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BEING a change agent

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Slides from the talk that Helen Bevan gave at London Women's Leadership Network on 8th March 2017 on the occasion of International Women's Day #womenlead

Published in: Leadership & Management
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BEING a change agent

  1. 1. @HelenBevan #womenlead
  2. 2. @HelenBevan #womenlead “New truths begin as heresies” (Huxley, defending Darwin’s theory of natural selection) Source of image: installation by the artist Adam Katz www.thisiscolossal.com Via @NeilPerkin
  3. 3. @HelenBevan #womenlead
  4. 4. @HelenBevan #womenleadSource: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out
  5. 5. @HelenBevan #womenleadImage copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/
  6. 6. @HelenBevan #womenlead
  7. 7. @HelenBevan #womenlead Functional thinking (the things we do) Change agents skills Capability thinking (our ability to do things) Source of images: thenounproject.com
  8. 8. @HelenBevan #womenlead Peter Fuda’s Transformational Change Agent Framework Skills and methods for creating change Possibilities, opportunities, things in a different light A role model first and a preacher second Source: Peter Fuda (2012) 15 qualities of a transformational change agent
  9. 9. @HelenBevan #womenlead What is happening in the wider world that sets the context for change agents?
  10. 10. @HelenBevan #womenlead Change is changing
  11. 11. @HelenBevan #womenlead Kinthi Sturtevant, IBM 13th annual Change Management Conference June 2015 We rarely see two, three or four year change projects any more. Now it’s 30-60-90 day change projects
  12. 12. @HelenBevan #womenlead Source: Bromford P (2015), ”What’s the difference between a test and a pilot?” Pilots are being replaced by rapid tests and prototypes
  13. 13. @HelenBevan #womenlead Change is changing
  14. 14. @HelenBevan #womenlead
  15. 15. @HelenBevan #womenlead Digital skills are a critical capability for future leaders of improvement
  16. 16. @HelenBevan #womenlead How does the NHS improvement community prefer to communicate? Digital Non-digital ProactiveReactive Source: RAND evaluation data from the Q community of improvement leaders
  17. 17. @HelenBevan #womenlead How does the NHS improvement community prefer to communicate? Digital Non-digital ProactiveReactive Source: RAND evaluation data from the Q community of improvement leaders
  18. 18. @HelenBevan #womenlead Change is changing
  19. 19. @HelenBevan #womenlead
  20. 20. @HelenBevan #womenlead Change is changing
  21. 21. @HelenBevan #womenlead
  22. 22. @HelenBevan #womenlead
  23. 23. @HelenBevan #womenlead Change is changing Change is moving to the edge
  24. 24. @HelenBevan #womenlead An example from the Cabinet Office http://www.slideshare.net/Openpolicymaking/060715-change-cardscollated?next_slideshow=1
  25. 25. @HelenBevan Why go to the edge? “ Leading from the edge brings us into contact with a far wider range of relationships, and in turn, this increases our potential for diversity in terms of thought, experience and background. Diversity leads to more disruptive thinking, faster change and better outcomes Aylet Baron
  26. 26. @HelenBevan #womenlead Jeremy Heimens TED talk “What new power looks like” https://www.youtube.com/watch?v=j-S03JfgHEA old power new power Currency Held by a few Pushed down Commanded Closed Transaction Current Made by many Pulled in Shared Open Relationship
  27. 27. The Network Secrets of 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
  28. 28. People who are highly connected have twice as much power to influence change as people with hierarchical power Leandro Herrero http://t.co/Du6zCbrDBC
  29. 29. @HelenBevan #womenlead WHO will make the change happen? Source: adapted by Helen Bevan from Leandro Herrera List A • The STP Transformation Programme Board [or equivalent] • The programme sponsors • The Programme Management Office • The [insert number] STP transformation work streams • The Clinical Leads of workstreams • The Directors of participating organisations • The Change Facilitators
