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Spiritual 
Social Intellectual 
Building energy for change 
Dr Rosanna Hunt 
@rosielhunt 
Psychological 
Physical
Building energy for change
Agenda for today 
Building energy for change 
• SSPPI Energy Index 
• The research evidence 
• Use in practice 
The NHS 
Change 
Model 
Planned vs. 
emergent 
change 
The five 
energies 
Five enablers 
of change in 
the new era 
The new world of change 
• NHS IQ’s white paper 
• Skills required of the 
change practitioner
The SSPPI Index measures these five energies 
Energy Definitions 
Social energy of personal engagement, relationships and connections between 
people. It reflects a “sense of us” and is therefore a collective concept that 
captures a situation where people are drawn into an improvement or 
change because they feel a connection to it as part of the collective group. 
Spiritual energy of commitment to a common vision for the future, driven by shared 
values and a higher purpose. It involves giving people the confidence to 
move towards a different future that is more compelling than the status 
quo, by finding the deep meaning in what they do. 
Psychological energy of courage, trust and feeling safe to do things differently. It involves 
feeling supported to make a change as well as belief in self and the team, 
organisation or system, and trust in leadership and direction. 
Physical energy of action, getting things done and making progress. It is the 
flexible, responsive drive to make things happen, with vitality and kinetic 
force (motion) 
Intellectual energy of curiosity, analysis, thinking and cognition. It involves gaining 
insight, a thirst for new knowledge as well as planning and supporting 
processes, evaluation, and arguing a case on the basis of logic and 
evidence.
Why is building energy for 
change important? 
70% 
25% 
5% 
1. Most large scale 
change fails to 
achieve its 
objectives 
Source: McKinsey Performance Transformation Survey, 3000 
respondents to global, multi-industry survey
Why is building energy for 
change important? 
2. To re-balance the 
key motivators for 
change 
Intrinsic 
motivators 
Extrinsic 
motivators 
Adapted from: Helen Bevan 2011 Horizons Group NHS 
Improving Quality
Why is building energy for 
change important? 
Drivers 
of extrinsic 
motivation 
•System drivers & 
incentives 
•Payment by results 
•Performance 
management 
•Measurement for 
accountability 
create focus & 
momentum for 
delivery 
Intrinsic 
motivators 
•connecting to 
shared purpose 
•engaging, mobilising and 
calling to action 
•motivational leadership 
build energy 
and creativity 
Adapted from: Helen Bevan 2011 Horizons Group NHS 
Improving Quality
Drivers of 
extrinsic 
motivation 
Internal 
motivators 
•connecting to 
shared purpose 
•engaging, mobilising and 
calling to action 
•motivational leadership 
build energy and 
creativity 
•System drivers & 
incentives 
•Performance 
management 
•Measurement for 
accountability 
create & focus 
momentum for 
delivery 
Adapted from: Helen Bevan 2011 Horizons Group NHS Improving Quality
Drivers of 
external 
motivation 
Internal 
motivators 
www.changemodel.nhs.uk 
#NHSchange @NHSchange
Energy for change is: What is energy for change? 
the capacity and 
drive of a team, 
organisation or 
system to act 
and make the 
difference 
necessary to 
achieve its goals 
Spiritual 
Psychological 
Social Intellectual 
Physical 
NHS Institute for Innovation and Improvement
Where’s the evidence? 
Stanton Marris 
“Energy 
Generators” 
Tony Schwartz’s 
Productivity 
Paradox 
Steve 
Radcliffe “4 
Energies” 
Bruch & 
Content Vogel 
Context 
Connection 
Climate 
Productive 
Energy 
Physical 
Emotional 
Intellectual 
Spiritual 
Physical Health 
Emotional Wellbeing 
Mental Clarity 
Spiritual Significance 
“a confirmatory factor analysis on the 
SSPPI Energy Index supported the 
existence of the five factors (energies)”
What do people experience in an 
energised work environment? 
“Feeling appreciated” 
“Feeling valued” 
“Sense of being supported” 
“Shared enthusiasm” 
“Regularly challenging the status quo” 
“Prioritising” 
“Intense focus periods” 
“Thinking creatively” 
“Use initiative” 
“Ignite curiosity” 
“Encouraged to give your best” 
“Sense of belonging” 
“Ambitious goals” 
“Confidence handling challenges” 
“Sticking to our values in bad times” 
“Inspired by our work” 
Tony Schwartz’s 
Productivity 
Paradox 
Steve 
Radcliffe “4 
Energies” 
Bruch & 
Vogel
When using the Energy model.. 
