Organizational Radicals
Today

• What is an organization radical?
• Identify methods to harness the
radicals on your team
• Identify and practice ...
Change
• On average, it takes 17 years for research
to translate into practice
• Big change only happens in healthcare
org...
What is an organizational radical?
• One who resists the status quo when they see
there could be a better way
• Energise t...
“The people
who are crazy
enough to think
that they can
change the
world are the
ones who do”
Activity: Experience
• Pick an image from the choices at your table
that reflects your experience as a radical/a
radical t...
The Statistical Contradictions
90
80
70
60
50
40
30
20
10
0

Agree
Disagree
To improve a
corporate culture,
involve rebels...
The Statistical Contradictions
92%

Call out problems others
are afraid to

92%

Challenge ineffective
sacred cow practice...
Manager Perspective
Radicals have value…

33.7%

Yet….only 33.7% of
leaders are very
satisfied radicals can
provide value ...
Why the Disconnect?
Culture
Radical Methods
Supportive Cultures
Many ways to contribute
People feel appreciated
Open to new perspectives
Opportunities to challeng...
Obedience to authority is essential to growth and development
Obedience to authority is essential to growth and developmen...
Obedience to authority is essential to growth and development
Obedience to authority is essential to growth and developmen...
“The source of energy at work is
not in control, it is in connection to
purpose.”
Don Berwick
Compliance

Commitment

A minimum performance
standard that everyone must
achieve

A collective goal that everyone
can asp...
What do Radicals Want?

Source: Lois Kelly, Organizational Radicals, Foghound Study
Radicals Want…
• Real work
• Work connected to the essential
mission/results
• To learn how the organization works and
dec...
Christina Costello,
Babson Entrepreneur Experience Lab
Activity: Leading Radicals
• TRIZ
• How to drive your radicals from your
organization
• One idea from each group
10 Things A Manager Should Never
Say to a Rebel!
1. What gives you the authority to ask that question?
2. That’s the way w...
Autonomy
Got Fairness?
Leading Radicals Requires Leaders To
• Understand the
organizational landscape
• Present ideas to influence
opinion
• Lear...
Christina Costello,
Babson Entrepreneur Experience Lab
Why the Disconnect?
Culture
Radical Methods
Troublemaker Versus Radical
“Troublemaker”

“Radical”

Break Rules

Change Rules

Complain

Create

Assertions

Questions
...
Activity: Troublemakers/Radicals
• Talk to others at your table about your
experiences related to “radicals” and
“troublem...
Radical Methods:
Strategies for Success
Start With Self
Build Alliances
Create Energy
What do we know about successful
boat rockers?
•
•
•
•
•
•
•

Convictions and values driven
Strong sense of self-efficacy
...
I’M A RADICAL
(I THINK POSITIVELY)
Constructive Conversations
• Constructive what/if
conversations
examine
assumptions, open up
possibilities, invite
everyon...
Judge Ideas Not People
• The first creates
useful
conversations, the
second hurts,
disrupts and
usually dead-ends

Lois Ke...
When Angry, Stop and Wonder Why
• The more we
understand
hidden
motivations, the
more we can
frame our ideas

Lois Kelly, ...
Possibilities
• Ask questions that highlight possibilities vs.
damn the problems
• Problems create energy, problem dissing...
Christina Costello,
Babson Entrepreneur Experience Lab
Create Clarity
• Communicate in ways that creates clarity
from complexity
• Define context, relevancy, value

Lois Kelly, ...
Let It Breathe
• Velocity scares people
• If we go to fast, we
can mow over people,
hurting our chances to
affect change
•...
Listen
• Ask good questions
• Become a keen
listener

Lois Kelly, Foghound
How Do We Protect?
•
•
•
•
•
•
•
•
•
•

Constructive Conversations
Judge Ideas not People
When Angry, Stop and Wonder Why
...
Activity: Build Alliances
• Pair up
• What are successful radical methods that you
have used?
• Provide an example
Strategies for Success
Start With Self
Build Alliances
Create Energy
Build Alliances
“If you want to go fast, go alone. If
you want to go far, go together.”
African proverb quote by Al Gore
Powerful Relationships
How To???
•
•
•
•
•
•
•

Shared passion
Collective wisdom
Keep your promises
Move ideas to action
Celebrate achievements
S...
Framing
“People change what
they do less because
they are given
analysis that shifts
their thinking than
because they are
...
Framing
•
•
•
•
•

