@HelenBevan
Three paradoxes to
manage for big change
20th May 2014
Helen Bevan
@HelenBevan
“something that is made up of t...
@HelenBevan
@HelenBevan Source of image: Whatsthebigideascwartzy.blogspot.com
@HelenBevan
Most change initiatives don’t fully
deliver their objectives
Source: McKinsey Performance Transformation Surve...
@HelenBevan
Source: McKinsey Performance Transformation Survey, 3000 respondents to
global, multi-industry survey
70%
25%
...
@HelenBevan
Most change efforts are built upon the shaky foundation of
five flawed assumptions; that change can be managed...
@HelenBevan
Image from: @TheWorldStories
@HelenBevan
Image from: @TheWorldStories
@HelenBevan
@HelenBevan
Leading change in a new era
Dominant approach Emerging direction
@HelenBevan
@HelenBevan
@HelenBevan
John Kotter: “Accelerate!”
• We won’t create big change through hierarchy
on its own
• We need hierarchy AND n...
@HelenBevan
The Network Secrets of Great Change Agents
Julie Battilana &Tiziana Casciaro
1. As a change agent, my centrali...
@HelenBevan
@HelenBevan
Different thinking for different results
Transitional change
“Designing a co-ordinated
system”
@HelenBevan
Different thinking for different results
Transitional change
“Designing a co-ordinated
system”
 A focus on me...
@HelenBevan
Building an enduring capacity for change
Different thinking for different results
Transformational change
@HelenBevan
Different thinking for different results
 Changing the way we think about
the problem
 Not just changing beh...
@HelenBevan
@HelenBevan
Diagnostic
and
dialogic
approaches
to
resistance to change
@HelenBevan@HelenBevan #transformkp
• Change is something that happens “out there”
in the organisation or system
• Resista...
@HelenBevan
Image from: @TheWorldStories
@HelenBevan@HelenBevan #transformkp
Resistance to change
@HelenBevan@HelenBevan #transformkp
“The role of the change agent is to
recognise the causes of resistance and
address eac...
@HelenBevan@HelenBevan #transformkp
• People make their own reality
• Change results from transformational
conversations
...
@HelenBevan@HelenBevan #transformkp
1. Create the conditions for transformational
conversations by asking questions that a...
Ten key principles of large scale change
1. Movement towards a new vision that is better and
fundamentally different from ...
6. Continually refreshing the story and attracting new, active
supporters
7. Emergent planning and design, based on monito...
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Helen Bevan Manchester

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Helen Bevan spent 20th May with leaders of the Central Manchester health community, helping them with their ambitious strategies to transform local services.

Her role was to challenge these leaders in their approach to large scale change and to help with “thinking differently for different results”. They are aware of the mantra that “70% of large scale change efforts fail” and want to make sure they are in the other 30%. I talked to them about “the three paradoxes in large scale change” (transactional v relational; transitional v transformational; diagnostic v dialogic approaches to change). They are using these frameworks to assure their emerging implementation approach.

