to take responsibilityfor change, who support their organisation in its patient-centred missionbut also challenge the status quo. Its tough being an organisationalradical so we invite you to spend an inspiring half day with people of likeminds. We will explore how we can apply the thinking and practice ofother radical leaders to achieve a "revolution in healthcare quality" in ourown organisationsSession Objectives• Learn the survival and success tactics of other organisational radicals andincrease your effectiveness as a leader of change• Build a toolkit of alternative/additional approaches to supporting change• Ignite a movement of organisational radicals in your own organisation
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5We are a learning community!• We want to work together thisafternoon with a philosophy of“all teach, all learn”• We will use the Twitter hashtags#Quality2013 and #Quality5
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Film: Apple commercial on rebels
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5You have come to this minicourse today asan “organisational radical”Draw a quick picture of what this means to you (5minutes)Introduce yourself to other people at your table bysharing your pictures (10 minutes for everyone to share)15 minute totalWe will revisit the pictures at the end of the minicourse
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5What happens toheretics/radicals/rebels/mavericksin organisations?
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Are you a boat rocker?• One who challenges the statusquo when they see that therecould be a better way• Energise their organisation byworking from their true self• Capable of working with othersto create success NOT adestructive troublemaker• Walk the fine line betweendifference and fit, inside andoutside, rock the boat butmanage to stay in it
  • @helenbevan #Quality2013 #Qradicals“Bad” Rebels/Radicals “Good” Rebels/RadicalsBreak rules Change rulesComplain CreateAssertions QuestionsMe-focused Mission-focusedAnger PassionPessimist OptimistEnergy-sapping Energy-generatingAlienate AttractProblems PossibilitiesVocalize problems Socialize opportunitiesWorry that......... Wonder if...........Point fingers Pinpoint causesDoubt BelieveSocial loner SocialSource :Lois Kellywww.foghound.com
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Task• Talk to others at your table about yourexperiences around “good” and “bad”rebels/radicals• Which have you been and why?• What moves people from being “good” to“bad”?• How do we protect against this?
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5First they ignore you, then they laugh at you,then they fight you, then you winGandhi
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Valuing radicals• “New truths begin as heresies” (Huxley, defendingDarwin’s theory of natural selection)• big things only happen in organisations because ofheretics and radicals
  • @helenbevan #Quality2013 #QradicalsThe contrarians and rebels, the people on thefringes of organizations who question anddeviate from the status quo, which so oftenleads to inertia and inflexibility, are hugeassets for any organizationTim Leberecht
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Radicals provide to significant help to organisationsSource: Foghorn survey http://www.slideshare.net/Foghound/corporate-rebel-ebook#btnNext
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5The 90/30 conundrum90% senior leaderssay to improve acorporate cultureinvolve radicals/rebels in finding waysto improve90% senior leaderssay to create moreinnovation, activatethe radicals/rebels37% senior leadersvery satisfied thatradicals/rebels canprovide this value intheir organisationshttp://www.slideshare.net/Foghound/corporate-rebel-ebook#btnNext90%90%37%
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5 Source: Foghound
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Four tactics for organisational radicals1. Start with myself2. Build alliances3. Work out what might help others to change4. Dont be a martyr
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Four tactics for organisational radicals1. Start with myself2. Build alliances3. Work out what might help others to change4. Dont be a martyr
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5“There is nothing moredifficult to carry out, normore doubtful ofsuccess, nor moredangerous to handle, thanto initiate a new order ofthings. For the reformer hasenemies in all those whoprofit by the old order, andonly lukewarm defenders inall those who profit by thenew” Niccolo Machiavelli 15th century
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5“Great spirits have alwaysencountered violent oppositionfrom mediocre minds. Themediocre mind is incapable ofunderstanding the man whorefuses to bow blindly toconventional prejudices andchooses instead to express hisopinions courageously andhonestly.”Albert Einstein
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5"There’s only one corner of theuniverse you can be certain ofimproving, and that’s your own self."Aldous Huxley
  • @helenbevan #Quality2013 #Qradicals‘I do not think you can really deal with changewithout a person asking real questions aboutwho they are and how they belong in theworld.’(David Whyte,The Heart Aroused, 1994)
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5What are the risks for a boat rocker?1. Our experiences of “being different” can befundamentally disempowering. This can lead us toconform because we see no other choice