Connect with people’s hearts and minds
Turning opportunity into action
Hooks to pull people in
Springbo...
“I have a dream”
“I have some new
clinical guidelines
for you….”
Strategies for Success
Start With Self
Build Alliances
Create Energy
Create Energy
Burning Platform Versus Burning Ambition

• Need to move from a burning platform to a
burning ambition
• We ...
Activity
• When have you felt the most energized and
passionate about the work that you have
been involved in?
• What were...
Resources
http://www.slideshare.net/Foghound/foghound-20-waysto-be-effective-rebel
http://www.foghound.com/resources/
http...
Organizational Radicals
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
Find Your Inner Radical: How Organizational Radicals Can Change the World
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Find Your Inner Radical: How Organizational Radicals Can Change the World

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This presentation was delivered in session A1 of Quality Forum 2014 by:

Colleen Kennedy
Manager, Quality Improvement and Patient Safety - IH West
Interior Health

Marlies van Dijk
Director, Clinical Improvement
BCPSQC

Published in: Health & Medicine
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Find Your Inner Radical: How Organizational Radicals Can Change the World

  1. 1. Organizational Radicals
  2. 2. Today • What is an organization radical? • Identify methods to harness the radicals on your team • Identify and practice tactics for being an effective organizational radical
  3. 3. Change • On average, it takes 17 years for research to translate into practice • Big change only happens in healthcare organizations because of radicals • The passionate people who are willing to take responsibility for change!! Source: IHI; Helen Beven, NHS
  4. 4. What is an organizational radical? • One who resists the status quo when they see there could be a better way • Energise their organization by working from their true self • Capable of working with others to create success NOT a destructive troublemaker Source: Lois Kelly, Organizational Radicals, Foghound Study
  5. 5. “The people who are crazy enough to think that they can change the world are the ones who do”
  6. 6. Activity: Experience • Pick an image from the choices at your table that reflects your experience as a radical/a radical thing you have done in your life • Each person at the table will take turns to: – Introduce yourself to others – Talk about your experience as a radical (and why you picked the image that you did) • Group debrief
  7. 7. The Statistical Contradictions 90 80 70 60 50 40 30 20 10 0 Agree Disagree To improve a corporate culture, involve rebels in findings ways to improve To create a more innovative company, activate the corporate rebels Source: Lois Kelly, Organizational Radicals, Foghound Study
  8. 8. The Statistical Contradictions 92% Call out problems others are afraid to 92% Challenge ineffective sacred cow practices 88% Willing to be the first to try new practices 86% See new ways to solve problems 86% Bring outside ideas into the organization 78% Have ideas to improve products/services Source: Lois Kelly, Organizational Radicals, Foghound Study
  9. 9. Manager Perspective Radicals have value… 33.7% Yet….only 33.7% of leaders are very satisfied radicals can provide value in their organizations. Source: Lois Kelly, Organizational Radicals, Foghound Study
  10. 10. Why the Disconnect? Culture Radical Methods
  11. 11. Supportive Cultures Many ways to contribute People feel appreciated Open to new perspectives Opportunities to challenge assumptions Disagreements welcome Source: Lois Kelly, Organizational Radicals, Foghound Study
  12. 12. Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development
  13. 13. Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development
  14. 14. “The source of energy at work is not in control, it is in connection to purpose.” Don Berwick
  15. 15. Compliance Commitment A minimum performance standard that everyone must achieve A collective goal that everyone can aspire to Uses hierarchy, systems and standard procedures for coordination and control Based on shared goals, values, and sense of purpose for coordination and control Threat of penalties, sanctions, shame creates momentum for delivery Commitment to a common purpose creates energy for delivery
  16. 16. What do Radicals Want? Source: Lois Kelly, Organizational Radicals, Foghound Study
  17. 17. Radicals Want… • Real work • Work connected to the essential mission/results • To learn how the organization works and decisions are made • Relationships with influencial people Source: Lois Kelly, Organizational Radicals, Foghound Study
  18. 18. Christina Costello, Babson Entrepreneur Experience Lab
  19. 19. Activity: Leading Radicals • TRIZ • How to drive your radicals from your organization • One idea from each group
