The document discusses building social movements for change in healthcare. It notes that traditional, top-down approaches to change through targets and incentives are often not enough. Instead, three key aspects are needed: developing shared purpose among a wide group of people; embracing differences of opinion to have open discussions; and enabling frontline staff and communities to lead change. A case study highlights an initiative called NHS Change Day that engaged thousands of staff to make improvements from the ground up. The presentation argues for approaches like change platforms that value diverse ideas and give freedom to take action, rather than rigid change programs, to enable large-scale transformation in healthcare systems.
Change, transformation and improvement: where's it going and what's love got ...Helen Bevan
This document discusses leading quality improvement and change from a place of shared purpose and love. It emphasizes building connections, finding informal influencers called "superconnectors" who can drive change, and establishing a shared higher purpose beyond targets. Leading with an outward mindset of collaboration is key. Ultimately, quality and improvement are anchored in shared purpose and driven by love for those served by the system.
This document contains a series of slides from a presentation by Helen Bevan on the topic of change management. Some key points discussed include:
- Change is happening more rapidly, with projects now lasting 30-60-90 days instead of multiple years.
- Informal networks and connection are increasingly important for influencing change over formal hierarchy.
- Resistance to change should be embraced rather than overcome, as it provides insight into missing relevance.
- Effective change agents focus on engaging people through values and emotions rather than facts alone.
Leading change: Goran Henriks and Helen Bevan workshopHelen Bevan
The document discusses resistance to change from different perspectives. It explores viewing resistance through an "old power" lens, where change is planned and resistance is overcome, versus a "new power" lens, where resistance is inevitable and should be embraced. The roles of change agents are discussed from both perspectives, with the new power view emphasizing creating conditions for transformational conversations and reflecting together. Various quotes on topics like planned change, resistance indicators, and rejection are also presented.
Twitter quotations 2020 from Helen BevanHelen Bevan
This document contains 23 quotations that Helen Bevan posted on Twitter in 2020. The quotations are grouped by similar themes and cover topics like diversity, inclusion, belonging, change management, leadership, and lessons from the COVID-19 pandemic. The purpose of sharing these quotations was to illustrate points made in tweets and potentially inspire, motivate or challenge readers.
Where social movements meet co-design: participation in healthcare improvementHelen Bevan
This document discusses the concepts of co-design and social movements in healthcare improvement. It defines co-design as a participatory process that engages users and citizens in problem solving. The document advocates combining co-design with social movements to give people more agency and power in healthcare systems. It argues that the most effective activists are "organizers" who build distributed leadership networks and mobilize people to take action for change. The goal is to move beyond top-down and consultation models to more collaborative models of disruptive co-creation that inspire humanity.
Change, transformation and improvement: where's it going and what's love got ...Helen Bevan
This document discusses leading quality improvement and change from a place of shared purpose and love. It emphasizes building connections, finding informal influencers called "superconnectors" who can drive change, and establishing a shared higher purpose beyond targets. Leading with an outward mindset of collaboration is key. Ultimately, quality and improvement are anchored in shared purpose and driven by love for those served by the system.
This document contains a series of slides from a presentation by Helen Bevan on the topic of change management. Some key points discussed include:
- Change is happening more rapidly, with projects now lasting 30-60-90 days instead of multiple years.
- Informal networks and connection are increasingly important for influencing change over formal hierarchy.
- Resistance to change should be embraced rather than overcome, as it provides insight into missing relevance.
- Effective change agents focus on engaging people through values and emotions rather than facts alone.
Leading change: Goran Henriks and Helen Bevan workshopHelen Bevan
The document discusses resistance to change from different perspectives. It explores viewing resistance through an "old power" lens, where change is planned and resistance is overcome, versus a "new power" lens, where resistance is inevitable and should be embraced. The roles of change agents are discussed from both perspectives, with the new power view emphasizing creating conditions for transformational conversations and reflecting together. Various quotes on topics like planned change, resistance indicators, and rejection are also presented.
Twitter quotations 2020 from Helen BevanHelen Bevan
This document contains 23 quotations that Helen Bevan posted on Twitter in 2020. The quotations are grouped by similar themes and cover topics like diversity, inclusion, belonging, change management, leadership, and lessons from the COVID-19 pandemic. The purpose of sharing these quotations was to illustrate points made in tweets and potentially inspire, motivate or challenge readers.
Where social movements meet co-design: participation in healthcare improvementHelen Bevan
This document discusses the concepts of co-design and social movements in healthcare improvement. It defines co-design as a participatory process that engages users and citizens in problem solving. The document advocates combining co-design with social movements to give people more agency and power in healthcare systems. It argues that the most effective activists are "organizers" who build distributed leadership networks and mobilize people to take action for change. The goal is to move beyond top-down and consultation models to more collaborative models of disruptive co-creation that inspire humanity.
The new era of thinking and practice in change and transformationNHS Improving Quality
The slides from the presentation that Helen Bevan made at the Australian Health Informatics Conference 3rd August 2015. The topic is "The new era of thinking and practice in change and transformation: why system reform really does need to be everyone’s business".
@HelenBevan
#HIC15
1. The document discusses creating shared purpose, which is important for improving health and care in an increasingly complex world. Shared purpose goes deeper than vision or mission and taps into primal motivations.
2. It provides guidance on developing shared purpose, including starting by understanding different perspectives, looking for common values and ambitions, and creating a statement of purpose that unites people rather than sets aims.
3. Leading with love and connecting emotionally with shared values is key to enabling change. Treating people with dignity unleashes their potential to fulfill a higher purpose.
The new era of change and transformationHelen Bevan
The slides that Helen Bevan presented at #LIIPSforum2016 25th November 2016. The event is organised by the Leicestershire Improvement, Innovation and Patient Safety Unit of the University of Leicester
if "Action on Accident & Emergency" was a social movemtHelen Bevan
Slides from the talk that Helen Bevan gave at the launch of the "Action on A&E" programme on 31st March 2017. The focus is on applying social movement principles to improving urgent and emergency care
72 quotations that @HelenBevan posted with tweets during 2019Helen Bevan
Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate ad/or challenge you as they have me. Helen Bevan
The slide deck that Helen Bevan and Goran Henriks used in their course on "Fundamentals of Quality Improvement " at the International Forum on Quality and Safety in Healthcare, Taipei, 18th September 2019
The revised slide deck from the workshop that @helenbevan and @kateslater2 led at the International Forum on Quality and Safety in Healthcare March 27th 2019
This document contains summaries of 36 slides that were created by Helen Bevan to accompany her Twitter posts in 2020. The slides cover a variety of topics related to leadership, organizational culture and change. The document provides brief descriptions of the content of each slide, including summaries of articles and papers, as well as themes they were grouped under. It is intended to inspire readers by making available the knowledge shared in Helen Bevan's Twitter activities during the year.
“Where social movements meets co-design”NHS Horizons
This document summarizes key points about how social movements can meet co-design. It discusses how co-design is a participatory process that engages those affected by a problem in mapping, analyzing, and solving the problem. Social movements build agency and power through collective action around a common cause. The most successful activists at creating change are "organizers" who build power by growing distributed leadership networks and mobilizing people into action. Bringing social movement principles into public services through co-design can help disrupt systems and inspire humanity to achieve bigger outcomes.