• Psychological energy is central 
• Dispersed leadership model 
• Explanation not judgement 
• Making explicit the issues that remain 
hidden/unarticulated and that really 
impact on whether change is achieved 
Spiritual 
and sustained Tony Schwartz’s 
Productivity 
Paradox 
Steve 
Radcliffe “4 
Energies” 
Bruch & 
Vogel 
Social Psychological 
Intellectual 
Physical
Introducing the SSPPI 
Energy Index 
The SSPPI Energy Index measures 
how much energy a team has for a 
specified change. 
There are five energies that are 
important for change to be 
successful: 
Spiritual 
Social Psychological 
Intellectual 
Physical 
The value for teams, is in the 
facilitated discussion that happens 
after they receive their team Energy 
profile. 
How do I go about measuring a 
group’s Energy for Change? 
Team leader identifies the change that 
they want to measure energy for 
Ask the team to complete the online 
questionnaire, ensuring: 
• they use the allocated team code* 
• they understand the change they should 
answer the questionnaire in relation to 
• anonymity – to encourage honest 
responses 
• a deadline for completion is set 
Arrange a feedback call to discuss: 
• The team’s results 
• A date for facilitated feedback to the 
whole team (via webinar or face-to-face) 
*obtain the link to the questionnaire and team codes from paul.woodley@nhsiq.nhs.uk
The Energy Index 
- generates the group “energy for change” profile 
- statistically tested and robust 
- used to tell us whether there are any gaps between current energy 
levels, preferred energy levels and perceived energy Hybrid 
levels in the work 
environment 
PART 1 - a psychometric profiling tool 
PART 2 - a self-evaluation tool 
Rosanna.Hunt@nhsiq.nhs.uk 
@rosielhunt
The SSPPI Energy Index – V2, Part I 
This questionnaire enables teams to measure their energy for change. 
Please agree the nature of the change context with your team before answering the following statements. 
Then answer all statements with your particular change context in mind. 
1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree 
I am energised by the momentum of change____ 
I have gained insight into the case for change____ 
I feel a sense of solidarity with those I work with ____ 
I am weary of change____ 
I am able to keep expressing hope for the change when presented with setbacks_____ 
The reasoning for the change is not compelling___ 
I don’t feel appreciated by others at work_____ 
I will be blamed if I try something new and it fails____ 
I feel isolated from others____ 
I feel depleted of energy when others express doubt about the change_____ 
The case for change has stimulated my creativity_____ 
I feel disconnected from others____ 
I am committed to our common vision for the future____ 
I feel safe enough to do things differently____ 
I am driven by shared values____ 
I am experiencing change fatigue____ 
The change does not fit with my sense of purpose_____ 
I am not driven by a shared purpose for change_____ 
I think there is no rational argument for change____ 
The case for change is interesting to me_____ 
I feel that we are getting things done to achieve the change_____ 
I feel the change may conflict with my values___ 
I feel personally engaged in the change___ 
Clear thinking and analysis underpins the change___ 
I feel fearful about the change___ 
I sense openness about the potential to change___
The SSPPI Energy Index – V2, Part 2 
Complete these statements on a scale of 1 = low - 5 = high 
Social energy is the energy of personal engagement, relationships 
and connections between people. It reflects a “sense of us” and is 
therefore a collective concept that captures a situation where 
people are drawn into an improvement or change because they 
feel a connection to it as part of the collective group. 
My social energy is ____ 
The social energy of those I work with is____ 
The importance of social energy to me is____ 
Psychological energy is the energy of courage, trust and feeling 
safe to do things differently. It involves feeling supported to make 
a change as well as belief in self and the team, organisation or 
system, and trust in leadership and direction. 
My psychological energy is ____ 
The psychological energy of those I work with is____ 
The importance of psychological energy to me is____ 
Physical energy is the energy of action, getting things done and 
making progress. It is the flexible, responsive drive to make 
things happen, with vitality and kinetic force (motion) 
My physical energy is ____ 
The physical energy of those I work with is ____ 
The importance of physical energy to me is____ 
Spiritual energy is the energy of commitment to a common vision 
for the future, driven by shared values and a higher purpose. It 
involves giving people the confidence to move towards a 
different future that is more compelling than the status quo, by 
finding the deep meaning in what they do. 
My spiritual energy is ____ 
The spiritual energy of those I work with is____ 
The importance of spiritual energy to me is____ 
Intellectual energy is the energy of curiosity, analysis, thinking and cognition. It involves gaining insight, a thirst for new knowledge as 
well as planning and supporting processes, evaluation, and arguing a case on the basis of logic and evidence. 
