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![The essential flaw of quality
improvement methods
The essential flaw of [quality improvement
methodology] is that, when implemented, it
tends to reinforce the mechanistic and
hierarchical models that are consistent
with the mental maps of most managers
Chris Argyris, Flawed advice and the
management trap
Source of image:
www.biblicalcreation.org.uk
@HelenBevan @kateslater2 #Quality2019](https://image.slidesharecdn.com/howtobeabrilliantchangeagentrevisedho-190328055632/75/How-to-be-a-brilliant-change-agent-62-2048.jpg)
Uploaded byHelen Bevan
How to be a brilliant change agent
The document discusses strategies and concepts for becoming an effective change agent in organizations, highlighting the importance of building relationships, shared purpose, and emotional engagement for successful change initiatives. It presents the definitions of 'change agency' and 'change agent,' emphasizes the role of informal networks and influential individuals, and explores the dynamics of compliance versus contribution in workplace culture. Additionally, it addresses the challenges of reconciling structure and agency in implementing change and outlines key insights from workshops aimed at fostering leadership and agency.
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How to be a brilliant change agent
- 1. How to bea BRILLIANT change agent Source of image: @voinonen :Kate Pound @KateSlater2 Helen Bevan @HelenBevan Pete Gordon @PeteGordon68 #Quality2019 See the slides: bit.do/BrilliantChangeAgent
- 3. 3 | We willcover • My own journey as a change agent • Change agents need power • Influence and superconnectors • Rocking the boat and staying in it • A coffee break with a difference • Case study: emergency care • Building shared purpose • Change starts with me @helenbevan @KateSlater2 #Quality2019
- 4. Today’s event codeis… #Quality2019 www.sli.do Select Hall 2
- 5. 5 | A poll Doyou know : • The person to the right of you? • The person to the left of you? • The people on both sides? • Neither of them? www.sli.do
- 6. 6 | Five proposedground rules 1. we're all equal (no hierarchy) 2. Everyone participates and listens, equally 3. What is said here stays here 4. No idea is stupid 5. No topics are off the table
- 7. Ideas for action Longerterm actions Adapted from www.idenk.com What could we speed up / do more of ? (Accelerate) What could we stop doing ? (Brake) What could we start doing? (Create) The next 30 days The next 60 days The next 90 days
- 8. Change AGENCY definition: Thepower, individually and collectively, to make a positive difference. It is about pushing the boundaries of what is possible, mobilising others and making change happen more quickly Change AGENT definition: Someone who is actively developing the skills, confidence, power, relationships and courage to make a positive difference
- 9. 9 | A poll Whatis your level of brilliance (skills, confidence & impact) as a change agent? Brilliant already Not at all brilliant
- 10. 10 | My journeyas a change agent: pick three cards 2. “Where are you now (here)?” One card for how you think and act now 3. “Where are you going (to there)?” One card about possibilities for your future team 1. “Where are you from?” One card that captures how you thought and acted when you first saw yourself as a change agent
- 11. 11 | My journeyas a change agent: pick three cards 2. “Where are you now (here)?” One card for how you think and act now 3. “Where are you going (to there)?” One card about possibilities for your future team 1. “Where are you from?” One card that captures how you thought and acted when you first became a team
- 12. 12 | Question: describeyour journey as a change agent in a single word or phrase
- 13. Transformations is a toolfor understanding key patterns in your life, individually and together in groups, organisations and communities. @HelenBevan @KateSlater2 #Quality2019
- 14. “New truths beginas heresies” (Huxley, defending Darwin’s theory of natural selection) Source of image: installation by the artist Adam Katz www.thisiscolossal.com Via @NeilPerkin
- 15. Starts on thefringe Starts with the activists Gary Hamel always @helenbevan @KateSlater2 #Quality2019
- 16. Two kinds ofpeople at work • Feel disconnected from purpose • Controlled & coordinated through performance management and standardised procedures • Hold back • Resist change • Work to a role specification Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the-winners-in- business-are-taking-the-time-to-build-a-positive-kind-social-culture/ The Compliant
- 17. Two kinds ofpeople at work • Feel connected to a higher purpose • Direction set through shared goals & values (“magnetic north”) • Collaborate • Embrace change • Work to who they are The Contributor • Feel disconnected from purpose • Controlled & coordinated through performance management and standardised procedures • Hold back • Resist change • Work to a role specification Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the-winners-in- business-are-taking-the-time-to-build-a-positive-kind-social-culture/ The Compliant