The document discusses a team called the Horizons team within the English National Health Service that acts as change agents. The team monitors change practices in healthcare and other industries worldwide and translates these learnings into practical approaches for change in the NHS. The document also discusses definitions of change agency and change agents, and how being connected to the top 3% of influencers within an organization or system can help change agents influence 85% of others. It emphasizes that change depends more on informal networks within organizations than formal plans or hierarchies.
72 quotations that @HelenBevan posted with tweets during 2019Helen Bevan
Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate and/or challenge you as they have me. Helen Bevan
The Power of one, the power of many - Being a leader in a changing worldNHS England
The document summarizes the key themes and discussions from the #CNOSUMMIT conference. It discusses how change is driven not just by formal leaders but by "lone wolves", mobilizers, and organizers who build expertise, mobilize people, and grow new leaders. It emphasizes that the most successful activists at creating change are "organizers" who build distributed leadership networks. The document also notes that high performing teams are characterized by people being nice to one another and feeling connected through shared purpose and values.
Masterclass: the Sir Peter Carr Partnership AwardsHelen Bevan
The document discusses themes from Sir Peter Carr including making improvements from within existing systems, having an outward mindset of sharing and learning, and working interdependently rather than independently. It emphasizes finding shared purpose, connecting with informal networks, being a "superconnector", embracing diversity of thought, and making change through relationships rather than transactions.
This document discusses creating social movements for change. It notes that change is now happening more rapidly through 30-60 day projects and rapid testing instead of long multi-year projects. For change to happen, networks of people who want to contribute must be connected. The most effective type of activists for delivering change are organizers, who build power by growing leaders through a distributed network. Creating a social movement for change involves defining the change wanted, identifying allies, and attracting rather than overpowering others to build a plan to achieve and sustain victory.
This document provides an overview of how to be an effective change agent. It discusses several key points:
1. Change agents need power and influence over networks to drive change. Being a "superconnector" who is central in informal networks is more important than formal hierarchy.
2. Finding the 3% of influential people who drive 85% of influence can help change agents spread new ideas. These "superconnectors" are often not in formal leadership roles.
3. Change agents must learn to "rock the boat" and drive change without "falling out" of organizations. They must walk the line between conformity and rebellion to create change while maintaining relationships.
The power of one, the power of many: applying social movement principles to h...Helen Bevan
The document discusses applying principles of social movements to healthcare improvement efforts. It outlines five key factors of successful social movements: defining the change wanted, identifying pillars of power, creating a spectrum of allies, attracting rather than overpowering others, and planning for success. The document emphasizes building commitment as well as compliance and connecting with people's emotions and values to motivate action for change. It also discusses different types of activists and argues that those who organize by growing distributed leadership are most effective.
This document outlines an agenda for a virtual masterclass on making change happen using new and old forms of power. The agenda includes introductions, breakout group sessions using Zoom to discuss topics like new versus old power models, and a case study on virtual integrated care teams. The document provides instructions for using Zoom features and engaging in the breakout sessions. It emphasizes the importance of relationships, shared purpose, and mobilizing informal networks to drive transformational change.
Datapipe Chief Technology Officer John Landy discussed today’s IT challenges and how IT professionals can handle such issues during a Thought Leadership Spotlight Presented by Datapipe at the 2015 Chief Information Officer Leadership Forum in Dallas on March 11. In his presentation, Landy noted that IT professionals’ skills are changing, especially as new technologies become available, and organizations must be flexible to understand and manage today’s IT challenges.
The new era of thinking and practice in change and transformationNHS Improving Quality
The slides from the presentation that Helen Bevan made at the Australian Health Informatics Conference 3rd August 2015. The topic is "The new era of thinking and practice in change and transformation: why system reform really does need to be everyone’s business".
@HelenBevan
#HIC15
1. The document discusses creating shared purpose, which is important for improving health and care in an increasingly complex world. Shared purpose goes deeper than vision or mission and taps into primal motivations.
2. It provides guidance on developing shared purpose, including starting by understanding different perspectives, looking for common values and ambitions, and creating a statement of purpose that unites people rather than sets aims.
3. Leading with love and connecting emotionally with shared values is key to enabling change. Treating people with dignity unleashes their potential to fulfill a higher purpose.
The new era of change and transformationHelen Bevan
The slides that Helen Bevan presented at #LIIPSforum2016 25th November 2016. The event is organised by the Leicestershire Improvement, Innovation and Patient Safety Unit of the University of Leicester
if "Action on Accident & Emergency" was a social movemtHelen Bevan
Slides from the talk that Helen Bevan gave at the launch of the "Action on A&E" programme on 31st March 2017. The focus is on applying social movement principles to improving urgent and emergency care
72 quotations that @HelenBevan posted with tweets during 2019Helen Bevan
Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate ad/or challenge you as they have me. Helen Bevan
The slide deck that Helen Bevan and Goran Henriks used in their course on "Fundamentals of Quality Improvement " at the International Forum on Quality and Safety in Healthcare, Taipei, 18th September 2019
The revised slide deck from the workshop that @helenbevan and @kateslater2 led at the International Forum on Quality and Safety in Healthcare March 27th 2019
This document contains summaries of 36 slides that were created by Helen Bevan to accompany her Twitter posts in 2020. The slides cover a variety of topics related to leadership, organizational culture and change. The document provides brief descriptions of the content of each slide, including summaries of articles and papers, as well as themes they were grouped under. It is intended to inspire readers by making available the knowledge shared in Helen Bevan's Twitter activities during the year.
“Where social movements meets co-design”NHS Horizons
This document summarizes key points about how social movements can meet co-design. It discusses how co-design is a participatory process that engages those affected by a problem in mapping, analyzing, and solving the problem. Social movements build agency and power through collective action around a common cause. The most successful activists at creating change are "organizers" who build power by growing distributed leadership networks and mobilizing people into action. Bringing social movement principles into public services through co-design can help disrupt systems and inspire humanity to achieve bigger outcomes.
The document discusses a team called the Horizons team within the English National Health Service that acts as change agents. The team monitors change practices in healthcare and other industries worldwide and translates these learnings into practical approaches for change in the NHS. The document also discusses definitions of change agency and change agents, and how being connected to the top 3% of influencers within an organization or system can help change agents influence 85% of others. It emphasizes that change depends more on informal networks within organizations than formal plans or hierarchies.
72 quotations that @HelenBevan posted with tweets during 2019Helen Bevan
Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate and/or challenge you as they have me. Helen Bevan
The Power of one, the power of many - Being a leader in a changing worldNHS England
The document summarizes the key themes and discussions from the #CNOSUMMIT conference. It discusses how change is driven not just by formal leaders but by "lone wolves", mobilizers, and organizers who build expertise, mobilize people, and grow new leaders. It emphasizes that the most successful activists at creating change are "organizers" who build distributed leadership networks. The document also notes that high performing teams are characterized by people being nice to one another and feeling connected through shared purpose and values.