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5What are the risks for a boat rocker?1. Our experiences of “being different” can befundamentally disempowering. This can lead us toconform because we see no other choice we surrender a part of ourselves, and silenceour commitment, in order to survive
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5 Source: Foghound
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5What are the risks for a boat rocker?1. Our experiences of “being different” can befundamentally disempowering. This can lead us toconform because we see no other choice we surrender a part of ourselves, and silenceour commitment, in order to survive2. leave the organisation we cannot find a way to be true to our valuesand commitments and still survive3. stridently challenge the status quo in a mannerwhich is increasingly radical and self-defeating this just confirms what we already know – thatwe don’t belong
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality51. convictions and values – driven2. strong sense of “self-efficacy” belief that I am personally able to create change belief in others3. action orientated ignite collective action mobilising others, inspiring change4. able to join forces with others work as a collective body for commonly valued changes5. able to achieve small wins which create a sense of hope, self-efficacy and confidence6. optimistic in the face of challenge see opportunities take account of obstaclesWhat do we know about successful boat rockers?
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5What is the “StockdaleParadox”?
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Advice for senior leaders on how to encourage thetrue mavericks who can help you:• give them a long tether – they need space to soar• put them in charge of something they can really own• listen to their ideas and give them time to grow• let them work on their own it they wish• leave them alone and give them time to blossomSource: Hanz Finzel
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5How to stifle the mavericks in your midst:• create as many layers of management as possible fordecision-making• keep looking over their shoulder• make your policy manual as thick as possible• send everything to committees for deliberation• make them waitSource: Hanz Finzel
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Three assumptions for organisationalradicals1. Assume that everyone has a noble intention2. Motivation and behaviour in a changeprocess are due to interpersonal interaction(not just innate character trait)3. My role as a change agent is aboutalignment, not judgement
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Tactics for change agents1. Start with myself2. Build alliances3. Work out what might help others to change4. Dont be a martyr
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5The easiest way to thrive as an outlier...is to avoid being oneSeth Goodin
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5“if you want to go fast, go alone. If you want togo far, go together”African proverb quoted by Al Gore
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5FramingIs the process by which leaders construct, articulateand put across their message in a powerful andcompelling way in order to win people to their causeand call them to actionSnow D A and Benford R D (1992)
  • @helenbevan #Quality2013 #QradicalsIf we want people to take action, we have toconnect with their emotions through valuesactionvaluesemotionSource: Marshall Ganz
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5What do we need to do?1. Tell a story
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5What do we need to do?1. Tell a story2. Make it personal
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5What do we need to do?1. Tell a story2. Make it personal3. Be authentic
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5What 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)
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5What 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
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Film: James Croft’s Public Narrative
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Watch James Croft• How does he make his talk authentic?• How does he use detail?• How does he create a sense of “us” (and whois part of his “us”)?• How does he build in a call for urgent action?
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Tactics for change agents1. Start with myself2. Build alliances3. Work out what might help others tochange4. Dont be a martyr
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Three assumptions for organisationalradicals1. Assume that everyone has a noble intention2. Motivation and behaviour in a changeprocess are due to interpersonal interaction(not just innate character trait)3. My role as a change agent is aboutalignment, not judgement
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5“Stages of change”Transtheoretical model of behaviour changeProchaska, DiClemente & Norcross (1992)
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5The model is mostly used aroundhealth-related behaviours• smoking cessation• exercise adoption• alcohol and drug use• weight control• fruit and vegetable intake• domestic violence• HIV prevention• use of sunscreens to prevent skin cancer• medication compliance• mammography screening
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5The model is mostly used aroundhealth-related behaviours• smoking cessation• exercise adoption• alcohol and drug use• weight control• fruit and vegetable intake• domestic violence• HIV prevention• use of sunscreens to prevent skin cancer• medication compliance• mammography screeningIt works fororganisational andservice change too!
