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.
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 document discusses the origins and evolution of the School for Health and Care Radicals (SHCR), which began in 2002 and applies principles of social movements and community organizing to healthcare improvement. It provides insights from various thinkers on topics like leading change from the edges, the importance of networks and communities, and characteristics of effective social movements. The document encourages reflection on building self-efficacy as a change agent and emphasizes that change starts from transforming oneself. It discusses tactics like framing, strategy, and mobilizing others through compelling messages aligned with their motivations.
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
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.
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.
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.
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 document discusses the origins and evolution of the School for Health and Care Radicals (SHCR), which began in 2002 and applies principles of social movements and community organizing to healthcare improvement. It provides insights from various thinkers on topics like leading change from the edges, the importance of networks and communities, and characteristics of effective social movements. The document encourages reflection on building self-efficacy as a change agent and emphasizes that change starts from transforming oneself. It discusses tactics like framing, strategy, and mobilizing others through compelling messages aligned with their motivations.
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
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.
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.
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.
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
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.
The document discusses principles for scaling up and spreading innovations in healthcare. Some key points:
1. Spreading innovations is a complex, iterative process that requires understanding perspectives from both a system-wide "balcony view" and an individual patient "dancefloor view".
2. Successful spread relies on developing innovations through co-production with end users and understanding how changes affect individuals' work.
3. Networks and relationships are more important to spread than any other factor. Creating communities and connections between adopters helps maintain momentum.
4. Leadership must shift from an inward to outward mindset to energize individuals and generate pull for innovations through their value to solving local priorities.
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.
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.
This document discusses ways to empower change agents and influence organizations. It suggests that having influence through informal networks is more important than formal hierarchy. Only 3% of people in an organization typically influence 85% of others. These "superconnectors" are well-connected and go-to people for advice. The document also discusses the tension between conforming and rebelling to create change from within. It advocates for collective agency where people act together for change rather than top-down structures determining change. An example is given of a project empowering ambulance staff to collaboratively address issues like falls and mental health.
The document discusses leading change in healthcare and organizations. It advocates for new approaches to change that embrace disruption, build networks between groups, and empower change from the edges. It highlights examples like NHS Change Day that showed how grassroots movements and hundreds of thousands of volunteers can create widespread improvement. The document argues that the most effective change agents see opportunities, build relationships, and operate from a mindset of possibility rather than just focusing on change techniques and skills.
The Power of Many: Improvement as a Social Movement Helen Bevan
The document discusses a presentation given by Helen Bevan and Kathryn Perera on improving healthcare as a social movement. Some key points:
- They discuss strategies for engaging people in change efforts through connecting with emotions and values, rather than just facts and data.
- Co-design and co-production are important approaches, ensuring those affected by problems help solve them.
- Activating social networks and influencers who can drive wider participation is crucial for scaling improvement initiatives.
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.
The power of one: the power of many: what healthcare improvement can learn fr...Helen Bevan
The document discusses lessons that healthcare improvement can learn from successful social movements. It notes that social movements define the change they want, identify pillars of power, create a spectrum of allies, seek to attract rather than overpower, and build a plan to survive victory. The document also discusses the importance of connecting with people's emotions through values to inspire action, and the need to engage a diverse range of changemakers beyond just formal leaders. It suggests healthcare can learn from how social movements organize and drive social change.
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.
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
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.
The document discusses principles for scaling up and spreading innovations in healthcare. Some key points:
1. Spreading innovations is a complex, iterative process that requires understanding perspectives from both a system-wide "balcony view" and an individual patient "dancefloor view".
2. Successful spread relies on developing innovations through co-production with end users and understanding how changes affect individuals' work.
3. Networks and relationships are more important to spread than any other factor. Creating communities and connections between adopters helps maintain momentum.
4. Leadership must shift from an inward to outward mindset to energize individuals and generate pull for innovations through their value to solving local priorities.
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.
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.
This document discusses ways to empower change agents and influence organizations. It suggests that having influence through informal networks is more important than formal hierarchy. Only 3% of people in an organization typically influence 85% of others. These "superconnectors" are well-connected and go-to people for advice. The document also discusses the tension between conforming and rebelling to create change from within. It advocates for collective agency where people act together for change rather than top-down structures determining change. An example is given of a project empowering ambulance staff to collaboratively address issues like falls and mental health.
The document discusses leading change in healthcare and organizations. It advocates for new approaches to change that embrace disruption, build networks between groups, and empower change from the edges. It highlights examples like NHS Change Day that showed how grassroots movements and hundreds of thousands of volunteers can create widespread improvement. The document argues that the most effective change agents see opportunities, build relationships, and operate from a mindset of possibility rather than just focusing on change techniques and skills.
The Power of Many: Improvement as a Social Movement Helen Bevan
The document discusses a presentation given by Helen Bevan and Kathryn Perera on improving healthcare as a social movement. Some key points:
- They discuss strategies for engaging people in change efforts through connecting with emotions and values, rather than just facts and data.
- Co-design and co-production are important approaches, ensuring those affected by problems help solve them.
- Activating social networks and influencers who can drive wider participation is crucial for scaling improvement initiatives.
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.
The power of one: the power of many: what healthcare improvement can learn fr...Helen Bevan
The document discusses lessons that healthcare improvement can learn from successful social movements. It notes that social movements define the change they want, identify pillars of power, create a spectrum of allies, seek to attract rather than overpower, and build a plan to survive victory. The document also discusses the importance of connecting with people's emotions through values to inspire action, and the need to engage a diverse range of changemakers beyond just formal leaders. It suggests healthcare can learn from how social movements organize and drive social change.
