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#SHCR @School4Radicals
http://www.theedge.nhsiq.nhs.uk/school/
Module 2:
Building alliances for change
Supported by
#SHCR @School4Radicals
Joining in today and beyond
• Please use the chat box to contribute continuously during the
web sem...
#SHCR @School4Radicals
The team today
Session lead:
Helen Bevan
@HelenBevan
Learning lead:
Pip Hardy
@PilgrimPip
Case stud...
#SHCR @School4Radicals
#SHCR @School4Radicals
What is your attitude to the change that
you are currently involved in?
Bring it on.
It makes me
ne...
#SHCR @School4Radicals
Modules
30th January: Being a health and care radical:
change starts with me
6th February: Building...
#SHCR @School4Radicals
• Connecting back to module one
• Why we can’t be radicals on our own: building
communities for cha...
Learning from module 1
YOU can make a difference
AND
You can’t do it ALONE
Source: TED talk by Barry Posner
http://workpla...
#SHCR @School4Radicals
Source : Lois Kelly www.rebelsatwork.com
There’s a big difference between a
rebel and a troublemake...
#SHCR @School4Radicals
Often as radicals, we feel different to
other people
#SHCR @School4Radicals
Often as radicals, we feel different to
other people
Source of image: outskirtsbattledome.wikispaces.com
The easiest way to thrive as an
outlier
...is to avoid being one
Seth ...
Leading change in a new era
Dominant approach Emerging direction
From
module one
What is community?
1. Locality
2. Interest or shared purpose
3. Sense of belonging: “community spirit”
“There is no power ...
Power in community
“Power used to come largely through and from big
institutions.
Today power can and does come from conne...
Example school communities since
module 1
• Dorset and Wessex
• West Midlands
• Herts Radicals Twitter
• South West
• East...
Who are your communities?
Source: Celine Schillinger http://weneedsocial.com/blog/2013/8/25/disrupted-disruptors-unite
• I...
“When we talk of social change, we talk of
movements, a word that suggest vast
groups of people walking together, leaving
...
Learning from social movement
leaders
http://www.slideshare.net/NHSIQ/the-power-of-one-the-power-of-
many?qid=97bb3464-07c...
Six characteristics of people or groups within
effective social movements
1. They share a sense of PURPOSE: There is purpo...
Calls to Action
Leadership is….
…the art of mobilising others
to want to struggle for shared
aspirations
Jim Kouzes
Source of image: envir...
What is strategy?
Strategy is the process of turning
the you have into
the you need to win
the you want
Source: Marshall G...
Resources to improve health and care
Economic resources
diminish with use
• money
• materials
• technology
Natural resourc...
Framing
… is the process by which leaders construct,
articulate and put across their message in a powerful
and compelling ...
What’s the
financial incentive?
Who is
performance
managing?
What’s the
project plan?
Source: @RobertVarnam
The reality
“What the leader cares about (and typically bases at
least 80% of his or her message to others on) does
not ta...
“I have some Key
Performance
Indicators
for you”
or
“I have a
dream”
Source: @RobertVarnam
‘Leaders ask their staff to be ready for change,
but do not engage enough in
sensemaking........
Sensemaking is not done v...
If we want people to take action, we have to
connect with their emotions through values
action
values
emotion
Source: Mars...
But not all emotions are equal.........
inertiaurgency
anger apathy
solidarity isolation
you can make a
difference
Self-do...
‘‘Leaders must wake people out of
inertia. They must get people excited
about something they’ve never seen
before, somethi...
Effective framing:
what do we need to do?
1. Tell a story
Source of image: woccdoc.org
http://www.slideshare.net/amitkaps/fifth-elephant-2014-talk-
crafting-visual-stories-with-data?sf3881865=1
Effective framing:
what do we need to do?
1. Tell a story
2. Make it personal
Source of image: woccdoc.org
Effective framing:
what do we need to do?
1. Tell a story
2. Make it personal
3. Be authentic
Source of image: woccdoc.org
Effective framing:
what do we need to do?
1. Tell a story
2. Make it personal
3. Be authentic
4. Create a sense of “us” (a...
Effective framing:
what do we need to do?