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5“Stages of change”SmokingProchaska, DiClemente & Norcross (1992)I am not aware mysmoking is aproblem – I have nointention to quitI know my smokingis a problem – Iwant to stop but noplans yetI am making plans& changing thingsI do inpreparation.I havestoppedsmoking!I am continuing tonot smoke.I sometimes miss it– but I am still notsmoking
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5“Stages of change”Transtheoretical model of behaviour changeProchaska, DiClemente & Norcross (1992)
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality590% of the tools available for healthcare changeagents are designed for the “action” stageThe reality of our change situation• Our tools are often not effective at the stage ofchange that most people we work with are at• It’s hard to engage people in change• It’s hard to get people to make the changes wewant them to make• People get irritated, defensive, irrational• We feel powerless in our ability to lead orfacilitate the change
  • @helenbevan #Quality2013 #QradicalsExample - Surgical Checklist• Designed for Stage 4– ACTION!• Mandated it throughtargets• Despite compellingcase for change –people resisted it –no values connection• People did the taskand missed the point
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Case study:Call to action for shared decisionmaking for people with end stagekidney disease
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5The Case For Change50, 000 people living with end stage renal failurein England61% of people on dialysis regretted theirdecision
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5People with end stage kidney disease• around half are treated with a kidney transplant• around 4 out of 10 are treated withhaemodialysis• around 1 out of 10 are treated with peritonealdialysis• conservative treatment is another alternativeSource NHS Choices
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Film: call to action for people with endstage kidney disease
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Our call to action• We set things up as though our clinicalcommunity was at stage 4 – ACTION• Reality was that most people were at stage 1or 2• We made huge assumptions in respect ofcommitment and motivation – and readsignals in the way that we wanted to readthem
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5“One key issue is that many doctors already feelthat they are delivering patient centred care –unfortunately that is not what patients report.”Dr Nigel Mathers, Vice Chair, Royal College ofGeneral Practice
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5So what do we TEND to do?• Lower our ambitions for improvement• Focus our energies on those who are already inthe “action” stage• Put negative labels on those who are not yet atthe action stage such as “blocker” or “resister” or“laggard”• Blame the leadership for not enforcing change• Overestimate the motivation of those who saythey’re ready to change and underestimate themotivation of those who indicate no interest inchange (Lundberg)
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5So what SHOULD we do• Listen and understand• appreciate the starting point• elaborate interests• Build meaning and conviction in the change• Roll with resistance (Singh)• Don’t argue against it• Encourage elaboration of resistance• What makes it so hard?• What would help?• Build shared purpose
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5TaskYou are acting as a change agent for an initiative that is aboutshared decision making.How would you know which stage people are at?What actions would you take to support them with change?Patients CliniciansPrecontemplationContemplationPreparationActionMaintenance
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5What did we learn?• The need to listen to and understand all ourstakeholders – not misunderstand signs in thefirst stages of change• The need to build strong foundations ofcommitment – and work out whethercommitment was compliance• Take time to really build the shared purpose withthe whole community• Use resistance as an opportunity to understandand build commitment
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5OutwittedHe 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 #Quality2013 #Qradicals#Quality2013 #Quality5DiscussionWhat might you do to:• enhance your own role as anorganisational/system maverick, radical orheretic?• Support other mavericks, radicals or rebels inyour organisation or system?
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Are you ready to do what hasn’t beendone before?Corporate Rebels Unitedhttp://www.corporaterebelsunited.com
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5Corporate Rebels UnitedWe are architects and scouts into the future, and we want toguide our organisations in navigating a safe path from now tothen:RelentlesslyChallenging the status quoChanging the rulesSaying the unsaidSpreading the innovation virusSeeding tribal energyWith no fearWith a cause to do goodLeading by being from our true selvesGoing after the un-named qualityRelentlessly
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5
  • @helenbevan #Quality2013 #Qradicals#Quality2013 #Quality5We have a choice“This is the true joy of life, the being used up for apurpose recognised by yourself as a mightyone, being a force of nature instead of afeverish, selfish little clot of ailments andgrievances, complaining that the world will notdevote itself to making you happy”George Bernard Shaw