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Helen Bevan Manchester

  1. 1. @HelenBevan Three paradoxes to manage for big change 20th May 2014 Helen Bevan @HelenBevan “something that is made up of two opposite things and that seems impossible but is actually true or possible”
  2. 2. @HelenBevan
  3. 3. @HelenBevan Source of image: Whatsthebigideascwartzy.blogspot.com
  4. 4. @HelenBevan Most change initiatives don’t fully deliver their objectives Source: McKinsey Performance Transformation Survey, 3000 respondents to global, multi-industry survey 70% 25% 5% Gets anywhere near achieving the change and delivering the benefits
  5. 5. @HelenBevan Source: McKinsey Performance Transformation Survey, 3000 respondents to global, multi-industry survey 70% 25% 5% Delivers and sustains the change Most change initiatives don’t fully deliver their objectives
  6. 6. @HelenBevan Most change efforts are built upon the shaky foundation of five flawed assumptions; that change can be managed, that human beings are objective, that there are ‘X’ steps to change, that we have a neutral starting point for change, and that change, itself, is the goal Peter Fuda http://www.peterfuda.com/wp-content/themes/peterfuda- bootstrap/content/Why-Change-Efforts-Fail.pdf Source of image: Whatsthebigideascwartzy.blogspot.com
  7. 7. @HelenBevan Image from: @TheWorldStories
  8. 8. @HelenBevan Image from: @TheWorldStories
  9. 9. @HelenBevan
  10. 10. @HelenBevan Leading change in a new era Dominant approach Emerging direction
  11. 11. @HelenBevan
  12. 12. @HelenBevan
  13. 13. @HelenBevan John Kotter: “Accelerate!” • We won’t create big change through hierarchy on its own • We need hierarchy AND network • Many change agents, many acts of leadership • At least 50% buy-in • Changing our mindset • From “have to” to “want to” Source of image:www.slideshare.net/m exicanwave/champions-trolls- 10-years-of-the-cipd-online- community
  14. 14. @HelenBevan The Network Secrets of Great Change Agents Julie Battilana &Tiziana Casciaro 1. As a change agent, my centrality in the informal network is more important than my position in the formal hierarchy 2. If you want to create small scale change, work through a cohesive network If you want to create big change, create bridge networks between disconnected groups
  15. 15. @HelenBevan
  16. 16. @HelenBevan Different thinking for different results Transitional change “Designing a co-ordinated system”
  17. 17. @HelenBevan Different thinking for different results Transitional change “Designing a co-ordinated system”  A focus on methods, systems, and behaviours  Improving what we know already (structures, systems, implementing best practices)  New payment systems  Refining incentives  Measures of success  Make the current system “leaner” and less wasteful  Performance improvement
  18. 18. @HelenBevan Building an enduring capacity for change Different thinking for different results Transformational change
  19. 19. @HelenBevan Different thinking for different results  Changing the way we think about the problem  Not just changing behaviours but beliefs and assumptions  Exploring unusual and innovative alternatives • Requires a high tolerance for ambiguity and paradox • Shifting power by designing a truly person-centred system • Continuously learns, adapts and improves Transformational change Building an enduring capacity for change
  20. 20. @HelenBevan
  21. 21. @HelenBevan Diagnostic and dialogic approaches to resistance to change
  22. 22. @HelenBevan@HelenBevan #transformkp • Change is something that happens “out there” in the organisation or system • Resistance is a force to overcome • Resistance prevents change • Change agents must diagnose, manage and/or overcome resistance • Resisters may be otherwise known as “laggards”, “blockers”, “in denial” Resistance: a “diagnostic” approach
  23. 23. @HelenBevan Image from: @TheWorldStories
  24. 24. @HelenBevan@HelenBevan #transformkp Resistance to change
  25. 25. @HelenBevan@HelenBevan #transformkp “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 Diagnostic: the role of the change agent
  26. 26. @HelenBevan@HelenBevan #transformkp • People make their own reality • Change results from transformational conversations  involving more and different people in change discussions  altering how and which people engage with each other  by stimulating different perspectives to shape how people think about things • Resistance is an inevitable consequence of a complex change process (based on diversity) • Resistance should be embraced and worked with Resistance: a “dialogic” approach
  27. 27. @HelenBevan@HelenBevan #transformkp 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 Dialogic: the role of the change agent
  28. 28. Ten key principles of large scale change 1. Movement towards a new vision that is better and fundamentally different from the status quo 2. Identification and communication of key themes that people can relate to and that will make a big difference 3. Multiples of things (‘lots of lots’) 4. Framing the issues in ways that engage and mobilise the imagination, energy and will of a large number of diverse stakeholders in order to create a shift in the balance of power and distribute the leadership 5. Mutually reinforcing change across multiple processes/subsystems
  29. 29. 6. Continually refreshing the story and attracting new, active supporters 7. Emergent planning and design, based on monitoring progress and adapting as you go 8. Many people contribute to the leadership of change, beyond organisational boundaries 9. Transforming mindsets, leading to inherently sustainable change 10. Maintaining and refreshing the leaders’ energy over the long haul Ten key principles of large scale change

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