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The School for Change Agents LIVE session 3 1 June 2021

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The School for Change Agents LIVE session 3 1 June 2021

  1. 1. 01/06/2021 1 @Sch4Change #S4CA 01/06/2021 1 @Sch4Change #S4CA Welcome to the third live session of 2021!
  2. 2. 01/06/2021 2 @Sch4Change #S4CA
  3. 3. 01/06/2021 3 @Sch4Change #S4CA Today’s live session team: Facilitated by: Tech team: Helen Bevan Chief Transformation officer Kathryn Perera Director Social media team: Olly Benson Production lead Kerry McGinty Production/tech assistant Zarah Mowhabuth Chat Box monitor Paul Woodley Tech Lead Bev Matthews Youtube lead Leigh Kendall Social influence lead Rupal Johal Live tweeting
  4. 4. 01/06/2021 4 @Sch4Change #S4CA @Sch4Change #S4CA Join The School for Change Agents group, or ‘Like’ The School for Change Agents page @HorizonsNHS Keep in touch with the School community!
  5. 5. 01/06/2021 5 @Sch4Change #S4CA Keep in touch – sign up to our newsletter! Sign up via the QR code (open up the camera on your phone) OR sign up at
  6. 6. 01/06/2021 6 @Sch4Change #S4CA Listen to School ‘behind the scenes’ with our weekly podcast! Find it at, or wherever you get your podcasts
  7. 7. 01/06/2021 7 @Sch4Change #S4CA
  8. 8. @Sch4Change #S4CA CAPABILITY AGENCY Change agents need CAPABILITY (the quality of being capable; capacity and skills:) & AGENCY (able to take action to express their power) • Improvement skills • Project/programme management • Innovation and design methods • Analytics • Process facilitation skills • Influencing skills • Coaching skills • Self-efficacy • Collective action • Building belonging • Embracing diversity • Relationships • Connections • Social action
  9. 9. @Sch4Change #S4CA LEVERAGE Where a small amount of energy can have the greatest effect 07/s11625-021-00956-5?
  10. 10. @Sch4Change #S4CA Source: Waters Foundation Leverage points: seeing what’s below the surface
  11. 11. @Sch4Change #S4CA cle/10.1007/s11625-021- 00956-5? The four top leverage points to change a system (in increasing order of impact) Source: Anna Birney
  12. 12. 01/06/2021 12 @Sch4Change #S4CA
  13. 13. 01/06/2021 13 @Sch4Change #S4CA What type of issues are we trying to address?
  14. 14. 01/06/2021 14 @Sch4Change #S4CA What type of issues are we trying to address?
  15. 15. 01/06/2021 15 @Sch4Change #S4CA 1. Since the nature of a complex system is determined by the interaction between its members, relationships are fundamental. 2. Complex systems are open systems. This means that a great deal of energy and information flows through them, and that a stable state is not desirable. 3. No health and care system can be understood independently of its context. 4. Along with the context, the history of a health and care system co-determines its nature. 5. The emergent nature of complex adaptive systems often manifests in unintended consequences or behaviour that may seem irrational. 6. We should be prepared for the unexpected and to be very careful. Something we may think to be insignificant (a casual remark, a tone of voice) may change everything. 7. Complex systems cannot thrive when there is too much central control. Source: Adapted from Sonja Blignaut 7 implications of seeing a health and care system as a complex system
  16. 16. 01/06/2021 16 @Sch4Change #S4CA Complex systems are driven by the quality of the interactions between the parts, not the quality of the parts. Working on discrete parts or processes can properly bugger up the performance at a system level. Never fiddle with a part unless it also improves the system @ComplexWales Source of image: Eclipse
  17. 17. @Sch4Change #S4CA
  18. 18. @Sch4Change #S4CA Horizontal development: • Adding more knowledge, skills, and competencies • Transmitted through experts Vertical development: • Ability to think in more complex, systemic, strategic and interdependent ways • Learnt through experience Vertical development as well as horizontal development @Sch4Change #S4C
  19. 19. @Sch4Change #S4CA • Time and space rules that are inconsistent over time • Logic that allows for the magical • Sense of our connected minds Image: @PriscillaDuPreez via Unsplash
  20. 20. @Sch4Change #S4CA Image: @TimEasley via Unsplash • No grey (us and them, black and white) • Focus on what I want • Inability to consider in a real way what someone quite different might want • Difficulty with abstract concepts like loyalty • Comfort with what is known. Disbelief in what is not knowable. Self-sovereign
  21. 21. @Sch4Change #S4CA Image: @MiinYuii via Unsplash • Abstract thinking, capacity for grey on many dimensions • Loyalty to a set of ideas or people • Reliance on external (group, theory, discipline) to know what’s right or wrong • Self esteem made up from external feedback • No internal compass • Comfort in what is known and knowable— discomfort about what is unknowable Socialised