  30. 30. @HelenBevan #womenlead WHO will make the change happen? List A • The STP Transformation Programme Board [or equivalent] • The programme sponsors • The Programme Management Office • The [insert number] STP transformation work streams • The Clinical Leads of workstreams • The Directors of participating organisations • The Change Facilitators List B • The mavericks and rebels • The deviants (positive). Who do things differently and succeed • The contrarians, because they can • The nonconformists who see things through glasses no one else has • The hyper-connected. Good or bad, they spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on • The hyper-trusted. Multiple reasons, doesn’t matter which ones Source: adapted by Helen Bevan from Leandro Herrera
  31. 31. @HelenBevan #womenlead WHO will make the change happen? List B • The mavericks and rebels • The deviants (positive). Who do things differently and succeed • The contrarians, because they can • The nonconformists who see things through glasses no one else has • The hyper-connected. Good or bad, they spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on • The hyper-trusted. Multiple reasons, doesn’t matter which ones Source: adapted by Helen Bevan from Leandro Herrera List A • The STP Transformation Programme Board [or equivalent] • The programme sponsors • The Programme Management Office • The [insert number] STP transformation work streams • The Clinical Leads of workstreams • The Directors of participating organisations • The Change Facilitators
  32. 32. @HelenBevan #womenlead What’s the evidence? The failure of large scale transformational change projects is rarely due to the content or structure of the plans that are put into action To make transformational change happen we need to connect networks of people who ‘want’ to contribute http://iedp.com/articles/vertical-leadership/?utm_source=Sign-Up.to&utm_medium=email&utm_campaign=13787- 257163-Campaign+-+01%2F09%2F2016 Source: David Dinwoodie (2015) It’s much more about the role of informal networks in the organisations and systems affected by change
  33. 33. @HelenBevan #womenlead How well are we equipping NHS change leaders for this reality? Survey of 70 candidates for post of Head of Transformation, NHS Horizons team, July 2016: • Most candidates educated to at least Masters level • PRINCE 2 almost universal with Managing Successful Projects and Lean methods well represented • Very few described strategic approaches to change or focussed on social methods of change • Only limited descriptions of team /network based or facilitative approaches to improvement • Most engaged in technostructure (technical advisory roles) – away from the locus of power in health organisations (Mintzberg typology) • Old power/List A approaches predominated
  34. 34. @HelenBevan #womenlead Let’s think about resources for change in old/new power terms Economic resources diminish with use • money • materials • human resources Natural resources grow with use • relationships • commitment • community Based on principles from Albert Hirschman and Marshall Ganz
  35. 35. @HelenBevan #womenlead The capacity and drive of a team, organisation or system to act and make the difference necessary to achieve its goals http://www.institute.nhs.uk/tools/energ y_for_change/energy_for_change_.html Creating energy to enable transformation is a top priority ‘ “Energy for change” defined as
  36. 36. What happens to large scale change efforts in reality In order of frequency: 1. the effort effectively “runs out of energy” and simply fades away 2. the change hits a plateau at some level and no longer attracts new supporters 3. the change becomes reasonably well established; several levels across the system have changed to accommodate or support it in a sustainable way Source: http://www.nhsiq.nhs.uk/8530.aspx Why is energy for change important?