1. Tell a story.
2. Make it personal.
3. Be authentic.
4. Create a sense of “us”...
Vivid details
Source: Marshall Ganz
Case study 1:
Simon Platt
‘Be resilient, take small steps forward on your journey
and, above all else, listen as much as y...
Case study 2:
Michaela Finegan
How do we create a sense of
“us” to build momentum for
change?
Source of image: www.tannerfriedman.com
Moving beyond us and them
to us and us
Source of image: www.delta7.com
The Network Secrets of Great Change Agents
Julie Battilana &Tiziana Casciaro
1. As a change agent, my centrality in the in...
strong ties (cohesive)
v.
weak ties (disconnected)
Source of image: http://www.forbes.com/fdc/welcome_mjx.shtml
When we spread change through strong ties:
• we interact with “people like us”, with
the same life experiences, beliefs an...
When we spread change through strong ties:
• we interact with “people like us”, with
the same life experiences, beliefs an...
The pros and cons of strong ties
Pros Cons
When we seek to spread change
through weak ties
• we build bridges between groups and
individuals who were previously diff...
Why we need to build weak ties AS WELL AS
strong ties
• Weak ties are more likely to lead to change at scale
because they ...
Why we need to build weak ties AS WELL AS
strong ties
• Weak ties are more likely to lead to change at scale
because they ...
Why we need to build weak ties AS WELL AS
strong ties
• Weak ties are more likely to lead to change at scale
because they ...
Sources of weak ties
Three components of a great narrative
• Diagnostic – what is the problem that
we are addressing? What is the extent
of the...
Four keys to collaboration
• Lean into your discomfort
• Listen as an ally
• State your intent
• Share your “street corner...
Four keys to collaboration
• Lean into your discomfort
• Listen as an ally
• State your intent
• Share your “street corner...
@helenbevan#SHCR @School4Radicals
62
http://weneedsocial.com/blog/2013/8/25/disr
upted-disruptors-unite
@helenbevan#SHCR @School4Radicals
Outwitted
He drew a circle that shut me out -
Heretic, rebel, a thing to flout.
But Love...
@helenbevan#SHCR @School4Radicals
Call to action from this module
1. Identify which communities you
are currently part of ...
@helenbevan#SHCR @School4Radicals
Next opportunities for learning
• Wednesday 11th February
16:00-17:00 Tweet chat #SHCR
•...
@helenbevan#SHCR @School4Radicals
Questions for reflection
1. What learning and inspiration can you take
from social movem...
@helenbevan#SHCR @School4Radicals
Source of image: http://switchandshift.com/transactional-or-
transformational-which-lead...
@helenbevan #IQTGOLD#SHCR @School4Radicals
“You don’t need an engine when you have
wind in your sails.”
Module 2 Building alliances for change
Module 2 Building alliances for change
Module 2 Building alliances for change
Module 2 Building alliances for change
Module 2 Building alliances for change
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Module 2 Building alliances for change

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These are the slides for Module 2 of the School for Health and Care Radicals.

A golden rule for change activists: You can’t be a radical on your own. This module gives you an understanding of the power of working together by exploring communities of practice and social movements. We identify techniques for connecting with our own and others values and emotions to create a call for action.
Agenda:
•Why we can’t be radicals on our own: building communities for change
–What is a community and how can you find power within communities?
•What can we learn from leaders of social movements?
–The power of one, the power of many
–Calls to action – what are they and how are they powerful?
–What are the characteristics of people or groups within effective social movements?
–How to create change at scale
–What is strategy in this context and how can we define resources?
•Effective framing: telling our stories
–What is framing?
–How to connect with people to take action – connecting with emotions through values
–Creating your narrative and the power of telling stories
•Bridging disconnected groups
–Strong vs. weak ties
•Building your own community
–Who are your communities?
–How to build new communities
•Questions and call to action
Questions for reflection from this module:
•What learning and inspiration can you take from social movement leaders to help you in your role as an agent of change in health and care?
•How will you attract the attention of the people you want to call to action?
•Who are the people who are currently disconnected that you want to unite in order to achieve your goal for change? How can you build a sense of “us” with them?
Call to action from this module:
•Identify which communities you are currently part of and how you can utilise your existing communities for change.
•Reflect on who else you would like to be part of your community for change and take action to connect with them.
•Create your narrative or “call to action” to win other people to your cause.