  20. 20. 10 Things A Manager Should Never Say to a Rebel! 1. What gives you the authority to ask that question? 2. That’s the way we’ve always done it 3. Know your place 4. That’s nice 5. Impossible 6. You can’t fight city hall 7. We need to see more best practices 8. Better the devil you know than the devil you don’t know 9. Do what I say and stop asking so many questions 10. If you continue to speak your mind, you’ll ruin your career
  21. 21. Autonomy
  22. 22. Got Fairness?
  23. 23. Leading Radicals Requires Leaders To • Understand the organizational landscape • Present ideas to influence opinion • Learn to constructively use conflict • Know when to persist, retreat, let go
  24. 24. Christina Costello, Babson Entrepreneur Experience Lab
  25. 25. Why the Disconnect? Culture Radical Methods
  26. 26. Troublemaker Versus Radical “Troublemaker” “Radical” Break Rules Change Rules Complain Create Assertions Questions Me-Focused Mission-Focused Anger Passion Pessimist Optimist Energy-Sapping Energy-Generating Alienate Attract Problems Possibilities Worry That Wonder If Doubt Believe Social Loner Social Source: Lois Kelly, Organizational Radicals, Foghound Study
  27. 27. Activity: Troublemakers/Radicals • Talk to others at your table about your experiences related to “radicals” and “troublemakers” • Which have you been and why? • What moves people from being “radical” to “troublemaker” • How do we protect against this?
  28. 28. Radical Methods: Strategies for Success Start With Self Build Alliances Create Energy
  29. 29. What do we know about successful boat rockers? • • • • • • • Convictions and values driven Strong sense of self-efficacy Action oriented Able to join forces with others Able to achieve small wins Optimistic in the face of challenge Positive Helen Beven, IHI
  30. 30. I’M A RADICAL (I THINK POSITIVELY)
  31. 31. Constructive Conversations • Constructive what/if conversations examine assumptions, open up possibilities, invite everyone to contribute and value all points of view Lois Kelly, Foghound
  32. 32. Judge Ideas Not People • The first creates useful conversations, the second hurts, disrupts and usually dead-ends Lois Kelly, Foghound
  33. 33. When Angry, Stop and Wonder Why • The more we understand hidden motivations, the more we can frame our ideas Lois Kelly, Foghound
  34. 34. Possibilities • Ask questions that highlight possibilities vs. damn the problems • Problems create energy, problem dissing saps it Lois Kelly, Foghound
  35. 35. Christina Costello, Babson Entrepreneur Experience Lab
  36. 36. Create Clarity • Communicate in ways that creates clarity from complexity • Define context, relevancy, value Lois Kelly, Foghound
  37. 37. Let It Breathe • Velocity scares people • If we go to fast, we can mow over people, hurting our chances to affect change • People often need time to absorb a new way Lois Kelly, Foghound
  38. 38. Listen • Ask good questions • Become a keen listener Lois Kelly, Foghound
  39. 39. How Do We Protect? • • • • • • • • • • Constructive Conversations Judge Ideas not People When Angry, Stop and Wonder Why Think Possibilities Manage Discomfort Create Clarity from Complexity Learn to Speak the Language Let it Breathe Try. Learn. Adapt. Listen Lois Kelly, Foghound
  40. 40. Activity: Build Alliances • Pair up • What are successful radical methods that you have used? • Provide an example
  41. 41. Strategies for Success Start With Self Build Alliances Create Energy
  42. 42. Build Alliances “If you want to go fast, go alone. If you want to go far, go together.” African proverb quote by Al Gore
  43. 43. Powerful Relationships
  44. 44. How To??? • • • • • • • Shared passion Collective wisdom Keep your promises Move ideas to action Celebrate achievements Share Credit Courage
  45. 45. Framing “People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings.” (John P Kotter (2002), The Heart of Change)
  46. 46. Framing • • • • • Connect with people’s hearts and minds Turning opportunity into action Hooks to pull people in Springboards for mobilizing support Need to be authentic and connect with reality
  47. 47. “I have a dream” “I have some new clinical guidelines for you….”
  48. 48. Strategies for Success Start With Self Build Alliances Create Energy
  49. 49. Create Energy Burning Platform Versus Burning Ambition • Need to move from a burning platform to a burning ambition • We need to articulate personal reasons for change as well as organizational reasons • If the fire goes out, all other factors are redundant @PeterFuda
  50. 50. Activity • When have you felt the most energized and passionate about the work that you have been involved in? • What were the key features in that situation? • How would you describe how you felt?
  51. 51. Resources http://www.slideshare.net/Foghound/foghound-20-waysto-be-effective-rebel http://www.foghound.com/resources/ http://www.davidrock.net/files/NLJ_SCARFUS.pdf http://corporaterebelsunited.com/ http://www.changeagentsworldwide.com/
  52. 52. Organizational Radicals

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