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Find Your Inner Radical: How Organizational Radicals Can Change the World
 

Find Your Inner Radical: How Organizational Radicals Can Change the World

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This presentation was delivered in session A1 of Quality Forum 2014 by: ...

This presentation was delivered in session A1 of Quality Forum 2014 by:

Colleen Kennedy
Manager, Quality Improvement and Patient Safety - IH West
Interior Health

Marlies van Dijk
Director, Clinical Improvement
BCPSQC

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    Find Your Inner Radical: How Organizational Radicals Can Change the World Find Your Inner Radical: How Organizational Radicals Can Change the World Presentation Transcript

    • Organizational Radicals
    • Today • What is an organization radical? • Identify methods to harness the radicals on your team • Identify and practice tactics for being an effective organizational radical
    • Change • On average, it takes 17 years for research to translate into practice • Big change only happens in healthcare organizations because of radicals • The passionate people who are willing to take responsibility for change!! Source: IHI; Helen Beven, NHS
    • What is an organizational radical? • One who resists the status quo when they see there could be a better way • Energise their organization by working from their true self • Capable of working with others to create success NOT a destructive troublemaker Source: Lois Kelly, Organizational Radicals, Foghound Study
    • “The people who are crazy enough to think that they can change the world are the ones who do”
    • Activity: Experience • Pick an image from the choices at your table that reflects your experience as a radical/a radical thing you have done in your life • Each person at the table will take turns to: – Introduce yourself to others – Talk about your experience as a radical (and why you picked the image that you did) • Group debrief
    • The Statistical Contradictions 90 80 70 60 50 40 30 20 10 0 Agree Disagree To improve a corporate culture, involve rebels in findings ways to improve To create a more innovative company, activate the corporate rebels Source: Lois Kelly, Organizational Radicals, Foghound Study
    • The Statistical Contradictions 92% Call out problems others are afraid to 92% Challenge ineffective sacred cow practices 88% Willing to be the first to try new practices 86% See new ways to solve problems 86% Bring outside ideas into the organization 78% Have ideas to improve products/services Source: Lois Kelly, Organizational Radicals, Foghound Study
    • Manager Perspective Radicals have value… 33.7% Yet….only 33.7% of leaders are very satisfied radicals can provide value in their organizations. Source: Lois Kelly, Organizational Radicals, Foghound Study
    • Why the Disconnect? Culture Radical Methods
    • Supportive Cultures Many ways to contribute People feel appreciated Open to new perspectives Opportunities to challenge assumptions Disagreements welcome Source: Lois Kelly, Organizational Radicals, Foghound Study
    • Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development
    • Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development
    • “The source of energy at work is not in control, it is in connection to purpose.” Don Berwick
    • Compliance Commitment A minimum performance standard that everyone must achieve A collective goal that everyone can aspire to Uses hierarchy, systems and standard procedures for coordination and control Based on shared goals, values, and sense of purpose for coordination and control Threat of penalties, sanctions, shame creates momentum for delivery Commitment to a common purpose creates energy for delivery
    • What do Radicals Want? Source: Lois Kelly, Organizational Radicals, Foghound Study
    • Radicals Want… • Real work • Work connected to the essential mission/results • To learn how the organization works and decisions are made • Relationships with influencial people Source: Lois Kelly, Organizational Radicals, Foghound Study
    • Christina Costello, Babson Entrepreneur Experience Lab
    • Activity: Leading Radicals • TRIZ • How to drive your radicals from your organization • One idea from each group
    • 10 Things A Manager Should Never Say to a Rebel! 1. What gives you the authority to ask that question? 2. That’s the way we’ve always done it 3. Know your place 4. That’s nice 5. Impossible 6. You can’t fight city hall 7. We need to see more best practices 8. Better the devil you know than the devil you don’t know 9. Do what I say and stop asking so many questions 10. If you continue to speak your mind, you’ll ruin your career