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Module 2 Building alliances for change

  1. 1. #SHCR @School4Radicals http://www.theedge.nhsiq.nhs.uk/school/ Module 2: Building alliances for change Supported by
  2. 2. #SHCR @School4Radicals Joining in today and beyond • Please use the chat box to contribute continuously during the web seminar • Please tweet using hashtag #SHCR and the handle @School4Radicals • Join our Facebook group School for Health and Care Radicals • We will produce summaries of the discussions on each module using Storify and Pinterest and put on the website • Join in the Tweetchat each Wednesday at 4-5pm (GMT) using the hashtag #SHCR
  3. 3. #SHCR @School4Radicals The team today Session lead: Helen Bevan @HelenBevan Learning lead: Pip Hardy @PilgrimPip Case study alumnus: Simon Platt @NHSPlatt Chat monitor: Dominic Cushman @domcushnan Twitter monitor: Jodi Brown @jodimolden Case study alumna: Michaela Finegan @michaelafinegan
  4. 4. #SHCR @School4Radicals
  5. 5. #SHCR @School4Radicals What is your attitude to the change that you are currently involved in? Bring it on. It makes me nervous. It’s my job!
  6. 6. #SHCR @School4Radicals Modules 30th January: Being a health and care radical: change starts with me 6th February: Building alliances for change 13th February: Rolling with resistance 20th February: Making change happen 27th February: Moving beyond the edge
  7. 7. #SHCR @School4Radicals • Connecting back to module one • Why we can’t be radicals on our own: building communities for change • What we can learn from leaders of social movements • Effective framing: telling our stories • Bridging disconnected groups • Questions and call to action Source of image: www.freshnessmag.com for today
  8. 8. Learning from module 1 YOU can make a difference AND You can’t do it ALONE Source: TED talk by Barry Posner http://workplacepsychology.net/2014/02/ 01/the-truth-about-leadership-you-make- a-difference-and-you-cant-do-it-alone/ Source of image: jamessamy.com
  9. 9. #SHCR @School4Radicals Source : Lois Kelly www.rebelsatwork.com There’s a big difference between a rebel and a troublemaker Rebel From module one
  10. 10. #SHCR @School4Radicals Often as radicals, we feel different to other people
  11. 11. #SHCR @School4Radicals Often as radicals, we feel different to other people
  12. 12. Source of image: outskirtsbattledome.wikispaces.com The easiest way to thrive as an outlier ...is to avoid being one Seth Goodin
  13. 13. Leading change in a new era Dominant approach Emerging direction From module one
  14. 14. What is community? 1. Locality 2. Interest or shared purpose 3. Sense of belonging: “community spirit” “There is no power for change greater than a community discovering what it cares about.” ~ Margaret Wheatley Source of image: rootedincommunity.org
  15. 15. Power in community “Power used to come largely through and from big institutions. Today power can and does come from connected individuals in community. When community invests in an idea, it co-owns its success. Source of image: orton.org Instead of trying to achieve scale all by ourselves, we have a new way to have scale. Scale can be in, with and through community.” Nilofer Merchant
  16. 16. Example school communities since module 1 • Dorset and Wessex • West Midlands • Herts Radicals Twitter • South West • East Berks Learning and Support Group • Value Makers • Nottingham University and Hospitals • North West • Cambridge • Leicester • New Zealand • Georgia Regent University Melbourne • New Zealand • #shcroddballs
  17. 17. Who are your communities? Source: Celine Schillinger http://weneedsocial.com/blog/2013/8/25/disrupted-disruptors-unite • In your role: through relationships and social networks • Through external social networks such as Twitter and LinkedIn • Through communities of practice and learning groups
  18. 18. “When we talk of social change, we talk of movements, a word that suggest vast groups of people walking together, leaving behind one way and travelling towards another” Rebecca Solnit
  19. 19. Learning from social movement leaders http://www.slideshare.net/NHSIQ/the-power-of-one-the-power-of- many?qid=97bb3464-07c2-4883-9531-c3d436a66aa1&v=qf1&b=&from_search=2