- 18. Two kinds ofpeople at work • Feel connected to a higher purpose • Direction set through shared goals & values (“magnetic north”) • Collaborate • Embrace change • Work to who they are The Contributor • Feel disconnected from purpose • Controlled & coordinated through performance management and standardised procedures • Hold back • Resist change • Work to a role specification Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the-winners-in- business-are-taking-the-time-to-build-a-positive-kind-social-culture/ The Compliant Gallup global research: • Only 13% of the workforce are engaged (Contributors) • Contributors create six times the value to an organisation compared to the compliant
- 19. What do wemean by power? Power is the ability to produce intended effects Bertrand Russell
- 20. Jeremy Heimens, HenryTimms New Power: How it’s changing the 21st Century and why you need to know (2018) new power Current Made by many Pulled in Shared Open Relationship old power Currency Held by a few Pushed down Commanded Closed Transaction
- 21. The Network Secretsof Great Change Agents Julie Battilana &Tiziana Casciaro As a change agent, my centrality in the informal network is more important than my position in the formal hierarchy
- 22. People who arehighly connected have twice as much power to influence change as people with hierarchical power Leandro Herrero http://t.co/Du6zCbrDBC
- 23. We still organisehealthcare like the Tabulating Machine Co. of 1917 Source of image: @corp_rebels
- 24. Find the 3%! Just3% of people in the organisation or system typically influence 85% of the other people Source: Organisational Network Analysis by Innovisor
- 25. Find the 3%: meetMandy Carney, Head of Patient Flow at Yeovil Hospital • “Knows everyone in the hospital” • “Everyone follows Mandy on Facebook” • The go-to person for advice • Mandy makes sense of things and reduces ambiguity for people • Mandy presents her own monthly award “the Carney cup”
- 26.
- 27. As senior leaders,we may be less influential than we think If we want to get the same level of influence through top down change as the 3% get, we need four times more people Source : Jeppe Hansgaard
- 28. The 3% rulealso appears true for social media Source: research by Graham MacKenzie using NodeXL In health and healthcare globally, tweets by 3.3% of tweeters accounted for 85% of retweets @helenbevan @KateSlater2
- 29. The powerful medical“superconnectors” Source: NodeXL analysis @gmacscotland @helenbevan @KateSlater2 #Quality2019
- 30. Rosie Skrypak, changeagent at the Royal Free Hospital
- 31. 1. Build relationshipswith the teams, set out a shared purpose and challenge 2. Continue to support and build relationships – don’t forget to say well done 3. Ripples create spread, watch it grow!
- 32. Reducing in thenumber of patients staying in hospital over 21 days
- 33. “Tomorrow’s management systems willneed to value diversity, dissent and divergence as highly as conformance, consensus and cohesion.” Gary Hamel @HelenBevan @KateSlater2 #Quality2019
- 34. 34 | What happensto rebels/heretics/radicals/mavericks in organisations? Source of image: thinglink.com ? @helenbevan @KateSlater2 #Quality2019
- 35.
- 36. Source: Lois Kellyhttp://www.slideshare.net/Foghound/rocking-the-boat-without-falling-ou
- 37. 37 | We needto be boatrockers! Source: Debra Meyerson • Rock the boat but manage to stay in it • Walk the fine line between difference and fit, inside and outside • Conform AND rebel • Capable of working with others to create success NOT perceived by others as a destructive troublemaker @helenbevan @KateSlater2 #Quality2019
- 38. Source: adapted fromRebels at Work
- 39. 39 | “A cynic,after all, is a passionate person who does not want to be disappointed again.” Source of graphic: Benjamin Zander’s TED talk
- 40. Source of image:Tord the Meme by Marley Bryn The world feels terrible if I choose to distrust it
- 41. Source: adapted fromRebels at Work
- 42. 42 | Reflection • Whatare your insights around “boatrocking” and “falling out”? • What moves people from being “boatrockers” to “falling out”? • How do we protect against this?
- 43. 43 | A poll Whereare you now? Rocking the boat Fallen out of the boat
- 44. Source: adapted fromRebels at Work
- 45. 45 | More reading Sourceof graphic : Umair Haque Lois Kelly and Carmen Medina The rebel at work handbook Harvey Schachter How to be a rebel, not a troublemaker at work Debra Meyerson Tempered radicals: how people use difference to inspire change at work Jane Watson A spotter’s guide to rebels and cynics Umair Haque How to be more loving in a cynical world Clark Quinn Skeptical optimist or hopeful cynic? A science mindset Marcella Bremer Cynicism or opticism? @helenbevan @KateSlater2 #Quality2019
- 46. 46 | Question: Whatare your insights or reflections around “boatrocking” and “falling out”?
- 47. 47 | Question: Whatare your insights or reflections around “boatrocking” and “falling out”?
- 48.
- 49.
- 50. P50Number one ruleof being a change agent: you can’t be a change agent on your own: build relationships Source: Marshall Ganz
- 51.