  37. 37. @HelenBevan #womenlead Psychological Physical Spiritual Social Intellectual Change is most likely to happen when five energies are high Source: http://www.institute.nhs.uk/tools/energy_for_change/energy_for_change_.html
  38. 38. @HelenBevan #womenlead Social energy Energy of personal engagement, relationships and connections between people It’s where people feel a sense of “us and us” rather than “us and them”
  39. 39. @HelenBevan #womenlead Spiritual energy Energy of commitment to a common vision for the future, driven by shared values and a higher purpose Gives people the confidence to move towards a different future that is more compelling than the status quo
  40. 40. @HelenBevan #womenlead Psychological energy Energy of courage, resilience and feeling safe to do things differently Involves feeling supported to make a change and trust in leadership and direction
  41. 41. @HelenBevan #womenlead Physical energy Energy of action, getting things done and making progress The flexible, responsive drive to make things happen
  42. 42. @HelenBevan #womenlead Intellectual energy Energy of analysis, planning and thinking Involves gaining insight as well as planning and supporting processes, evaluation, and arguing a case on the basis of logic/ evidence
  43. 43. @HelenBevan #womenlead High and low ends of each energy domain Social isolated solidarity Spiritual uncommitted higher purpose Psychological risky safe Physical fatigue vitality Intellectual Illogical reason LOW HIGH
  44. 44. @HelenBevan #womenlead Some questions • Which group likely to have higher spiritual energy scores: • clinicians • non clinicians • Nearer to CEO in the structure: higher or lower overall energy scores? Source: Respondents to the energy for change questionnaire NHSIQ/Horizons team
  45. 45. @HelenBevan #womenlead Some questions • Which group likely to have higher spiritual energy scores: • clinicians • non clinicians • Nearer to CEO in the structure: higher or lower overall energy scores? Source: Respondents to the energy for change questionnaire NHSIQ/Horizons team Answers:
  46. 46. @HelenBevan #womenlead
  47. 47. @HelenBevan #womenlead Energy analysis of six STP plans
  48. 48. @HelenBevan #womenlead Energy analysis of six STP plans Source: energy for change discourse analysis of six draft STP plans by the Horizons team September 2016
  49. 49. @HelenBevan #womenlead Energy analysis of six STP plans Source: energy for change discourse analysis of six draft STP plans by the Horizons team September 2016
  50. 50. @HelenBevan #womenlead The challenge of disproportionately high intellectual energy • Intellectual energy on its own isn’t transformational • It keeps leaders in their comfort zone (intellect to intellect) Emotion is the fuel for change; data and information provide direction Dan Heath (author of Switch)
  51. 51. @HelenBevan #womenlead There has never been a time in the history of health and care when this advice has been more pertinent “Leadership is not about making clever decisions and doing bigger deals. It is about helping release the positive energy that exists naturally within people” Henry Mintzberg
  52. 52. @HelenBevan #womenlead The Change Challenge Tapping the collective brilliance of the NHS
  53. 53. @HelenBevan 14,000 contributions identified 10 barriers to change: Confusing strategies Over controlling leadership Perverse incentivesStifling innovation Poor workforce planning One way communication Inhibiting environment Undervaluing staff Poor project management Playing it safe
  54. 54. @HelenBevan #womenlead Front line teams get inundated with high priority messages from leaders each day, making it difficult for them to know what to focus on Increasing number of messages as information cascade through the organisation Source: adapted from http://businessjournal.gallup.com/content/162707/change-initiatives-fail- don.aspx
  55. 55. @HelenBevan #womenlead Front line teams get inundated with high priority messages from leaders each day, making it difficult for them to know what to focus on Increasing number of messages as information cascade through the organisation Source: adapted from http://businessjournal.gallup.com/content/162707/change-initiatives-fail- don.aspx Buy in from front line staff is critical for improvements in quality and safety . Don’t overload them Buy in from front line staff is critical for improvements in quality and safety Don’t overload them http://healthaffairs.org/blog/2014/03/07/the- dangers-of-quality-improvement-overload-insights- from-the-field/
  56. 56. @HelenBevan 14,000 contributions identified 11 building blocks for change: Inspiring & supportive leadership Collaborative working Thought diversityAutonomy & trust Smart use of resources Flexibility & adaptability Long term thinking Nurturing our people Fostering an open culture A call to action Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015 Challenging the status quo
  57. 57. @HelenBevan #womenlead Being a great change agent is about doing, seeing and being change
  58. 58. @HelenBevan #womenlead Avedis Donabedian Ultimately, the secret of quality is love. …… If you have love, you can then work backward to monitor and improve the system
  59. 59. @HelenBevan #womenlead Project Aristotle: http://qz.com/625870/after-years-of-intensive- analysis-google-discovers-the-key-to-good-teamwork-is-being-nice/ After years of intensive analysis, Google discovers that the key to high performing, teams that deliver change is Being nice
  60. 60. @HelenBevan #womenlead Tactic for change agents: Out-love everyone else Source of image: Bradley Burgess

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