Masterclass: the Sir Peter Carr Partnership AwardsHelen Bevan
The document discusses themes from Sir Peter Carr including making improvements from within existing systems, having an outward mindset of sharing and learning, and working interdependently rather than independently. It emphasizes finding shared purpose, connecting with informal networks, being a "superconnector", embracing diversity of thought, and making change through relationships rather than transactions.
This document discusses creating social movements for change. It notes that change is now happening more rapidly through 30-60 day projects and rapid testing instead of long multi-year projects. For change to happen, networks of people who want to contribute must be connected. The most effective type of activists for delivering change are organizers, who build power by growing leaders through a distributed network. Creating a social movement for change involves defining the change wanted, identifying allies, and attracting rather than overpowering others to build a plan to achieve and sustain victory.
This document provides an overview of how to be an effective change agent. It discusses several key points:
1. Change agents need power and influence over networks to drive change. Being a "superconnector" who is central in informal networks is more important than formal hierarchy.
2. Finding the 3% of influential people who drive 85% of influence can help change agents spread new ideas. These "superconnectors" are often not in formal leadership roles.
3. Change agents must learn to "rock the boat" and drive change without "falling out" of organizations. They must walk the line between conformity and rebellion to create change while maintaining relationships.
The power of one, the power of many: applying social movement principles to h...Helen Bevan
The document discusses applying principles of social movements to healthcare improvement efforts. It outlines five key factors of successful social movements: defining the change wanted, identifying pillars of power, creating a spectrum of allies, attracting rather than overpowering others, and planning for success. The document emphasizes building commitment as well as compliance and connecting with people's emotions and values to motivate action for change. It also discusses different types of activists and argues that those who organize by growing distributed leadership are most effective.
This document outlines an agenda for a virtual masterclass on making change happen using new and old forms of power. The agenda includes introductions, breakout group sessions using Zoom to discuss topics like new versus old power models, and a case study on virtual integrated care teams. The document provides instructions for using Zoom features and engaging in the breakout sessions. It emphasizes the importance of relationships, shared purpose, and mobilizing informal networks to drive transformational change.
Datapipe Chief Technology Officer John Landy discussed today’s IT challenges and how IT professionals can handle such issues during a Thought Leadership Spotlight Presented by Datapipe at the 2015 Chief Information Officer Leadership Forum in Dallas on March 11. In his presentation, Landy noted that IT professionals’ skills are changing, especially as new technologies become available, and organizations must be flexible to understand and manage today’s IT challenges.
Illustrations captured from the Midlands and East long term conditions learning event held in Leicester on 3 November 2015. These illustrations capture the conversations from the day around person centred care
Slides from the Midlands and East long term conditions learning event held in Leicester on 3 November 2015. These include simulation modelling, ethnography research and links to long term conditions resources
Those who embrace and value change inspire others to be more daring. Service users and health care workers must be seen as one team. This workshop intends to share the experience and knowledge of the presenters in order to inspire others to view change as an intrinsic part of care.
Kate Pound and Jenny Clarke, delivered this session at Health and Care Innovation Expo 2015.
This document provides an agenda and summaries from a cardiovascular disease strategic clinical network meeting. The agenda covers welcome and introductions, NHS IQ and SCN updates, presentations on NCD updates and primary care leadership for CVD. Workshop and network round up sessions are also included. Key points from summaries include alignment of CVD strategic aims with prevention initiatives, early diagnosis and treatment programs, and 24/7 cardiovascular services. Hypertension and atrial fibrillation management in primary care are discussed, noting opportunities to improve risk identification and treatment.
PEN, Patient Experience Network, NHS IQ, NHS Improving Quality, Ruth Evans, Patient Experience, Lesly Goodman, Samina Allie, Rachel White, NHS England, Midlands and Lancashire CSU, Black Country Partnerships NHS Foundation Trust, Using insight across a health system to improve care, What's the story with storytelling within the NHS, Digital story telling workshops
Slides from the Strategic Clinical Network, Cardiovascular Disease Network meeting on 16 January 2015.
The event was run by the Living Longer Lives programme and covers the work we’re doing to implement the Department of Health’s CVD Outcomes strategy, including improving the physical health of people with serious mental illness, supporting the NHS Health Check programme and the GRASP suite of audit tools.
Ccg transforming care programme and improvement support to pmcfNHS Improving Quality
The document summarizes the work of CCG Transforming Care Programme and Improvement Support to the Prime Minister's Challenge Fund. It provided support to Clinical Commissioning Groups (CCGs) through coaching, workshops, and training to help them transform care delivery. An evaluation found the program helped CCGs collaborate and develop shared visions for change. It also supported the Prime Minister's Challenge Fund by diagnosing needs for 20 sites and starting delivery of local workshops and training to help achieve fund objectives.
The document discusses characteristics of effective social movements. It lists six key characteristics: 1) They share a sense of purpose 2) They are united 3) They share an understanding 4) People participate 5) They take initiative 6) They act. Additionally, it discusses the importance of framing messages in a powerful way to win people to a cause and call them to action.
The document discusses a webinar series from the Patient Experience Network (PEN) focusing on what is working well in patient experience. The webinars will cover various initiatives and case studies from the UK that have improved patient experience. They will discuss topics like initiatives driven by passion, the importance of organizational support, measuring impact, and partnership working. The webinars are part of promoting the PEN National Awards which recognize excellence in patient experience.
Twitter poll around person centred care 11 - which image hits you hardest - person centred care should be wrapping care around the person... or changing the conversation from 'what's the matter with you' to 'what matters to you?'
The document summarizes a workshop for early implementer sites of the Long Term Conditions Year of Care Commissioning programme. It includes an agenda with presentations on NHS England pricing and evaluation approaches, updates from individual early implementer sites, and tasks to be completed. Site updates discuss progress made in 2014/2015 and plans for 2015/2016, including engaging stakeholders, analyzing data, defining cohorts, and establishing new models of care. The document outlines discussions and next steps around priority areas for the payment system, costing of NHS services, and evaluation approaches.
Module 5 Moving beyond the edge
These are the slides for Module 5 of The School for Health and Care Radicals, a five week virtual programme, designed to equip people across the health and care system with the core skills to improve their skills as change agents.
Change always starts at the edge and always starts with the activists. This module looks at ways we can move towards the edge and towards sustainable change.
Agenda:
• Review of what we have learnt so far; characteristics of a transformational change agent
– Peter Fuda’s Transformation Change Agent framework
– ‘Being’ a health and care radical – going back to ‘change starts with me’
– ‘Seeing’ as a health and care radical
– ‘Doing’ as a health and care radical
– Quick review of some models and theories
• 'From’ the edge – views about emerging directions for change and change agents
– What do we mean when we say 'from the edge?'
– What is happening with change?
– What is the difference between tacit and explicit knowledge?
– Opportunities for health and care radicals – being bridge-builders and curators
• Reflections and key messages about The School
– Some things we have learned from delivering The School
• What next for The School?
– Gaining a certificate as a health and care change agent and claiming continuing professional development (CPD) points
• Questions and call to action
Questions for reflection:
• How can I move in the direction of change in ways that will help me bring about the changes I want to see?
• How will I build on my experiences of the School for Health and Care Radicals?