My intellectual energy is ____ 
The intellectual energy of those I work with is____ 
The importance of intellectual energy to me is____
Results to date 
• Over 1000 respondents worldwide 
• 73% female, 27% male 
• Clinical 37%, non-clinical = 63% 
• Clinicians tend to have higher spiritual energy 
• Individuals tend to rate the energy of those 
around them to be lower than their own 
• Setting the change context is important 
Hybrid
Energy awareness-building task 
Tony Schwartz’s 
Productivity 
Paradox 
Steve 
Radcliffe “4 
Energies” 
Bruch & 
Vogel 
Spiritual 
Social Psychological 
Intellectual 
Physical 
Social 
5 
4 
3 
2 
1 
Spiritual 
Physical Psychological 
Intellectual 
• Plot your energy 
• Plot the energy of those 
around you 
• Plot where you would like 
your energy to be
A typical 1.5 hour feedback session 
Beginning Encourage interaction and use an 
energy exercise (30 mins) 
Middle Present the results (15-20 mins) 
End Discussion of the results, agree 
energies to work on and develop 
action plan (40 minutes)

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Building energy for change

  • 1. Spiritual Social Intellectual Building energy for change Dr Rosanna Hunt @rosielhunt Psychological Physical
  • 3. Agenda for today Building energy for change • SSPPI Energy Index • The research evidence • Use in practice The NHS Change Model Planned vs. emergent change The five energies Five enablers of change in the new era The new world of change • NHS IQ’s white paper • Skills required of the change practitioner
  • 4. The SSPPI Index measures these five energies Energy Definitions Social energy of personal engagement, relationships and connections between people. It reflects a “sense of us” and is therefore a collective concept that captures a situation where people are drawn into an improvement or change because they feel a connection to it as part of the collective group. Spiritual energy of commitment to a common vision for the future, driven by shared values and a higher purpose. It involves giving people the confidence to move towards a different future that is more compelling than the status quo, by finding the deep meaning in what they do. Psychological energy of courage, trust and feeling safe to do things differently. It involves feeling supported to make a change as well as belief in self and the team, organisation or system, and trust in leadership and direction. Physical energy of action, getting things done and making progress. It is the flexible, responsive drive to make things happen, with vitality and kinetic force (motion) Intellectual energy of curiosity, analysis, thinking and cognition. It involves gaining insight, a thirst for new knowledge as well as planning and supporting processes, evaluation, and arguing a case on the basis of logic and evidence.
  • 5. Why is building energy for change important? 70% 25% 5% 1. Most large scale change fails to achieve its objectives Source: McKinsey Performance Transformation Survey, 3000 respondents to global, multi-industry survey
  • 6. Why is building energy for change important? 2. To re-balance the key motivators for change Intrinsic motivators Extrinsic motivators Adapted from: Helen Bevan 2011 Horizons Group NHS Improving Quality
  • 7. Why is building energy for change important? Drivers of extrinsic motivation •System drivers & incentives •Payment by results •Performance management •Measurement for accountability create focus & momentum for delivery Intrinsic motivators •connecting to shared purpose •engaging, mobilising and calling to action •motivational leadership build energy and creativity Adapted from: Helen Bevan 2011 Horizons Group NHS Improving Quality
  • 8. Drivers of extrinsic motivation Internal motivators •connecting to shared purpose •engaging, mobilising and calling to action •motivational leadership build energy and creativity •System drivers & incentives •Performance management •Measurement for accountability create & focus momentum for delivery Adapted from: Helen Bevan 2011 Horizons Group NHS Improving Quality
  • 9. Drivers of external motivation Internal motivators www.changemodel.nhs.uk #NHSchange @NHSchange
  • 10. Energy for change is: What is energy for change? the capacity and drive of a team, organisation or system to act and make the difference necessary to achieve its goals Spiritual Psychological Social Intellectual Physical NHS Institute for Innovation and Improvement
  • 11. Where’s the evidence? Stanton Marris “Energy Generators” Tony Schwartz’s Productivity Paradox Steve Radcliffe “4 Energies” Bruch & Content Vogel Context Connection Climate Productive Energy Physical Emotional Intellectual Spiritual Physical Health Emotional Wellbeing Mental Clarity Spiritual Significance “a confirmatory factor analysis on the SSPPI Energy Index supported the existence of the five factors (energies)”
  • 12. What do people experience in an energised work environment? “Feeling appreciated” “Feeling valued” “Sense of being supported” “Shared enthusiasm” “Regularly challenging the status quo” “Prioritising” “Intense focus periods” “Thinking creatively” “Use initiative” “Ignite curiosity” “Encouraged to give your best” “Sense of belonging” “Ambitious goals” “Confidence handling challenges” “Sticking to our values in bad times” “Inspired by our work” Tony Schwartz’s Productivity Paradox Steve Radcliffe “4 Energies” Bruch & Vogel