  22. 22. @Sch4Change #S4CA • An internal set of rules and regulations—a self-governing system • A belief in their own opinions and ideas that comes from their own experiences • May construct organisations and systems to reflect own strengths (and weaknesses) • Might resist evidence that their beliefs or assumptions are wrong Image: @itsjaredtomasekagain via Unsplash Self-authored
  23. 23. @Sch4Change #S4CA • Openness to new ideas and perspectives—even those that actively challenge their own • Ease with complexity, ambiguity and change • A resistance to simple answers in complex situations • Comfortable with chaos and paradox, understanding that the two ends of the poles actually create one another, that to deny the truth of one is to deny the truth of both Image: @andyjh07 Unsplash Self-transforming
  24. 24. @Sch4Change #S4CA Subject Object
  25. 25. @Sch4Change #S4CA Derived from the work of Professor Bob Kegan (Minds at Work) and Dr Jennifer Garvey-Berger (Cultivating Leadership) NOT HOW WE LOOK, BUT HOW WE SEE
  26. 26. @Sch4Change #S4CA Complexity: creating simple rules “Simple rules” is a core principle for transforming mindsets that drive behaviours and actions in large complex systems. If we want to get a very large group of people, across an organisation or system, to behave differently, with everyone moving in a coherent direction we can do this in one of two ways: Principles: adapted from General Stanley McChrystal Team of Teams 1. Policies, approvals and top-down cascade Create clear polices and operating systems & hold formal leaders to account 2. Alignment through simple rules Identify a few simple rules that everyone is accountable for, operating in conditions of greater individual freedom
  27. 27. @Sch4Change #S4CA Background: why simple rules? • Rather than compliance to sets of standards and policies, we seek to identify a few simple rules so that everyone understands why and what we are doing • We want a situation where everyone understands the simple rules and delivers them in their own way Our goal with the simple rules is not to exercise control but to establish the high level principles within which we all operate What we are NOT saying: • This is how you should do it or • Do whatever you like What we ARE saying: • these are the ways we want to work– express yourself using those elements
  28. 28. @Sch4Change #S4CA
  29. 29. @Sch4Change #S4CA Oldham: simple rules for Covid-19 response *Note: the NCA is the Northern Care Alliance, the local NHS system of which Oldham is part *
  30. 30. @Sch4Change #S4CA
  31. 31. @Sch4Change #S4CA In Jönköping, Sweden, the system for “health” starts a long way upstream of primary care 3. Predict and prevent: start at an earlier stage (upstream) in the intervention or care process
  32. 32. @Sch4Change #S4CA
  33. 33. @Sch4Change #S4CA Jeremy Heimens, Henry Timms New Power: How it’s changing the 21st Century and why you need to know (2018) @Sch4Change #S4C
  34. 34. @Sch4Change #S4CA The pandemic response has exposed many polarities(paradoxes / competing tensions) in the system • Commanding leadership vs relational approaches • Health equity vs pathways of care • Work vs family • Lives vs economy • Wellbeing of our NHS people vs wellbeing of patients There is rarely a “right”, “wrong” or “best” for all contexts. We have to work comfortably with the contradictions of “both/and” Adapted from: COVID-19 and Its Resulting Paradoxes: The Importance of Paradoxical Leadership, Oxford Review (2020)
  35. 35. @Sch4Change #S4CA Overwhelmed? Adopt a paradox mindset • Identify the paradox or tension • Reframe the question • Develop comfort with the discomfort • See the big picture, connect and search for new possibilities 14026#comment-31821 Ella Miron-Spektor and Wendy Smith,
  36. 36. @Sch4Change #S4CA No one operates above the system Source of graphic: Adapted by Helen Bevan from Reos Partners Others I am co-creating the change: I am part of (within) the system of change I am leading or enabling change in the system I am helping others to change I am apart from (above or outside) it • Anything you intervene in changes the system • Come up with as many leverage points beyond your own ideas • Thoughtful interventions that work with the system’s own dynamics • Think about the potential rather than the goal (Anna Birney) • Work with the agency Source:Systems Innovation Network twork/
  37. 37. @Sch4Change #S4CA “Whether we march with banners or without - the important thing is that we march together. All of us. That’s what this thing has been about from the beginning. And that is absolutely how it is going to end. Together. Us. United” (Joe in Pride by Stephen Beresford) What next? 37
  38. 38. 01/06/2021 38 @Sch4Change #S4CA Not joined the online learning community on FutureLearn yet? We look forward to welcoming you!
  39. 39. 01/06/2021 39 @Sch4Change #S4CA @Sch4Change #S4CA Let’s tweet our favourite part of the School for Change Agents 2021! Don’t forget to tag us and use the hashtag 👇
  40. 40. 01/06/2021 40 @Sch4Change #S4CA
  41. 41. 01/06/2021 41 @Sch4Change #S4CA 2021