@helenbevan #Quality2013 #Qradicals#Quality2013 #QradicalsCalling all change agentsHelen Bevan@HelenBevan#QS13
@helenbevan #Quality2013 #Qradicals
@helenbevan #Quality2013 #Qradicals#QS13
@helenbevan #Quality2013 #Qradicals#QS13What happens toheretics/radicals/rebels/mavericksin organisations?
@helenbevan #Quality2013 #Qradicals#QS13
@helenbevan #Quality2013 #Qradicals#QS13Are you a boat rocker?• One who challenges the statusquo when they see that therec...
@helenbevan #Quality2013 #Qradicals“Bad” Rebels/Radicals “Good” Rebels/RadicalsBreak rules Change rulesComplain CreateAsse...
@helenbevan #Quality2013 #Qradicals#QS13First they ignore you, then they laugh at you,then they fight you, then you winGan...
@helenbevan #Quality2013 #Qradicals#QS13Valuing radicals• “New truths begin as heresies” (Huxley, defendingDarwin’s theory...
@helenbevan #Quality2013 #QradicalsThe contrarians and rebels, the people on thefringes of organizations who question andd...
@helenbevan #Quality2013 #Qradicals#QS13Greatest value that radicals provide to organisationsSource: Foghorn survey http:/...
@helenbevan #Quality2013 #Qradicals#QS13The 90/30 conundrum90% senior leaderssay to improve acorporate cultureinvolve radi...
@helenbevan #Quality2013 #Qradicals#QS13 Source: Foghound
@helenbevan #Quality2013 #Qradicals#QS13Four tactics for organisational radicals1. Start with myself2. Work out what might...
@helenbevan #Quality2013 #Qradicals#QS13Four tactics for organisational radicals1. Start with myself2. Work out what might...
@helenbevan #Quality2013 #Qradicals#QS13“There is nothing moredifficult to carry out, normore doubtful of success,nor more...
@helenbevan #Quality2013 #Qradicals#Quality2013 #Qradicals"There’s only one corner of theuniverse you can be certain ofimp...
@helenbevan #Quality2013 #Qradicals#QS13
@helenbevan #Quality2013 #Qradicals#QS13What are the risks for a boat rocker?1. Our experiences of “being different” can b...
@helenbevan #Quality2013 #Qradicals#QS13What are the risks for a boat rocker?1. Our experiences of “being different” can b...
@helenbevan #Quality2013 #Qradicals#QS13 Source: Foghound
@helenbevan #Quality2013 #Qradicals#QS13
@helenbevan #Quality2013 #Qradicals#QS13What are the risks for a boat rocker?1. Our experiences of “being different” can b...
@helenbevan #Quality2013 #Qradicals#QS13What are the risks for a boat rocker?1. Our experiences of “being different” can b...
@helenbevan #Quality2013 #Qradicals#QS13What are the risks for a boat rocker?1. Our experiences of “being different” can b...
@helenbevan #Quality2013 #Qradicals#QS13What are the risks for a boat rocker?1. Our experiences of “being different” can b...
@helenbevan #Quality2013 #Qradicals#QS131. convictions and values – driven2. strong sense of “self-efficacy” belief that ...
@helenbevan #Quality2013 #Qradicals#QS13The most effective boat rockers….‘ …..bear no banners: they sound no trumpets.Thei...
@helenbevan #Quality2013 #Qradicals#QS13Tactics for change agents1. Start with myself2. Work out what might help others to...
@helenbevan #Quality2013 #Qradicals#QS13
@helenbevan #Quality2013 #Qradicals#QS13“Stages of change”Transtheoretical model of behaviour changeProchaska, DiClemente ...
@helenbevan #Quality2013 #Qradicals#QS13“Stages of change”SmokingProchaska, DiClemente & Norcross (1992)I am not aware mys...
@helenbevan #Quality2013 #Qradicals#QS13“Stages of change”SmokingProchaska, DiClemente & Norcross (1992)I am not aware mys...
@helenbevan #Quality2013 #Qradicals#QS13“Stages of change”SmokingProchaska, DiClemente & Norcross (1992)I am not aware mys...