• How will I build networks and communities in support of the changes I want to see?
Call to action:
• Consider why it would be beneficial for you to be a certified change agent.
• Identify people who might help you with this process.
• Take action and, if your change action is something that could be shared for Change Day, please add it on www.changeday.nhs.uk
• Complete the follow-up work for certification.
Comorbidity and the cost implications for long term conditions webinar hosted by Dr Umesh Kadam, Senior Lecturer, Clinical Epidemiologist & GP.
Learning outcomes:
• Understand the importance of transition for people with multi morbidity
• Know how to use local data for targeted improvement interventions for people with multiple long term conditions
• Consider how to use pairing of complex diseases to drive pathway development and potential contracting arrangements.
More at http://www.nhsiq.nhs.uk/improvement-programmes/long-term-conditions-and-integrated-care.aspx
Impact and celebration event - implementing the city-wide Mental Health Frame...NHS Improving Quality
The document summarizes the work done through a programme to implement Leeds' Mental Health Framework. It discusses workshops held to: create a foundation for implementation; develop and implement a collaborative strategy using driver diagrams; and review the generated strategy and plans. The programme identified shared values, agreed priorities, and created champions to drive culture change. It benefited from bringing stakeholders together, accelerating the development process, and external facilitation to challenge assumptions. Personal reflections noted the large scale change process was helpful but more planning time between workshops would have been beneficial.
Day 1 #NHSExpo pop up university presentation on #co-creation - Connecting, Catching and Celebrating - Carol Read - Tranformation Fellow and John Walsh - York St Practice Manager Leeds
The document discusses using simulation modeling to assess the impact of proposed changes to healthcare services for patients with long-term conditions and complex care needs. It provides examples of scenarios that were modeled, including transferring some resources from unscheduled to community care. The online simulation tool allows users to input different scenarios, compare results to baseline data, and share scenarios with other users. The tool aims to help healthcare organizations test potential service changes before implementing them.
Presentation given by Belinda Boulton and Tracy
Hughes, Oxford University
Hospitals NHS Trust. Reading 'Improving access to seven day services' event on 11th March 2015
Change and Innovation: it's time to rewrite the rulesHorizons NHS
The presentation that Helen Bevan made to the London Learning and Organisation Development Network meeting, 6th September 2016
Follow Helen Bevan on Twitter @HelenBevan
Fab Change Day Activists School (Newcastle)NHS Horizons
This document provides an agenda and information for a one-day event on supporting large scale change in the NHS and wider care system. The agenda includes topics such as the future of change, connecting with stories, and rolling with resistance. It also provides logistical details like times for coffee breaks and lunch. Graphics assess participants' confidence with change and connections to other change agents. The document discusses how the Horizons team supports improvement and change in healthcare systems through engagement with best practices. It encourages participants to get involved with the Fab Change Day initiative through pledges and campaigns.
Transformational leadership: themes and trends in the wider world of change a...Helen Bevan
This document contains tweets from a summit on transformational leadership and change. It discusses how change is happening more rapidly, in 30-60 day cycles now rather than long projects. It emphasizes the importance of building agency and empowering networks of people, not just top-down directives. New approaches focus on creating platforms and conditions for collaboration, where everyone can contribute to solving challenges rather than being told how to change. Social connections and discussions are much more effective for spreading new ideas than traditional top-down knowledge transfer methods.
These are the slides for Module 4 of The School for Health and Care Radicals, a five week virtual programme, designed to equip people across the health and care system with the core skills to improve their skills as change agents. It supports NHS Change Day 2014, the grassroots movement in which everyone who values the NHS can make a pledge of action to improve things for patients and the health and care system.
Big change only happens in health and care because of heretics and radicals: passionate people who are willing to take responsibility and work with others to make change happen. Being a radical isn't related to hierarchy or position and you don't have to work in the NHS or social care to qualify as one. Registrants to the school so far include patients and carers, students, senior leaders, improvement facilitators and clinical and care staff.
There is also a live weekly web seminar which will be available to 'listen again', supported by a raft of other opportunities, including coaching and mentoring, virtual discussions and tweet chats, and an ever- expanding portal of useful resources.
Programme
The programme focuses on five modules over five weeks, 9:30 to 11:00 am GMT
Friday 31 January 2014: Being a health and care radical: change starts with me
Friday 7 February 2014: Forming communities: building alliances for change
Friday 14 February 2014: Rolling with resistance
Friday 21 February 2014: Making change happen
Friday 28 February 2014: Moving beyond the edge
Tweetchat
We will run a tweetchat each Wednesday from 16:00 to 17:00 GMT, based on the content of the module from the previous Friday. A tweetchat is a facilitated conversation using Twitter. The hashtag we will use for the tweetchats is #SHCRchat. The dates for the tweetchats are:
12 February 2014
19 February 2014
26 February 2014
5 March 2014
There is no charge to join the School of Health and Care Radicals and it is open to all, whatever your role or level, and whether or not you work in the NHS
Resources from all modules can be found at: http://www.nhsiq.nhs.uk/9059.aspx
California presentation March 2015 final version used in DisneyNHS Improving Quality
The document discusses leading change and transformation in health and care. It talks about how most large-scale change efforts do not fully deliver their objectives. It argues that new approaches to change are needed that move beyond traditional hierarchical models and instead focus on building networks and weak ties between diverse groups. The document advocates connecting change efforts to people's values and emotions to generate commitment and motivate action. It also discusses different frames that can be used to construct compelling messages to win people to a cause and call them to action.
Fab Change Day Activists School (Leeds)NHS Horizons
Slides used during the Fab Change Day Activists School (Newcastle) on Wednesday 14 September 2016 and delivered by the Horizons team. If you have any comments or questions about these slides, please email england.si-horizons@nhs.net.
This year, NHS Change Day is joining forces with The Academy of Fabulous Stuff to create Fabulous Change Day on Wednesday 19 October 2016. We hope that you will be able to take action on this date (and all year round) to improve things for patients, service users, families and colleagues.
Ahead of Fab Change Day, we’re running one-day training events at six venues round the country to build your skills in leading change and help you make a real difference to patients and staff.
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.
How to create change that sticks and spreadsNHS Horizons
This document discusses key concepts related to the diffusion, spread, and scaling of innovations in healthcare. It begins with definitions of diffusion, spread, and going to scale. It then discusses the importance of measuring success based on a program's ability to achieve large scale and be sustained over time. The document provides examples of large scale improvement programs in the NHS that achieved widespread adoption. It also discusses common patterns observed in pilot programs that attempt to spread, such as a lack of focus on spread during the pilot, failure to engage adopters in new contexts, and sustainability challenges. Overall, the document emphasizes the importance of engaging local stakeholders, understanding different adoption patterns, and taking an adaptive approach to spreading programs based on local needs and capabilities.
How to create change that sticks and spreadsNHS Horizons
This document discusses key concepts related to the diffusion, spread, and scaling of innovations in healthcare. It begins with definitions of diffusion, spread, and going to scale. It then discusses the importance of measuring success based on a program's ability to achieve large scale and transformational impact. The document provides examples from the author's experience spreading large scale change in the UK NHS. It discusses factors that enable or inhibit spread, such as engaging local contexts and building intrinsic motivation. It also analyzes common patterns that limit the spread of innovations from pilot programs. Overall, the document emphasizes the importance of co-design, local adaptation, leadership engagement, and building receptive contexts to successfully spread new ideas and changes at scale.
