How do we build energy for change in the new era? A questionnaire that helps you measure the gaps that change teams and groups really want to fix, but have never told you about!
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)