@helenbevan #Quality2013 #Qradicals#QS13“Stages of change”SmokingProchaska, DiClemente & Norcross (1992)I am not aware mys...
@helenbevan #Quality2013 #Qradicals#QS13“Stages of change”SmokingProchaska, DiClemente & Norcross (1992)I am not aware mys...
@helenbevan #Quality2013 #Qradicals#QS13“Stages of change”SmokingProchaska, DiClemente & Norcross (1992)I am not aware mys...
@helenbevan #Quality2013 #Qradicals#QS13“Stages of change”Transtheoretical model of behaviour changeProchaska, DiClemente ...
@helenbevan #Quality2013 #Qradicals#QS1390% of the tools available for healthcare changeagents are designed for the “actio...
@helenbevan #Quality2013 #QradicalsHealthcare Example - Surgical Checklist• Designed for Stage 4 –ACTION!• Mandated it thr...
@helenbevan #Quality2013 #Qradicals#QS13So what do we TEND to do?• Lower our ambitions for improvement• Focus our energies...
@helenbevan #Quality2013 #Qradicals#QS13So what SHOULD we do• Listen and understand• appreciate the starting point• elabor...
@helenbevan #Quality2013 #Qradicals#Quality2013 #QradicalsCase study:Call to action for shared decisionmaking for people w...
@helenbevan #Quality2013 #Qradicals#QS13The Case For Change50, 000 people living with end stage renal failurein England61%...
@helenbevan #Quality2013 #Qradicals#QS13Our shared purpose – our overall aim‘Everyone approaching established kidney failu...
@helenbevan #Quality2013 #Qradicals#QS13So what did we do?• We clarified our ambition for improvement• We focused our ener...
@helenbevan #Quality2013 #Qradicals#QS13What did we learn?• The need to listen and understand from all ourstakeholders – n...
@helenbevan #Quality2013 #Qradicals#QS13Talk to the person next to you• Have a conversation with the person next toyou:– D...
@helenbevan #Quality2013 #Qradicals#QS13Three assumptions for organisationalradicals1. Assume that everyone has a noble in...
@helenbevan #Quality2013 #Qradicals#QS13Tactics for change agents1. Start with myself2. Work out what might help others to...
@helenbevan #Quality2013 #Qradicals#QS13The easiest way to thrive as an outlier...is to avoid being oneSeth Goodin
@helenbevan #Quality2013 #Qradicals#QS13“if you want to go fast, go alone. If you want togo far, go together”African prove...
@helenbevan #Quality2013 #Qradicals#QS13FramingIs the process by which leaders construct, articulateand put across their m...
@helenbevan #Quality2013 #QradicalsIf we want people to take action, we have toconnect with their emotions through valuesa...
@helenbevan #Quality2013 #Qradicals#QS13What do we need to do?1. Tell a story
@helenbevan #Quality2013 #Qradicals#QS13What do we need to do?1. Tell a story2. Make it personal
@helenbevan #Quality2013 #Qradicals#QS13What do we need to do?1. Tell a story2. Make it personal3. Be authentic
@helenbevan #Quality2013 #Qradicals#QS13What do we need to do?1. Tell a story2. Make it personal3. Be authentic4. Create a...
@helenbevan #Quality2013 #Qradicals#QS13What do we need to do?1. Tell a story2. Make it personal3. Be authentic4. Create a...
@helenbevan #Quality2013 #Qradicals
@helenbevan #Quality2013 #Qradicals
@helenbevan #Quality2013 #Qradicals
@helenbevan #Quality2013 #Qradicals#QS13Talk to the person next to you• Tell your story about why your changeinitiative is...
@helenbevan #Quality2013 #Qradicals#QS13Are you ready to do what hasn’t beendone before?Corporate Rebels Unitedhttp://www....
@helenbevan #Quality2013 #Qradicals#QS13Corporate Rebels UnitedWe are architects and scouts into the future, and we want t...
@helenbevan #Quality2013 #Qradicals#QS13
Helen Bevan - Building Contagious Commitment for Change:  A dynamic, inter…
Upcoming SlideShare
Loading in...5
×