Workshop to inspire, motivate and connect future leadersHorizons NHS
The document discusses strategies for handling rejection as a change agent seeking to disrupt the status quo. It notes that most sales are not made on the first contact, and successful salespeople see rejection as a necessary part of the process rather than a personal failure. It recommends reframing rejection as a learning opportunity and a chance to improve one's approach, and setting personal targets to obtain a certain number of rejections to prove one's resilience. Overall, the message is that radicals and reformers should not take rejection personally but see it as an expected part of challenging established views.
The document discusses the risks and challenges of being a "boat rocker" or rebel within an organization. It notes that those who challenge the status quo may feel disempowered and forced to conform, or may leave the organization if they cannot reconcile their values. There is also a risk of becoming a "troublemaker" by too stridently challenging the status quo in a self-defeating way. To successfully enact change, one must find a way to rock the boat but still stay in it, and build relationships to effect change rather than disrupt and alienate others.
This document summarizes a talk given by Helen Bevan and Goran Henriks on leading change in complex systems. Some key points discussed include:
- The people who formally lead organizational change are different than those who informally drive change through activist networks.
- Traditional models of spreading change through pilot sites are flawed, and new approaches focused on co-design and social networks are needed.
- Individual change leaders cannot create widespread transformation alone - it requires building teams and networks of collaborators.
Leading large scale change: a practical guideHelen Bevan
The document discusses leading large-scale change in healthcare systems. It notes that the Horizons team within the English National Health Service acts as change agents, learning best practices from around the world and applying them to drive change. It also discusses how change is increasingly happening more rapidly through shorter project timelines and greater collaboration. The document advocates for building agency and empowering networks of people to drive transformational change from the ground up rather than only through top-down management structures. It suggests aligning both formal leadership and informal social networks to spread new ideas and make large-scale change happen successfully.
Collective leadership - Zoe Lord & Kate PoundZoe Lord
This document discusses collective leadership and provides examples from the NHS. It defines collective leadership as everyone taking responsibility for the success of the organization, not just their own jobs. Benefits include strength, creativity, staff engagement, and sustainability. The document discusses how collective leadership requires distributing leadership power throughout an organization. It provides NHS examples of collective leadership and discusses how collective leadership can be created by establishing the right environment with social, spiritual, psychological, physical, and intellectual energy.
Similar to California presentation march 2015 final 2 - jackie lytnon (20)
The document discusses factors that contribute to successful change agents or "boat rockers". It identifies four key things: 1) having a strong sense of self-efficacy or belief in one's ability to create change; 2) being able to join forces with others to take action; 3) being able to achieve small wins which build momentum; and 4) viewing obstacles as challenges to overcome rather than barriers. Building self-efficacy involves tactics like starting with small, achievable changes and reframing failures as learning opportunities. Social support and learning from exemplars are also discussed.
Stopping over-medication of People with Learning Disabilities
(STOMPLD) 2016.
Reducing Inappropriate Psychotropic Drugs in People with a Learning Disability in General Practice and Hospitals in 2016.
The document discusses how change is happening more rapidly, with projects now lasting 30-60 days rather than years. It also discusses how power is shifting away from hierarchies and centralized control to networks and relationships. Leaders are needed who can operate from the "edge" and empower others through open relationships rather than closed transactions. Rebels are needed who can disrupt and challenge the status quo in a responsible way to drive innovation and new ways of thinking.
The greatest pleasure in life is doing what people say you cannot do. Anonymo...NHS Improving Quality
The document discusses issues with diagnosing and managing patients with respiratory conditions like COPD, asthma, and heart failure in primary care settings, noting evidence of high rates of misdiagnosis, underdiagnosis of comorbidities, and fragmented services. It proposes a new enhanced care/case management service called the "Breathlessness Service" to provide more coordinated care to improve outcomes for these patients experiencing breathlessness. Case studies are presented showing how the new service achieved better diagnoses and management of patients' conditions.
Presentation slides Frailty: building understanding, empathy and the skills t...NHS Improving Quality
Frailty: building understanding, empathy and the skills to support self-care
Guest speaker:Dr Dawn Moody, Director - Fusion48
An opportunity to learn about some innovative approaches to making the health and care workforce 'Fit for Frailty'* (*British Geriatrics Society 2015).
Learning outcomes:
To explore the Frailty Fulcrum as a tool for holistic assessment and management of frailty
To hear how Virtual Reality is being used to build empathy for older people living with frailty
To learn about the impact of a county-wide, multi-agency, multi-professional training an toolkit for care professionals working with older people
Resources:www.fusion48.net
Self-management in the community and on the Internet - Presentation 22nd Marc...NHS Improving Quality
LTC Lunch & Learn webinar:- 22nd March 2016
Presenter:- Pete Moore, Educator, Author & Pain Toolkit Trainer
As pain is the most daily health problem reported to a GP-
Developing a national pain strategy- reviews from around the world
Electronic Palliative Care Coordination Systems (EPaCCS): Improving Patient C...NHS Improving Quality
Speaker slides from the national conference, 'Electronic Palliative Care Coordination Systems (EPaCCS): Improving Patient Care at End of Life', 17 March 2016
Fire service as an asset: providing telecare support in the community Webinar...NHS Improving Quality
Guest speaker: Steve Vincent - West Midlands Fire Service & Simon Brake from Coventry Council
Hosted by: Bev Matthews, Long Term Conditions Programme Lead, NHS England
Learning Outcomes:-
To better understand the role that the Fire and Rescue service can provide as a community asset to support health needs Enhancing the quality of life for people by supporting them to stay in their own home, even in a crisis
An overview of the work carried out by NHS England and NHS Improving Quality's Long Term Conditions Sustainable Improvement Team. It puts the case for why person-centred care has to be at the heart of healthcare.
Commissioning Integrated models of care
Kent LTC Year of Care Commissioning Early Implementer Site
Alison Davis, Integration Programme Health and Social Care, Working on behalf of Kent County Council and South Kent Coast and Thanet CCG's
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardso...rightmanforbloodline
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest Version
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest Version
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MBC Support Group for Black Women – Insights in Genetic Testing.pdfbkling
Christina Spears, breast cancer genetic counselor at the Ohio State University Comprehensive Cancer Center, joined us for the MBC Support Group for Black Women to discuss the importance of genetic testing in communities of color and answer pressing questions.
DECODING THE RISKS - ALCOHOL, TOBACCO & DRUGS.pdfDr Rachana Gujar
Introduction: Substance use education is crucial due to its prevalence and societal impact.
Alcohol Use: Immediate and long-term risks include impaired judgment, health issues, and social consequences.
Tobacco Use: Immediate effects include increased heart rate, while long-term risks encompass cancer and heart disease.
Drug Use: Risks vary depending on the drug type, including health and psychological implications.
Prevention Strategies: Education, healthy coping mechanisms, community support, and policies are vital in preventing substance use.