- 52. A big debatein social science Structure versus Agency @HelenBevan #LeanIsland
- 53. 53 | The predominantapproach in recent years has been STRUCTURE but globally there is a big shift towards AGENCY The design dilemma at the heart of change Structures and systems Performance goals Compliance Regulation Competition Programme Management Incentive systems Activation Ability to make choices Capability Leaders everywhere Social action Solidarity Social movements
- 54. The power, individually andcollectively, to make a positive difference @HelenBevan #LeanIsland
- 55.
- 56.
- 57. Source: @NHSChangeDay Problematic: changing a “permission culture”can take years The good news: we can usually build agency much more quickly 57
- 58. 58 | 70 daychallenge: to give patients back one million days of their precious time that would otherwise be wasted in bed in a hospital or care home. @HelenBevan @KateSlater2 #Quality2019
- 59.
- 60.
- 62. The essential flawof quality improvement methods The essential flaw of [quality improvement methodology] is that, when implemented, it tends to reinforce the mechanistic and hierarchical models that are consistent with the mental maps of most managers Chris Argyris, Flawed advice and the management trap Source of image: www.biblicalcreation.org.uk @HelenBevan @kateslater2 #Quality2019
- 63. + + OUR Who arethe people who will be impacted by the change? Who will need to be part of the change? SHARED What unites us? PURPOSE Why are we taking action? How does it connect with the things that really matter to us?
- 64.
- 65. "Exploring the newworld: practical insights for funding, commissioning & managing in complexity" https://t.co/I9hI UCBGaY
- 66.
- 67. 67 | Don’t confuse PURPOSEwith AIM • An aim is setting a determined course in order to achieve a set goal. Aims determine a set course or a target at the end that a person wants to reach • Purpose seeks to make explicit the reason behind something that is being done. Purpose defines why a person is doing something she/he is doing, what there is reasoning behind doing a particular thing and what they plan to achieve from it
- 68. Purpose is thedeepest dimension within us – our central core or essence – where we have a profound sense of who we are, where we came from and where we’re going. Purpose is the quality we choose to shape our lives around. Purpose is a source of energy and direction. Leider The “purpose” test: Does your proposed purpose fit with this?
- 69. + + OUR Who arethe people who will be impacted by the change? Who will need to be part of the change? SHARED What unites us? PURPOSE Why are we taking action? How does it connect with the things that really matter to us?
- 70.
- 71. 71 | Question: Whatis your shared purpose in a single sentence or phrase?
- 72. If we wantpeople to take action, we have to connect with their emotions through values action values emotion Source: Marshall Ganz
- 73. Mark Jaben onthe science behind resistance What NOT to do But what we do do Engage people here
- 74. Mark Jaben onthe science behind resistance What NOT to do (but what we usually do) We don’t need buyers (who “buy-in” to change) We need investors What TO do Engage people here Engage people here
- 75.
- 76. We are notoutside of the change: we ARE the change Source of graphic: Reos Partners Source of graphic: @gapingvoid @HelenBevan @KateSlater2 #Quality2019
- 77. The success ofour actions as change- makers does not depend on what we do or how we do it, but on the inner place from which we operate” Otto Scharmer Leading from the emerging future
- 78. After years ofintensive analysis, Google discovered that the key to high performing teams that deliver change is being nice Project Aristotle: https://www.youtube.com/watch?v=UfGiCnhdU78&feature=youtu.be&list=PLHEw3ja- xoaZybvz9f0b1_6bJyG7zZO6L
- 79.
- 80. 80 | Thursday 15March
- 81. 81 | Have wegot the power to change things? Research with groups shows a 25%-10%-3% pattern: When a minority group pushing change was below 25% of the total group, its efforts failed. But they reached 25%, the majority of the population adopted the new way of thinking very quickly When just 10% of a population holds an unshakable belief, their belief is likely to be adopted by the majority Typically in organisations, around 3% of people (the informal influencers) drive conversations and influence 85% of other people. They are not typically the senior leaders Source: Harold Jarche 2018: 25-10-3
- 82. 82 | Our finale:“Snowstorm” • Write down one key thing you have learnt from this workshop on a sheet of white paper
- 83. 83 | Our finale:“Snowstorm” • Write down one key thing you have learnt from this workshop on a sheet of white paper • Screw the paper up
- 84. 84 | Our finale:“Snowstorm” • Write down one key thing you have learnt from this workshop on a sheet of white paper • Screw the paper up • On the signal, throw your paper snowball in the air
- 85. 85 | Our finale:“Snowstorm” • Write down one key thing you have learnt from this workshop on a sheet of white paper • Screw the paper up • On the signal, throw your paper snowball in the air • Pick up a snowball that lands near you and read it aloud to the rest of your table
- 86. 86 | A poll Whatis your level of brilliance (skills, confidence & impact) as a change agent? Brilliant already Not at all brilliant
Editor's Notes
- #73 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.