Helen Bevan - Building Contagious Commitment for Change: A dynamic, inter…

1,362

Published on

Pre-summit workshop on Wedesday, April 10 at the 2013 Saskatchewan Health Care Quality Summit. For more information about the summit, visit www.qualitysummit.ca. Follow @QualitySummit on Twitter.

Much of the redesign effort in health care is focused on the “anatomical” or technical aspects of improvement; how we transform processes, pathways and structures of care. There is growing recognition globally among leaders that we need to give more credence to the “physiological” aspects of redesign; how we capture the imagination and energy of frontline teams, leaders, and patients and families and mobilize them for system-wide transformation. Individuals and teams can weather the inevitable challenges presented by change, and they will sustain energy for change if they have an intrinsic sense of purpose, hope, and possibility about what the change will achieve.

At this one-day workshop, Helen Bevan – she is energy personified! - took us through some of the latest thinking and practice on how to build this ‘contagious commitment’ to change. She illustrates why energy is such a critical factor in successful change efforts. Learn about the different kinds of energy required for change, and the skills for assessing and building energy levels in yourself and in your team members.


Published in: Health & Medicine, Business
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,362
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
41
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

Helen Bevan - Building Contagious Commitment for Change: A dynamic, inter…

  1. 1. @helenbevan #Quality2013 #Qradicals#Quality2013 #QradicalsCalling all change agentsHelen Bevan@HelenBevan#QS13
  2. 2. @helenbevan #Quality2013 #Qradicals
  3. 3. @helenbevan #Quality2013 #Qradicals#QS13
  4. 4. @helenbevan #Quality2013 #Qradicals#QS13What happens toheretics/radicals/rebels/mavericksin organisations?
  5. 5. @helenbevan #Quality2013 #Qradicals#QS13
  6. 6. @helenbevan #Quality2013 #Qradicals#QS13Are 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
  7. 7. @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
  8. 8. @helenbevan #Quality2013 #Qradicals#QS13First they ignore you, then they laugh at you,then they fight you, then you winGandhi
  9. 9. @helenbevan #Quality2013 #Qradicals#QS13Valuing radicals• “New truths begin as heresies” (Huxley, defendingDarwin’s theory of natural selection)• big things only happen in organisations because ofheretics and radicals
  10. 10. @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
  11. 11. @helenbevan #Quality2013 #Qradicals#QS13Greatest value that radicals provide to organisationsSource: Foghorn survey http://www.slideshare.net/Foghound/corporate-rebel-ebook#btnNext
  12. 12. @helenbevan #Quality2013 #Qradicals#QS13The 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#btnNext
  13. 13. @helenbevan #Quality2013 #Qradicals#QS13 Source: Foghound
  14. 14. @helenbevan #Quality2013 #Qradicals#QS13Four tactics for organisational radicals1. Start with myself2. Work out what might help others to change3. Build alliances4. Dont be a martyr
  15. 15. @helenbevan #Quality2013 #Qradicals#QS13Four tactics for organisational radicals1. Start with myself2. Work out what might help others to change3. Build alliances4. Dont be a martyr
  16. 16. @helenbevan #Quality2013 #Qradicals#QS13“There is nothing moredifficult to carry out, normore doubtful of success,nor more dangerous tohandle, than to initiate anew order of things. For thereformer has enemies in allthose who profit by the oldorder, and only lukewarmdefenders in all those whoprofit by the new”Niccolo Machiavelli 15th century
  17. 17. @helenbevan #Quality2013 #Qradicals#Quality2013 #Qradicals"There’s only one corner of theuniverse you can be certain ofimproving, and that’s your own self."Aldous Huxley
  18. 18. @helenbevan #Quality2013 #Qradicals#QS13
  19. 19. @helenbevan #Quality2013 #Qradicals#QS13What 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
  20. 20. @helenbevan #Quality2013 #Qradicals#QS13What 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