Harm Reduction Strategies: Safe use practices, medication-assisted treatment, and naloxone availability aim to reduce harm.
Seeking Help for Addiction: Recognizing signs, available treatments, support systems, and resources are essential for recovery.
Personal Stories: Real stories of recovery emphasize hope and resilience.
Interactive Q&A: Engage the audience and encourage discussion.
Conclusion: Recap key points and emphasize the importance of awareness, prevention, and seeking help.
Resources: Provide contact information and links for further support.
Gemma Wean- Nutritional solution for Artemiasmuskaan0008
GEMMA Wean is a high end larval co-feeding and weaning diet aimed at Artemia optimisation and is fortified with a high level of proteins and phospholipids. GEMMA Wean provides the early weaned juveniles with dedicated fish nutrition and is an ideal follow on from GEMMA Micro or Artemia.
GEMMA Wean has an optimised nutritional balance and physical quality so that it flows more freely and spreads readily on the water surface. The balance of phospholipid classes to- gether with the production technology based on a low temperature extrusion process improve the physical aspect of the pellets while still retaining the high phospholipid content.
GEMMA Wean is available in 0.1mm, 0.2mm and 0.3mm. There is also a 0.5mm micro-pellet, GEMMA Wean Diamond, which covers the early nursery stage from post-weaning to pre-growing.
Can Allopathy and Homeopathy Be Used Together in India.pdfDharma Homoeopathy
This article explores the potential for combining allopathy and homeopathy in India, examining the benefits, challenges, and the emerging field of integrative medicine.
Healthy Eating Habits:
Understanding Nutrition Labels: Teaches how to read and interpret food labels, focusing on serving sizes, calorie intake, and nutrients to limit or include.
Tips for Healthy Eating: Offers practical advice such as incorporating a variety of foods, practicing moderation, staying hydrated, and eating mindfully.
Benefits of Regular Exercise:
Physical Benefits: Discusses how exercise aids in weight management, muscle and bone health, cardiovascular health, and flexibility.
Mental Benefits: Explains the psychological advantages, including stress reduction, improved mood, and better sleep.
Tips for Staying Active:
Encourages consistency, variety in exercises, setting realistic goals, and finding enjoyable activities to maintain motivation.
Maintaining a Balanced Lifestyle:
Integrating Nutrition and Exercise: Suggests meal planning and incorporating physical activity into daily routines.
Monitoring Progress: Recommends tracking food intake and exercise, regular health check-ups, and provides tips for achieving balance, such as getting sufficient sleep, managing stress, and staying socially active.
Let's Talk About It: Breast Cancer (What is Mindset and Does it Really Matter?)bkling
Your mindset is the way you make sense of the world around you. This lens influences the way you think, the way you feel, and how you might behave in certain situations. Let's talk about mindset myths that can get us into trouble and ways to cultivate a mindset to support your cancer survivorship in authentic ways. Let’s Talk About It!
About this webinar: This talk will introduce what cancer rehabilitation is, where it fits into the cancer trajectory, and who can benefit from it. In addition, the current landscape of cancer rehabilitation in Canada will be discussed and the need for advocacy to increase access to this essential component of cancer care.
2024 HIPAA Compliance Training Guide to the Compliance OfficersConference Panel
Join us for a comprehensive 90-minute lesson designed specifically for Compliance Officers and Practice/Business Managers. This 2024 HIPAA Training session will guide you through the critical steps needed to ensure your practice is fully prepared for upcoming audits. Key updates and significant changes under the Omnibus Rule will be covered, along with the latest applicable updates for 2024.
Key Areas Covered:
Texting and Email Communication: Understand the compliance requirements for electronic communication.
Encryption Standards: Learn what is necessary and what is overhyped.
Medical Messaging and Voice Data: Ensure secure handling of sensitive information.
IT Risk Factors: Identify and mitigate risks related to your IT infrastructure.
Why Attend:
Expert Instructor: Brian Tuttle, with over 20 years in Health IT and Compliance Consulting, brings invaluable experience and knowledge, including insights from over 1000 risk assessments and direct dealings with Office of Civil Rights HIPAA auditors.
Actionable Insights: Receive practical advice on preparing for audits and avoiding common mistakes.
Clarity on Compliance: Clear up misconceptions and understand the reality of HIPAA regulations.
Ensure your compliance strategy is up-to-date and effective. Enroll now and be prepared for the 2024 HIPAA audits.
Enroll Now to secure your spot in this crucial training session and ensure your HIPAA compliance is robust and audit-ready.
https://conferencepanel.com/conference/hipaa-training-for-the-compliance-officer-2024-updates
Letter to MREC - application to conduct studyAzreen Aj
Application to conduct study on research title 'Awareness and knowledge of oral cancer and precancer among dental outpatient in Klinik Pergigian Merlimau, Melaka'
Unlocking the Secrets to Safe Patient Handling.pdfLift Ability
Furthermore, the time constraints and workload in healthcare settings can make it challenging for caregivers to prioritise safe patient handling Australia practices, leading to shortcuts and increased risks.
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - ...rightmanforbloodline
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
R3 Stem Cell Therapy: A New Hope for Women with Ovarian FailureR3 Stem Cell
Discover the groundbreaking advancements in stem cell therapy by R3 Stem Cell, offering new hope for women with ovarian failure. This innovative treatment aims to restore ovarian function, improve fertility, and enhance overall well-being, revolutionizing reproductive health for women worldwide.
Hypertension and it's role of physiotherapy in it.Vishal kr Thakur
This particular slides consist of- what is hypertension,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is summary of hypertension -
Hypertension, also known as high blood pressure, is a serious medical condition that occurs when blood pressure in the body's arteries is consistently too high. Blood pressure is the force of blood pushing against the walls of blood vessels as the heart pumps it. Hypertension can increase the risk of heart disease, brain disease, kidney disease, and premature death.
2. @HelenBevan #SHCR #QF15
The Horizons Group
within NHS Improving Quality
Aim of the group: to stimulate new and ‘disruptive’ approaches in
support of health and care transformation, operating at the edge of
current thinking and practice:
• skipping a generation of thinking and
practice in how to create radical,
system-wide change
• skipping a generation in a wider level
of connection: working with emerging
leaders, clinical trainees, students
• skipping a generation of methods for
change and improvement: open
innovation, open source, digital
connection, social media, change
platforms, hacking
“You
can’t cross a
chasm in small
steps”
David
Lloyd George
4. @HelenBevan @JackieLynton #mixmashup
Agenda
1. Building a social movement
2. Why programmatic and target-driven
approaches to change aren’t enough
3. Leading contagious commitment to
change
4. A disruptive case study: NHS Change
Day
6. @HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
Activity
Today you will be working as a community with
others on your table so it’s important to find out
who is in your community.
Introduce yourself to others at your table. Tell a
quick story that demonstrates why you chose to
come to this workshop today.
Time allowed: 10 minutes for the whole table
9. @HelenBevan @JackieLynton #mixmashup
The National Health Service is the closest thing
the English have to a religion, with those who
practice in it regarding themselves as a
priesthood. This makes it quite extraordinarily
difficult to reform
Nigel Lawson, politician
“
“
10. @HelenBevan @JackieLynton #mixmashup
Where are we?