    • Autonomy
    • Got Fairness?
    • Leading Radicals Requires Leaders To • Understand the organizational landscape • Present ideas to influence opinion • Learn to constructively use conflict • Know when to persist, retreat, let go
    • Christina Costello, Babson Entrepreneur Experience Lab
    • Why the Disconnect? Culture Radical Methods
    • Troublemaker Versus Radical “Troublemaker” “Radical” Break Rules Change Rules Complain Create Assertions Questions Me-Focused Mission-Focused Anger Passion Pessimist Optimist Energy-Sapping Energy-Generating Alienate Attract Problems Possibilities Worry That Wonder If Doubt Believe Social Loner Social Source: Lois Kelly, Organizational Radicals, Foghound Study
    • Activity: Troublemakers/Radicals • Talk to others at your table about your experiences related to “radicals” and “troublemakers” • Which have you been and why? • What moves people from being “radical” to “troublemaker” • How do we protect against this?
    • Radical Methods: Strategies for Success Start With Self Build Alliances Create Energy
    • What do we know about successful boat rockers? • • • • • • • Convictions and values driven Strong sense of self-efficacy Action oriented Able to join forces with others Able to achieve small wins Optimistic in the face of challenge Positive Helen Beven, IHI
    • I’M A RADICAL (I THINK POSITIVELY)
    • Constructive Conversations • Constructive what/if conversations examine assumptions, open up possibilities, invite everyone to contribute and value all points of view Lois Kelly, Foghound
    • Judge Ideas Not People • The first creates useful conversations, the second hurts, disrupts and usually dead-ends Lois Kelly, Foghound
    • When Angry, Stop and Wonder Why • The more we understand hidden motivations, the more we can frame our ideas Lois Kelly, Foghound
    • Possibilities • Ask questions that highlight possibilities vs. damn the problems • Problems create energy, problem dissing saps it Lois Kelly, Foghound
    • Christina Costello, Babson Entrepreneur Experience Lab
    • Create Clarity • Communicate in ways that creates clarity from complexity • Define context, relevancy, value Lois Kelly, Foghound
    • Let It Breathe • Velocity scares people • If we go to fast, we can mow over people, hurting our chances to affect change • People often need time to absorb a new way Lois Kelly, Foghound
    • Listen • Ask good questions • Become a keen listener Lois Kelly, Foghound
    • How Do We Protect? • • • • • • • • • • Constructive Conversations Judge Ideas not People When Angry, Stop and Wonder Why Think Possibilities Manage Discomfort Create Clarity from Complexity Learn to Speak the Language Let it Breathe Try. Learn. Adapt. Listen Lois Kelly, Foghound
    • Activity: Build Alliances • Pair up • What are successful radical methods that you have used? • Provide an example
    • Strategies for Success Start With Self Build Alliances Create Energy
    • Build Alliances “If you want to go fast, go alone. If you want to go far, go together.” African proverb quote by Al Gore
    • Powerful Relationships
    • How To??? • • • • • • • Shared passion Collective wisdom Keep your promises Move ideas to action Celebrate achievements Share Credit Courage
    • Framing “People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings.” (John P Kotter (2002), The Heart of Change)
    • Framing • • • • • Connect with people’s hearts and minds Turning opportunity into action Hooks to pull people in Springboards for mobilizing support Need to be authentic and connect with reality
    • “I have a dream” “I have some new clinical guidelines for you….”
    • Strategies for Success Start With Self Build Alliances Create Energy
    • Create Energy Burning Platform Versus Burning Ambition • Need to move from a burning platform to a burning ambition • We need to articulate personal reasons for change as well as organizational reasons • If the fire goes out, all other factors are redundant @PeterFuda
    • Activity • When have you felt the most energized and passionate about the work that you have been involved in? • What were the key features in that situation? • How would you describe how you felt?
    • Resources http://www.slideshare.net/Foghound/foghound-20-waysto-be-effective-rebel http://www.foghound.com/resources/ http://www.davidrock.net/files/NLJ_SCARFUS.pdf http://corporaterebelsunited.com/ http://www.changeagentsworldwide.com/
    • Organizational Radicals