  • 13. When using the Energy model.. • Psychological energy is central • Dispersed leadership model • Explanation not judgement • Making explicit the issues that remain hidden/unarticulated and that really impact on whether change is achieved Spiritual and sustained Tony Schwartz’s Productivity Paradox Steve Radcliffe “4 Energies” Bruch & Vogel Social Psychological Intellectual Physical
  • 14. Introducing the SSPPI Energy Index The SSPPI Energy Index measures how much energy a team has for a specified change. There are five energies that are important for change to be successful: Spiritual Social Psychological Intellectual Physical The value for teams, is in the facilitated discussion that happens after they receive their team Energy profile. How do I go about measuring a group’s Energy for Change? Team leader identifies the change that they want to measure energy for Ask the team to complete the online questionnaire, ensuring: • they use the allocated team code* • they understand the change they should answer the questionnaire in relation to • anonymity – to encourage honest responses • a deadline for completion is set Arrange a feedback call to discuss: • The team’s results • A date for facilitated feedback to the whole team (via webinar or face-to-face) *obtain the link to the questionnaire and team codes from paul.woodley@nhsiq.nhs.uk
  • 15. The Energy Index - generates the group “energy for change” profile - statistically tested and robust - used to tell us whether there are any gaps between current energy levels, preferred energy levels and perceived energy Hybrid levels in the work environment PART 1 - a psychometric profiling tool PART 2 - a self-evaluation tool Rosanna.Hunt@nhsiq.nhs.uk @rosielhunt
  • 16. The SSPPI Energy Index – V2, Part I This questionnaire enables teams to measure their energy for change. Please agree the nature of the change context with your team before answering the following statements. Then answer all statements with your particular change context in mind. 1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ I feel fearful about the change___ I sense openness about the potential to change___
  • 17. The SSPPI Energy Index – V2, Part 2 Complete these statements on a scale of 1 = low - 5 = high Social energy is the energy of personal engagement, relationships and connections between people. It reflects a “sense of us” and is therefore a collective concept that captures a situation where people are drawn into an improvement or change because they feel a connection to it as part of the collective group. My social energy is ____ The social energy of those I work with is____ The importance of social energy to me is____ Psychological energy is the energy of courage, trust and feeling safe to do things differently. It involves feeling supported to make a change as well as belief in self and the team, organisation or system, and trust in leadership and direction. My psychological energy is ____ The psychological energy of those I work with is____ The importance of psychological energy to me is____ Physical energy is the energy of action, getting things done and making progress. It is the flexible, responsive drive to make things happen, with vitality and kinetic force (motion) My physical energy is ____ The physical energy of those I work with is ____ The importance of physical energy to me is____ Spiritual energy is the energy of commitment to a common vision for the future, driven by shared values and a higher purpose. It involves giving people the confidence to move towards a different future that is more compelling than the status quo, by finding the deep meaning in what they do. My spiritual energy is ____ The spiritual energy of those I work with is____ The importance of spiritual energy to me is____ Intellectual energy is the energy of curiosity, analysis, thinking and cognition. It involves gaining insight, a thirst for new knowledge as well as planning and supporting processes, evaluation, and arguing a case on the basis of logic and evidence. My intellectual energy is ____ The intellectual energy of those I work with is____ The importance of intellectual energy to me is____
  • 18. Results to date • Over 1000 respondents worldwide • 73% female, 27% male • Clinical 37%, non-clinical = 63% • Clinicians tend to have higher spiritual energy • Individuals tend to rate the energy of those around them to be lower than their own • Setting the change context is important Hybrid
  • 19. Energy awareness-building task Tony Schwartz’s Productivity Paradox Steve Radcliffe “4 Energies” Bruch & Vogel Spiritual Social Psychological Intellectual Physical Social 5 4 3 2 1 Spiritual Physical Psychological Intellectual • Plot your energy • Plot the energy of those around you • Plot where you would like your energy to be
  • 20. A typical 1.5 hour feedback session Beginning Encourage interaction and use an energy exercise (30 mins) Middle Present the results (15-20 mins) End Discussion of the results, agree energies to work on and develop action plan (40 minutes)