The dominant NHS approach [to leadership] is
typified by laying down demanding targets, leading
from the front, often being reluctant to delegate,
and collaborating little – and is the consequence of
the health service focusing on process targets, with
reward dependent on meeting them.
Source: Kings Fund Leadership for engagement and improvement in the NHS
http://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/leadership-for-
engagement-improvement-nhs-final-review2012.pdf
“
“
15. @HelenBevan
Most change efforts are built upon the shaky foundation of five
flawed assumptions;
1. that change can be managed
2. that human beings are objective
3. that there are ‘X’ steps to change
4. that we have a neutral starting point for change
5. 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
17. @HelenBevan #SHCR #QF15
Leading change in a new era
Dominant approach Emerging direction
Most policy efforts
are driven from this
side
18. @HelenBevan
Many of the ways we go
about improving health and
care were designed in a
different mindset
for a different set of
circumstances
We are operating with
20th century change
practice in a 21st
century world
Source of images : http://www.slideshare.net/dachisgroup/dave-gray-
the-connected-company
19. “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
22. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
Source : Lois Kelly www.rebelsatwork.com
Sometimes other people see radicals/rebels
as troublemakers
Rebel
23. 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
24. @HelenBevan #SHCR #QF15
We need rebels!
•The principal champion of a change
initiative, cause or action
•Rebels don’t wait for permission to lead,
innovate, strategise
•They are responsible; they do what is
right
•Without rebels, the storyline never
changes
Source : @PeterVan http://t.co/6CQtA4wUv1
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. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
Three components of framing
• 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 the audience?
Source: Benford and Snow
29. “I have some Key
Performance
Indicators
for you”
or
“I have a
dream”
Source: @RobertVarnam
30. My first experience of being in large
scale change in the NHS 1986
The story of Fredrick……
31. 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
32. Call to Action
• A call to action assumes that we can end an intolerable
condition by creating a burning platform from which to
organise our resources and seek commitment
• A call to action finds and builds new sources of power
and so enables change through
• collaboration and mobilisation
• developing leadership
• A call to action unites us around a collective vision and
focuses our energy towards a specific and real change and
a measureable goal
37. 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
38. @HelenBevan
John Kotter: “Accelerate!” most influential thought leader
globally, recognises new approaches are needed
• We won’t create big change
through hierarchy on its own
• We need hierarchy AND network
• Many change agents, not just a
few, with many acts of leadership
• Changing our mindset
TO
FROM
40. @helenbevan
“Tomorrow’s
management systems
will need to value
diversity, dissent and
divergence as highly as
conformance, consensus
and cohesion.”
Gary Hamel
Source of image: www.fastcompany.com
Embracing difference to change the
conversation
41. Less change programmes More change platforms
Change Programmes:
• utilise systematic “change
management” approaches
• Too often, leaders prescribe
the outcome and the
method of change in a top-
down way
• change is experienced by
people at the front line as
“have to” (imposed) rather
than “want to” (embraced)
Change Platforms
• enable everyone in the
organisation/system
(including service users) to
help tackle the most
challenging issues
• value diversity of thought
• leadership attention on
creating an environment
receptive to transformational
change
http://www.hsj.co.uk/resource-centre/scrap-the-programme-successful-change-starts-with-
a-change-platform/5078014.article?blocktitle=Blogs-and-videos&contentID=16031
42.
43. @helenbevan
Conclusions
• The way that change is changing means that traditional
policy levers (targets, payment incentives, regulation etc)
will be increasingly less effective
• They don’t have the track record in delivering the sort of
transformational change now required across the NHS
New Health Foundation report: 10% impact on overall performance
• Transformation needs frontline staff to learn from the
wider world, build shared purpose and have the freedom
to take action
• We have to find ways to:
• Build organisations that are activist at their core
• marry innovation with complexity and scale
• balance control and freedom
44. @HelenBevan #SHCR #QF15
is the new normal!
“By questioning existing ideas, by
opening new fields for action, change
agents actually help organisations
survive and adapt to the 21st Century.”
Céline Schillinger
Image by neilperkin.typepad.com
47. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
You get the best effort from others not by
lighting a fire beneath them, but by
building a fire within
Bob Nelson
50. #NHSChangeDay #SHCRchat
If we want people to take action, we have to
connect with their emotions through values
action
values
emotion
Source: Marshall Ganz
52. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
What is strategy?
Strategy is the process of turning
the you have into
the you need to win
the you want
Source: Marshall Ganz
55. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
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
57. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5 Source: Helen Bevan
Compliance
States a minimum performance
standard that everyone must
achieve
Uses hierarchy, systems and
standard procedures for co-
ordination and control
Threat of penalties/ sanctions/
shame creates momentum for
delivery
What is our approach to change? 3 Mins
Commitment
States a collective goal that
everyone can aspire to
Based on shared goals, values
and sense of purpose for co-
ordination and control
Commitment to a common
purpose creates energy for
delivery
58. #NHSChangeDay #SHCRchat
"There’s only one
corner of the
universe you can
be certain of
improving, and
that’s your own
self."
Aldous Huxley
Source of image: timcoffeyart.wordpress.com
60. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
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
61. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
Creating our narrative
• Challenge: What was the challenge? Why was
it a challenge?
• Choice: What were the choices? Why did you
make the choice you did? Where did you get
the courage or hope? How did it feel?
• Outcome: How did the outcome feel? Why did
it feel that way? What do you want us to feel?
Source: Marshall Ganz
65. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
• Creating a space for getting ready for change
• Invitation to thinking differently about change
• Share the collective wisdom of people in the
room – 5 minutes of wisdom
Overview
MY
GOAL
68. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
1986
1. I did not feel heard,
supported
2. Let down by my profession
3. I was part of a hierarchical
system that didn’t protect
vulnerable people
73. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
This picture was taken from
the window of my hotel
room in Scotland when I
asked myself one of the most
important questions
74. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
Connecting to What’s important to me?
Alone/Me
Together/We
Building connections and relationships for change
77. #NHSChangeDay #SHCRchat
[Shared] purpose goes way deeper than
vision and mission; it goes right into your gut
and taps some part of your primal self. I
believe that if you can bring people with
similar primal-purposes together and get
them all marching in the same direction,
amazing things can be achieved.
Seth Carguilo
@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
78. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
30 years on
1. Staff didn’t feel heard –
‘checked out’
2. Compliance over
commitment
3. Staff not feeling
‘permission’ to make to
make changes
80. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
“People who think differently
challenge the status quo…. in
difference lies value. They are
what Cass Sustein (2003)
might call
“dissenters”……dissenters
identify new dimensions, and
they force us to abandon our
existing predictive models.
Dissent is useful. Without it
society would falter”
Source: Scott E. Page, Making the difference: Applying a
Logic of Diversity - Academy of Management Perspectives
85. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
Innovation/ideas is not reserved for someone sitting at
the top of a hierarchy, but driven down to unleash new
levels of engagement
Nurse
Doctor Manager
Social worker
Patient
Carer maker Cleaner
Pharmacist
87. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
Talk to the person next to you ACTIVITY
• Tell your story about why the change you are
involved in now is so important to you
• Relate it to a personal experience
You have:
• 2 minutes to prepare your story
• 2 minutes each to tell your story
88. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
Talk to the person next to you
Have a further discussion
• In terms of the people you want to get on
board with your change project, what will
create a sense of “us” rather than “us and
them”?