  21. 21. @helenbevan #Quality2013 #Qradicals#QS13 Source: Foghound
  22. 22. @helenbevan #Quality2013 #Qradicals#QS13
  23. 23. @helenbevan #Quality2013 #Qradicals#QS13What 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
  24. 24. @helenbevan #Quality2013 #Qradicals#QS13What 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 survive
  25. 25. @helenbevan #Quality2013 #Qradicals#QS13What 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
  26. 26. @helenbevan #Quality2013 #Qradicals#QS13What 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
  27. 27. @helenbevan #Quality2013 #Qradicals#QS131. 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?
  28. 28. @helenbevan #Quality2013 #Qradicals#QS13The most effective boat rockers….‘ …..bear no banners: they sound no trumpets.Their ends are sweeping, but their means are mundane.They are firm in their commitments, yet flexible in the ways theyfulfil them.Their actions may be small but can spread like a virus.They yearn for rapid change but trust in patience.They often work individually yet pull people together.Instead of stridently pressing their agendas, they startconversation... to do all this, [they] understand revolutionary change for what itis – a phenomenon that can occur suddenly but more often thannot requires time, commitment and the patience to endure.’Debra Meyerson, Tempered Radicals
  29. 29. @helenbevan #Quality2013 #Qradicals#QS13Tactics for change agents1. Start with myself2. Work out what might help others tochange3. Build alliances4. Dont be a martyr
  30. 30. @helenbevan #Quality2013 #Qradicals#QS13
  31. 31. @helenbevan #Quality2013 #Qradicals#QS13“Stages of change”Transtheoretical model of behaviour changeProchaska, DiClemente & Norcross (1992)
  32. 32. @helenbevan #Quality2013 #Qradicals#QS13“Stages of change”SmokingProchaska, DiClemente & Norcross (1992)I am not aware mysmoking is aproblem – I have nointention to quit
  33. 33. @helenbevan #Quality2013 #Qradicals#QS13“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 yet
  34. 34. @helenbevan #Quality2013 #Qradicals#QS13“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.
  35. 35. @helenbevan #Quality2013 #Qradicals#QS13“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!
  36. 36. @helenbevan #Quality2013 #Qradicals#QS13“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
  37. 37. @helenbevan #Quality2013 #Qradicals#QS13“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
  38. 38. @helenbevan #Quality2013 #Qradicals#QS13“Stages of change”Transtheoretical model of behaviour changeProchaska, DiClemente & Norcross (1992)
  39. 39. @helenbevan #Quality2013 #Qradicals#QS1390% 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 of changethat 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 we wantthem to make• People get irritated, defensive, irrational• We feel powerless in our ability to lead or facilitate thechange• We take resources away from the stage when supportmost needed - maintenance
  40. 40. @helenbevan #Quality2013 #QradicalsHealthcare Example - Surgical Checklist• Designed for Stage 4 –ACTION!• Mandated it throughtargets• Despite compelling casefor change – peopleresisted it – no valuesconnection• People did the task andmissed the point
  41. 41. @helenbevan #Quality2013 #Qradicals#QS13So what do we TEND to do?• Lower our ambitions for improvement• Focus our energies on those who are already in the“action” stage• Put negative labels on those who are not yet at theaction stage such as “blocker” or “resister” or “laggard”• Blame the leadership for not enforcing change• Withdraw support from the critical “maintenance”phase when we need it most• Overestimate the motivation of those who say they’reready to change and underestimate the motivation ofthose who indicate no interest in change (Lundberg)
  42. 42. @helenbevan #Quality2013 #Qradicals#QS13So 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
  43. 43. @helenbevan #Quality2013 #Qradicals#Quality2013 #QradicalsCase study:Call to action for shared decisionmaking for people with end stagekidney disease
