Leading change: Goran Henriks and Helen Bevan workshop

Chief Transformation Officer | Innovation | Improvement | Mobilising | Large Scale Change
Mar. 1, 2017

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Leading change: Goran Henriks and Helen Bevan workshop

  1. #qmicro Being a change leader Helen Bevan @HelenBevan Goran Henriks @Goranhenriks Leading change
  2. #qmicro Source of image: Any force that stops or slows movement Our leadership of change topic today: Resistance to change
  3. #qmicro Why do organisational change programmes fail to achieve their objectives? The majority of reported reasons are related to resistance to change Source: McKinsey & Co
  4. #qmicro Our hypothesis: Perspective taking is THE most important factor when it comes to addressing resistance to change
  5. #qmicro Activity Introduce yourself to others on your table and talk about a situation when you have felt resistant to change
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  8. #qmicro • Why is resistance to change a good thing? • What are the best aspects of resistance to change? • What works well in resistance? Yellow hat
  9. #qmicro • What’s wrong with resistance to change?? • What harm does it cause? • What are the risks in resistance to change? Black hat
  10. #qmicro • What are the possibilities for resistance to change? • How can we overcome the black hat (negative) issues and reinforce the yellow (positive) ones? • How could we use resistance to change in different ways? Green hat
  11. #qmicro • What are your feelings about resistance to change? • What does your intuition tell you about it? Red hat
  12. #qmicro • What are the facts about resistance to change? • What do we want to know? White hat
  13. #qmicro • What thinking is needed about resistance to change? • Where are we now? • Where do we need to go from here?Blue hat
  14. #qmicro Being a change leader Helen Bevan @HelenBevan Goran Henriks @Goranhenriks Goran’s perspective on resistance to change
  15. #qmicro #qmicro @GoranHenriks • The market and healthcare systems presuppose scarcity, but information is available in abundance and can only be limited by artificial rules and laws, such as copyrights and patents. • If future researchers are serious that we live in an "information society” then the current economic system has become old
  16. #qmicro predictions-for-the-world-in- 2030?utm_content=buffer2a7fd&utm_medium=social&ut • All products have become services • There is a global price on carbon • US dominate is over. We have a handful of global powers • Farewell hospitals, hello home-spital • We are eating much less meat • Today´s Syrian refugees, 2030 CEO:s • The values that built the West have been tested to breaking point • By the 2030s we´ll be ready to move humans to the red planet Predictions for the world in 2030
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  21. #qmicro The constraining effect of routine thinking Using provocation and movement
  22. #qmicro 2017-03-01 Meaningful duties Pointing out the purpose and values Conditions, purpose and values Control that the aim will be obtained/achived? Development team skill Attention and appreciation Found the team spirit Utility and productivity Group flexibility Commitment Encourage others Constant encouragement Relationships and communication Responsibility and authority Gung Ho! High Five! The One Minute Manage Builds High Performing Teams Meaning Mastery Connectivism Membership Reference: Blanchard, Bevan, Bisognano
  23. #qmicro Myron´s maxims • People own what they create • Real change take place in real work • The people that do the work do the change • Start anywhere but follow it everywhere • Keep connecting the system to itself • The process we use to get to the future determines the future we get
  24. #qmicro To create yourself through someone else or to create someone else through yourself. The ability to understand but also to see the process that someone else has been into/ or the part of. So much better
  25. #qmicro If you do my thing and I do your thing then both of us will grow. In this way, the value for those we are here for increases. Create a feeling and atmosphere for learning and sharing Co-learning?
  26. #qmicro Coaching. Empowerment and leadership The practice of adaptive Confidence Means that we are willing to enter uncertain situations Because we have a higher purpose and we are confident that we can learn and adapt as we move forward Robert E Quinn
  27. #qmicro Support for thought Support for action Challenge for thought Challenge for action supportchallenge The coaching process Pemberton 2006 Coaching as a Leadership Style The art and Science of Coaching Conversations for Healthcare Professionals R.F Hicks 2014
  28. #qmicro SUPPORT • Encourage • Comfort • Strengthen • Validate • reinforce Challenge • Confront • Question • Test • Dare
  29. #qmicro 29 The Clearing • Deep in the forest there’s an unexpected clearing that can be reached only by someone who has lost his way. Tomas Tranströmmer
  30. #qmicro Being a change leader Helen Bevan @HelenBevan Goran Henriks @Goranhenriks Helen’s perspective on resistance to change
  31. #qmicro Helen’s perspective on resistance:
  32. #qmicro Let’s think about “resistance” in old/new power terms
  33. #qmicro • Change can be planned and managed through a rigorous process • Resistance is a force to overcome • Resistance prevents change • Change agents must diagnose, manage and/or overcome resistance • Resisters can otherwise be known as “laggards”, “blockers”, “in denial” Let’s think about “resistance” in old/new power terms