• How could telling your story help create the
“us”?
You have three minutes for further discussion as
a pair
89. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
Talk to the rest of the table
What insight did you get from that exercise?
You have five minutes for a whole table
discussion
90. #NHSChangeDay #SHCRchat
How do we create a
sense of “us” to build
momentum for
change?
Source of image:
studentblognmaestics.blogspot.com
92. #NHSChangeDay #SHCRchat
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, nurse to
nurse, gynaecologist to gynaecologist
• Influence is spread through people who are
strongly connected to each other, like and trust
each other
93. #NHSChangeDay #SHCRchat
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, nurse to
nurse, gynaecologist to gynaecologist
• 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
95. #NHSChangeDay #SHCRchat
Strong and weak ties
When we seek to 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, nurse to nurse,
gynaecologist to
gynaecologist
• Influence is spread through
people who are strongly
connected to each other, like
and trust each other
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
• our aim is to mobilise all the
resources in our organisation,
system or community that can help
achieve our goals
96. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
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
97. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
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
98. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
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 will come when we tap into
our weak ties
99. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
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 will come when we tap into
our weak ties
History suggests that weak ties will probably give us the best
chance to deliver large scale improvements in a challenging
timescale
100. Key messages
• Create a “burning platform” and imperative
for action around quality and cost
improvement
• Make a clinically relevant case that makes
both a rational case for change and a
connection to emotions, through values
• Frame to connect with hearts and minds and
identify levers for commitment rather than
compliance
• Build a strategy for both strong and weak ties
• Ask people to commit to specific actions
105. Must
do
Want to
do
Shared purpose
Goal – 65,000 (500k)
pledges
Core leadership team
Personal pledge
Set a date
Website
Social media
Took risks
Courage & belief
Kept it simple!
115. My pledge/action…..
Not let hierarchy get in
the way of patient care
What I did
Worked with the
hierarchy at an early
stage.
Seeking their support
with an explicit
understanding that they
respected the grassroots
nature of Change Day.
116. Bottom up approach with top down support
I urge as many people as possible to give their
support“
"NHS Change Day is a fantastic
opportunity to join a movement of
young leaders who want to make a
difference in the NHS
Jeremy Hunt
Health Secretary
Chief Nursing
Officer - England
Professor Sir Bruce Keogh
National Medical Director
It's especially an opportunity for the next
generation of junior doctors to effect change
in a practical and sustainable way"
117. Fun day for children Support group
with a stomas
119. 30% shift in staff survey:
‘Would you feel confident your hospital
would address your concern?’
Ashley Brooks
Patient Champion
‘Change Day gave me the
permission to use my energy in the
direction I wanted to use it’
120. Students swap places
with patients in
mock ward
Change in University
nursing curriculum
Louise Trowse – Second year student
121. Tasting common
medicine for children
Discussing pharmacy
methods of improving
the taste
Dr Damian Roland
“The single most
important skill I learned
from improvement leaders
was narrative. It connects
us to the reasons we were
called to work for
the NHS. It will stay with
me the rest of my career.”
123. Jeharna sings for
children’s ward to
say thank you
‘I wanted to say thank
you to NHS staff for
the way my brother
was looked after when
he got knocked over,’
Staff feel
appreciated
129. Google Searches Twitter
Google Searches and Twitter posts
tell the same story: 50% bigger
than last year at peak
Online mentions: 4x bigger than
last year (Source — OLR) 9,274 vs
1,869 in 2014
Changeathon:
Changeathon peaked
on Twitter around
09:00 and 11:00
46 Million Twitter Impressions
14 Thousand Tweets
9 Thousand online mentions
4,859 individuals tweeting
200 events flagged on Twitter
60 events notified to team
Biggest
ever
Events across
England
Twitter:
50% bigger
than 2014
(tweets & searches
— online is 400% bigger)
CHANGEATHON
130. @HelenBevan @JackieLynton #mixmashup
• We must activate the mavericks, radicals, rebels and heretics
• From the top of the hierarchy:
You CAN support and enable a social movement
You CAN join forces to achieve shared purpose
You CAN utilise movement principles
BUT you CANNOT lead or drive it
• It’s not enough to mobilise, we have to organise
• There is a massive untapped reservoir of energy and talent
out there and the potential is outstanding
What have we learnt?
134. Quote from Chloe
I was inspired by the caring,
creative and committed
individuals I met in the NHS and
realised I need to fulfil a sense of
purpose in using my skills and
passion in helping others.
I want ……
137. @HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
The school is based on two kinds of learning
Transactional learning Transformational learning
A “toolkit” of ideas &
approaches
Learning through
motivation, practice &
feedback
Seeks to transfer useful
knowledge
Seeks to transform beliefs
& underlying assumptions
Learning event,
presentations & materials
Experiential, interactive &
action-based
Generates understanding of
“what to do”
Generates increased
capacity in “how to do it”
Source: Based on John Wenger https://medium.com/corporate-learning/3deb1bb2e865
139. The extent of our reach
Nearly 5,000 enrolees in 2014 & 2015
2015: #SHCR: 20,786,339 impressions across 14,288 tweets
@School4Radicals: reached 35,044 unique twitter accounts;
1,686 followers; 24,551 views of school materials, including
attendees on live webinars
Nearly 7,000 subscribers, 13,000 unique users
@theedgenhs: 65,438 impressions; reached 50,413 accounts;
1,726 followers / The Edge: 6,652 subscribers;
Since 5 November 2014: 22,328 visits to The Edge website,
with 64,611 page views from 13,011 separate users
Since launch of 2015 campaign on 1 December 2014:
@nhschangeday: 708,100 impressions, 12.2k followers
#nhschangeday: 30,053,800 impressions across 11,396 tweets
#100daysofchange: 1,629,672 impressions across 539 tweets
Facebook reach of 9,995, 10 separate campaigns launched
29,068 visits to website, with 70,593 page views from 19,777 separate users
Since 1 December 2014:
#thoughtdiversity: 10,839,571 impressions across 3,749 tweets
140. • Being an effective
change activist
• Transformational
leadership
• Thought diversity
and disruptive
innovation
• Scale and spread of
change
• The new methods
for change
141. @HelenBevan @JackieLynton #mixmashup
Four ways to connect with us!
1. Follow on Twitter
1. @Jackie Lynton
2. Subscribe to
3. The School for Health and Care Radicals:
@School4Radical
4. Engage with NHS Change Day
www.ChangeDay.nhs.uk @usachangeday
TheEdge.nhsiq.nhs.uk
142. 36.3m twitter impressions (across all main accounts)
Reached 143k individual accounts
36k twitter followers across all main accounts
24.5k views of #SHCR materials, including students on live webinars
64.6kviews from 13kunique users of The Edge
480k impressions and 2,451clicks for Challenge Top-Down Change
Horizons group: numbers for February 2015