  20. 20. Six characteristics of people or groups within effective social movements 1. They share a sense of PURPOSE: There is purposefulness about collaborations, discussions, actions, decisions and a sense of forward momentum 2. They are UNITED: They have learned to manage their differences well enough that they can unite to accomplish their purpose. Differences are openly debated, discussed, and resolved. 3. They share UNDERSTANDING: There is a widely shared understanding of what's going on, what the challenges are and why what is being done has to be done 4. People PARTICIPATE: Lots of people and organisations in the system are active - not just in discussions and meetings, but getting the work done. 5. They take INITIATIVE: Rather than reacting to whatever happens in their environment, they are proactive, and act upon their environment. 6. They ACT: People do the work they must do to make the things happen that need to happen Source: adapted from Wellstone Action
  21. 21. Calls to Action
  22. 22. Leadership is…. …the art of mobilising others to want to struggle for shared aspirations Jim Kouzes Source of image: environmentvictoria.org.au
  23. 23. What is strategy? Strategy is the process of turning the you have into the you need to win the you want Source: Marshall Ganz
  24. 24. Resources to improve health and care Economic resources diminish with use • money • materials • technology Natural resources grow with use • relationships • commitment • community Based on principles from Albert Hirschman, Against Parsimony
  25. 25. Framing … is the process by which leaders construct, articulate and put across their message in a powerful and compelling way in order to win people to their cause and call them to action. Snow D A and Benford R D (1992)
  26. 26. What’s the financial incentive? Who is performance managing? What’s the project plan? Source: @RobertVarnam
  27. 27. The reality “What the leader cares about (and typically bases at least 80% of his or her message to others on) does not tap into roughly 80% of the workforce’s primary motivators for putting extra energy into the change programme.” Scott Keller and Carolyn Aiken (2009) The Inconvenient Truth about Change Management Source of image: swedenbourg-openlearning.org.uk
  28. 28. “I have some Key Performance Indicators for you” or “I have a dream” Source: @RobertVarnam
  29. 29. ‘Leaders ask their staff to be ready for change, but do not engage enough in sensemaking........ Sensemaking is not done via marketing...or slogans but by emotional connection with employees.’ Ron Weil
  30. 30. If we want people to take action, we have to connect with their emotions through values action values emotion Source: Marshall Ganz
  31. 31. But not all emotions are equal......... inertiaurgency anger apathy solidarity isolation you can make a difference Self-doubt hope fear Overcomes Action motivators Action inhibitors Source: Marshall Ganz
  32. 32. ‘‘Leaders must wake people out of inertia. They must get people excited about something they’ve never seen before, something that does not yet exist.” Rosa Beth Moss Kanter Source of image: www.linkedin.com/company/activate-brand-agency
  33. 33. Effective framing: what do we need to do? 1. Tell a story Source of image: woccdoc.org
  34. 34. http://www.slideshare.net/amitkaps/fifth-elephant-2014-talk- crafting-visual-stories-with-data?sf3881865=1
  35. 35. Effective framing: what do we need to do? 1. Tell a story 2. Make it personal Source of image: woccdoc.org
  36. 36. Effective framing: what do we need to do? 1. Tell a story 2. Make it personal 3. Be authentic Source of image: woccdoc.org
  37. 37. Effective framing: what do we need to do? 1. Tell a story 2. Make it personal 3. Be authentic 4. Create a sense of “us” (and be clear who the “us” is) Source of image: woccdoc.org
  38. 38. Effective framing: what do we need to do? 1. Tell a story. 2. Make it personal. 3. Be authentic. 4. Create a sense of “us” (and be clear who the “us” is). 5. Build in a call for urgent action. Source of image: woccdoc.org
  39. 39. Vivid details Source: Marshall Ganz
  40. 40. Case study 1: Simon Platt ‘Be resilient, take small steps forward on your journey and, above all else, listen as much as you talk.’