  44. 44. @helenbevan #Quality2013 #Qradicals#QS13The Case For Change50, 000 people living with end stage renal failurein England61% of people on dialysis regretted theirdecision
  45. 45. @helenbevan #Quality2013 #Qradicals#QS13Our shared purpose – our overall aim‘Everyone approaching established kidney failure will receive timely,personalised decision support and unbiased information from theirclinical team to ensure that they can choose the treatment and carethat best meets their individual needs’
  46. 46. @helenbevan #Quality2013 #Qradicals#QS13So what did we do?• We clarified our ambition for improvement• We focused our energies on a few people thatwhere already in the “action” stage• We labeled people involved in the programmewho are where not yet at the action stage• We blamed others for not taking up leadershiproles and building commitment for change• We made huge assumptions in respect ofcommitment and motivation – and read signals inthe way that we wanted to read them.
  47. 47. @helenbevan #Quality2013 #Qradicals#QS13What did we learn?• The need to listen and understand from all ourstakeholders – not misunderstand signs in the firststages of change• The need to build strong foundations of commitment –and work out whether commitment was compliance• Take time to really build the shared purpose with thewhole community• Use resistance as an opportunity to understand andbuild commitment• The opportunity that using a blended approach tochange brought – and how this can build commitmentand energy
  48. 48. @helenbevan #Quality2013 #Qradicals#QS13Talk to the person next to you• Have a conversation with the person next toyou:– Do you recognise the ‘stages of change’ in yourimprovement work?– What approaches have you found helpful in the‘stages of change’?– How might you use the stages of change toimprove your improvement work
  49. 49. @helenbevan #Quality2013 #Qradicals#QS13Three 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
  50. 50. @helenbevan #Quality2013 #Qradicals#QS13Tactics for change agents1. Start with myself2. Work out what might help others to change3. Build alliances4. Dont be a martyr
  51. 51. @helenbevan #Quality2013 #Qradicals#QS13The easiest way to thrive as an outlier...is to avoid being oneSeth Goodin
  52. 52. @helenbevan #Quality2013 #Qradicals#QS13“if you want to go fast, go alone. If you want togo far, go together”African proverb quoted by Al Gore
  53. 53. @helenbevan #Quality2013 #Qradicals#QS13FramingIs 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)
  54. 54. @helenbevan #Quality2013 #QradicalsIf we want people to take action, we have toconnect with their emotions through valuesactionvaluesemotionSource: Marshall Ganz
  55. 55. @helenbevan #Quality2013 #Qradicals#QS13What do we need to do?1. Tell a story
  56. 56. @helenbevan #Quality2013 #Qradicals#QS13What do we need to do?1. Tell a story2. Make it personal
  57. 57. @helenbevan #Quality2013 #Qradicals#QS13What do we need to do?1. Tell a story2. Make it personal3. Be authentic
  58. 58. @helenbevan #Quality2013 #Qradicals#QS13What 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)
  59. 59. @helenbevan #Quality2013 #Qradicals#QS13What 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
  60. 60. @helenbevan #Quality2013 #Qradicals
  61. 61. @helenbevan #Quality2013 #Qradicals
  62. 62. @helenbevan #Quality2013 #Qradicals
  63. 63. @helenbevan #Quality2013 #Qradicals#QS13Talk to the person next to you• Tell your story about why your changeinitiative is so important to you• Relate it to a personal experience• In terms of the people you want to get onboard, what will create a sense of “us” ratherthan “us and them”?• How could telling your story help create the“us”?
  64. 64. @helenbevan #Quality2013 #Qradicals#QS13Are you ready to do what hasn’t beendone before?Corporate Rebels Unitedhttp://www.corporaterebelsunited.com
  65. 65. @helenbevan #Quality2013 #Qradicals#QS13Corporate 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
  66. 66. @helenbevan #Quality2013 #Qradicals#QS13
  1. ¿Le ha llamado la atención una diapositiva en particular?

    Recortar diapositivas es una manera útil de recopilar información importante para consultarla más tarde.

×