  34. #qmicro Resistance to change: the old power mindset
  35. #qmicro An example “old power” transformation programme Source: Sewell (2015) : Stop training our project managers to be process junkies
  36. #qmicro “The role of the change agent is to recognise the causes of resistance and address each one. If this is not done, then the change will be much harder to implement successfully and may not succeed at all” David Stonehouse The change agent: the manager’s role in change British Journal of Healthcare Management, Vol. 19, Iss. 9, 09 Sep 2013, pp 443 - 445 Old power mindset: the role of the change agent
  37. #qmicro • Change can be planned and managed through a rigorous process • Resistance is a force to overcome • Resistance prevents change • Change agents must diagnose, manage and/or overcome resistance • Resisters can otherwise be known as “laggards”, “blockers”, “in denial” • Change in human systems is often emergent and hard to predict • Change results from connections and interactions stimulating different viewpoints, shaping how people think about things • Resistance is an inevitable consequence of a complex change process • Resistance should be embraced and rolled with Let’s think about “resistance” from old/new power perspective
  38. #qmicro Is your change programme a cathedral or a bazaar?
  39. #qmicro “Change doesn’t rain down on us from on high. Rather, its stories are co-created and co-owned by the community. Or, at least they are if you want the change to stick” Julian Stodd
  40. #qmicro Resistant behaviour is a good indicator of missing relevance Harald Schirmer role-of-hr-driving-social-adoption-and-change-in-the-enterprise Source of image: ‘‘
  41. #qmicro 1. Create the conditions for transformational conversations by asking questions that are focussed on future possibilities, by inviting diversity into the system and by being welcoming 2. Create opportunities for everyone to express their views, spot opportunities and build on each other’s ideas 3. Create ways for people to reflect together to find meaning, understanding and shared purpose in the change Source: Peggy Holman New power mindset: the role of the change agent Source of image:
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  50. #qmicro Source: Make it a personal PERFORMANCE target.
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  52. #qmicro You don’t know you’re going to get a “No” until you ask, and if you don’t ask, you’ve given yourself the “No” Jack Canfield Source of image:
  53. #qmicro Research from the sales industry: How many NOs should we be seeking to get? • 2% of sales are made on the first contact • 3% of sales are made on the second contact • 5% of sales are made on the third contact • 10% of sales are made on the fourth contact • 80% of sales are made on the fifth to twelfth contact Source:
  54. #qmicro “Papers that are more likely to contend against the status quo are more likely to find an opponent in the review system—and thus be rejected —but those papers are also more likely to have an impact on people across the system, earning them more citations when finally published” V. Calcagno et al., “Flows of research manuscripts among scientific journals reveal hidden submission patterns,” Science, doi:10.1126/science.1227833, 2012. —
  55. #qmicro The single biggest problem in communication is the illusion that it has taken place George Bernard Shaw ‘‘
  56. #qmicro If your horse dies, get off it Cherokee proverb Source of image: ‘‘
  57. #Quality2015 #qfe1 @goranhenriks @HelenBevan
  58. #Quality2015 #qfe1 @goranhenriks @HelenBevan What was your tear down this wall or open this gate moment?
  59. #Quality2015 #qfe1 @goranhenriks @HelenBevan Who am I?
  60. #Quality2015 #qfe1 @goranhenriks @HelenBevan Who am I? This man could be my chance! Why should I save his hide? Why should I right this wrong When I have come so far And struggled for so long? If I speak, I am condemned. If I stay silent, I am damned! I am the master of hundreds of workers. They all look to me. How can I abandon them? How would they live If I am not free? If I speak, they are condemned. If I stay silent, I am damned! Who am I? Can I condemn this man to slavery Pretend I do not feel his agony This innocent who bears my face Who goes to judgement in my place Who am I? Can I conceal myself for evermore? Pretend I'm not the man I was before? And must my name until I die Be no more than an alibi? Must I lie? How can I ever face my fellow men? How can I ever face myself again? My soul belongs to God, I know I made that bargain long ago He gave me hope when hope was gone He gave me strength to journey on [He unbuttons his shirt to reveal the number tattooed to his chest] And so Javert, you see it's true That man bears no more guilt than you! Who am I?

Editor's Notes

  1. Cathedral and Bazaar is an essay, then book, by Eric S. Raymond on software engineering methods Illustrates the struggle between top-down and bottom-up design The Cathedral model: restricted access to code, code only available with each software release – controlled / limited / restricted / closed The Bazaar model, in which the code is developed over the Internet in view of the public Raymond's proposition that "given enough eyeballs, all bugs are shallow" - the more openly and widely available the source code is for public testing, scrutiny, and experimentation, the more rapidly all forms of bugs will be discovered. Raymond claims that an inordinate amount of time and energy must be spent hunting for bugs in the Cathedral model, since the working version of the code is available only to a few developers.