  41. 41. Case study 2: Michaela Finegan
  42. 42. How do we create a sense of “us” to build momentum for change? Source of image: www.tannerfriedman.com
  43. 43. Moving beyond us and them to us and us Source of image: www.delta7.com
  44. 44. 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 From Module 1
  45. 45. strong ties (cohesive) v. weak ties (disconnected) Source of image: http://www.forbes.com/fdc/welcome_mjx.shtml
  46. 46. When we spread change through strong ties: • we interact with “people like us”, with the same life experiences, beliefs and values • Change is “peer to peer”: GP to GP, social worker to social worker, nurse to nurse, community leader to community leader • Influence is spread through people who are strongly connected to each other, like and trust each other
  47. 47. When we spread change through strong ties: • we interact with “people like us”, with the same life experiences, beliefs and values • Change is “peer to peer”; GP to GP, social worker to social worker, nurse to nurse, community leader to community leader • Influence is spread through people who are strongly connected to each other, like and trust each other IT WORKS BECAUSE: people are far more likely to be influenced to adopt new behaviours or ways of working from those with whom they are most strongly tied
  48. 48. The pros and cons of strong ties Pros Cons
  49. 49. When we seek to spread change through weak ties • we build bridges between groups and individuals who were previously different and separate • we create relationships based not on pre- existing similarities but on common purpose and commitments that people make to each other to take action • We can mobilise all the resources in our organisation, system or community to help achieve our goals
  50. 50. Why we need to build weak ties AS WELL AS strong ties • Weak ties are more likely to lead to change at scale because they enable us to access more people with fewer barriers More on weak ties: https://www.youtube.com/watch?v=w7AzRVxhEXA#t=45
  51. 51. Why we need to build weak ties AS WELL AS strong ties • Weak ties are more likely to lead to change at scale because they enable us to access more people with fewer barriers • In situations of uncertainty, we have a tendency to revert to our strong tie relationships  yet the evidence tells us that weak ties are much more important than strong ties when it comes to searching out resources in times of scarcity
  52. 52. Why we need to build weak ties AS WELL AS strong ties • Weak ties are more likely to lead to change at scale because they enable us to access more people with fewer barriers • In situations of uncertainty, we have a tendency to revert to our strong tie relationships  yet the evidence tells us that weak ties are much more important than strong ties when it comes to searching out resources in times of scarcity • The most breakthrough innovations and most radical change will come when we tap into our weak ties
  53. 53. Sources of weak ties
  54. 54. Three components of a great narrative • Diagnostic – what is the problem that we are addressing? What is the extent of the problem? What is the specific source or sources? • Prognostic – what could the future look like? What is our “plan of attack” and our strategy for carrying out the plan? • Motivational – why is this urgent? What is our call for action that connects with the motivational and emotional drivers of our audience? Source: Benford and Snow Source of image: www.ecommercedefense.com
  55. 55. Four keys to collaboration • Lean into your discomfort • Listen as an ally • State your intent • Share your “street corner” Source: Judith Katz and Fred Miller
  56. 56. Four keys to collaboration • Lean into your discomfort • Listen as an ally • State your intent • Share your “street corner” Source: Judith Katz and Fred Miller
  57. 57. @helenbevan#SHCR @School4Radicals 62 http://weneedsocial.com/blog/2013/8/25/disr upted-disruptors-unite
  58. 58. @helenbevan#SHCR @School4Radicals Outwitted He drew a circle that shut me out - Heretic, rebel, a thing to flout. But Love and I had the wit to win: We drew a circle that took him in. Edward Markham
  59. 59. @helenbevan#SHCR @School4Radicals Call to action from this module 1. Identify which communities you are currently part of and how you can utilise your existing communities for change. 2. Reflect on who else you would like to be part of your community for change and take action to connect with them. 3. Create your narrative or “call to action” to win other people to your cause. Source of image: marymagdalen.blogspot.com
  60. 60. @helenbevan#SHCR @School4Radicals Next opportunities for learning • Wednesday 11th February 16:00-17:00 Tweet chat #SHCR • Next Friday morning 13th February module 3: Rolling with resistance
  61. 61. @helenbevan#SHCR @School4Radicals Questions for reflection 1. What learning and inspiration can you take from social movement leaders to help you in your role as an agent of change in health and care? 2. How will you attract the attention of the people you want to call to action? 3. Who are the people who are currently disconnected that you want to unite in order to achieve your goal for change? How can you build a sense of “us” with them?
  62. 62. @helenbevan#SHCR @School4Radicals Source of image: http://switchandshift.com/transactional-or- transformational-which-leadership-style-is-best
  63. 63. @helenbevan #IQTGOLD#SHCR @School4Radicals “You don’t need an engine when you have wind in your sails.”

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