The School for Change Agents module 3: Power and PurposeNHS Horizons
The document summarizes a live learning session on leading change and being a change agent. It includes 6 sessions from May to June on topics like resilience, purpose, and action. It outlines presenters and technicians for the session. It then covers perspectives on shared purpose and how to create shared purpose through finding commonalities, understanding differences, and creating a shared statement of purpose. It discusses the importance of connecting with values and emotions to motivate action. It also covers perspectives on new power versus old power, being outward rather than inward focused as a change starts with oneself, identifying superconnectors, and building trust which is important for new power relationships.
These are the presentation slides from Helen Bevan at the Health and Care Innovation Expo 2014, Manchester #Expo14NHS
Learn how to be a health and care radical who can challenge the status quo when you see there could be a better way. We want to change existing thinking and practice and improve care for patients, families and people who use care services
These are the presentation 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. 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 focused 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 date for the next tweetchat is 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
School for Change Agents Module 5 slidesNHS Horizons
As change agents we are aware that most effective change starts at ‘the edge’. This module will help us equip ourselves for our journey to the edge and beyond. We’ll explore what we mean by ‘the edge’, and what opportunities there are for health and care change activists to be bridge builders and curators.
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.
Module 1: Being a health and care radical - change starts with meNHS Improving Quality
These are the slides for module one 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.
Starting on 31 January, there will be 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: Being a health and care radical: change starts with me
• Friday 7 February: Forming communities: building alliances for change
• Friday 14 February: Rolling with resistance
• Friday 21 February: Making change happen
• Friday 28 February: 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:
• 5 February
• 12 February
• 19 February
• 26 February
• 5 March
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. There will be additional learning materials and opportunities in addition to the web seminars but there is no set syllabus for learners to work through - you can join for as much or as little as you want.
More information: http://changeday.nhs.uk/healthcareradicals
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.
Helen Bevan presents to Kaiser Permanente’s Innovation Leadership NetworkNHS Improving Quality
Helen Bevan's presentation to members of Kaiser Permanente’s Innovation Leadership Network on Friday 4 October 2013 about NHS Change Day.
In 2013, the first NHS Change Day brought together thousands of NHS staff from across clinical and non-clinical areas of work, in a single day of collective action to improve care for patients, their families and their carers. More than 189,000 online pledges of action were made to make a positive difference to the NHS, proving that large scale improvement is possible in the NHS.
This document discusses strategies for leading large-scale change. It suggests that change is best achieved from the "edge" by connecting diverse groups and empowering many change agents rather than relying on a top-down, hierarchical approach. Successful change agents build self-efficacy and work with others to achieve small wins. While targets and incentives can drive delivery, building intrinsic motivation through connecting to shared purpose and engaging leadership is important for energy and creativity. Framing the message and engaging in sensemaking to connect emotionally with staff are emphasized over marketing slogans.
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
Helen Bevan's presentation to the Surgical Quality Action Network NHS Improving Quality
This is Helen Bevan's presentation to the Surgical Quality Action network of British Columbia, 18th February 2015. The topic is "How to be a great change agent"
The School for Change Agents LIVE session 1 18 May 2021NHS Horizons
This document summarizes an online session for change agents. It provides information on upcoming sessions, resources for staying connected like a podcast and newsletter, and quotes and ideas about change agency. The key topics covered are using one's power and agency to achieve goals and enable change, developing capabilities needed for change work, and emphasizing small wins and progress to motivate change.
Rocking the boat and staying in it: a presentation for Healthcare Improvement...NHS Improving Quality
The document discusses leading change and being a change agent. It provides insights from various thinkers on topics like: starting change on the fringe; the need for more activists and rebels within organizations; building self-efficacy to drive change; managing rejection and the importance of small wins; valuing dissent and diversity of ideas; and leading change from the edges by exploring new possibilities. The document also provides references and links for further reading on topics like transformational change agency, social collaboration, organizational agility, and human-centered approaches.
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.
Similar to California presentation March 2015 final version used in Disney (20)
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
Integrated data to support service redesign decision making 19 01 2016 finalNHS Improving Quality
Integrated data to support service redesign decision making
Leeds LTC Year of Care Commissioning Early Implementer Site
Tricia Cable, Year of Care Lead
Alison Phiri, Business Intelligence Manager
Mohini Chauhan, Year of Care Commissioning Manager
One health condition that is becoming more common day by day is diabetes.
According to research conducted by the National Family Health Survey of India, diabetic cases show a projection which might increase to 10.4% by 2030.
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...Oleg Kshivets
Overall life span (LS) was 1671.7±1721.6 days and cumulative 5YS reached 62.4%, 10 years – 50.4%, 20 years – 44.6%. 94 LCP lived more than 5 years without cancer (LS=2958.6±1723.6 days), 22 – more than 10 years (LS=5571±1841.8 days). 67 LCP died because of LC (LS=471.9±344 days). AT significantly improved 5YS (68% vs. 53.7%) (P=0.028 by log-rank test). Cox modeling displayed that 5YS of LCP significantly depended on: N0-N12, T3-4, blood cell circuit, cell ratio factors (ratio between cancer cells-CC and blood cells subpopulations), LC cell dynamics, recalcification time, heparin tolerance, prothrombin index, protein, AT, procedure type (P=0.000-0.031). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and N0-12 (rank=1), thrombocytes/CC (rank=2), segmented neutrophils/CC (3), eosinophils/CC (4), erythrocytes/CC (5), healthy cells/CC (6), lymphocytes/CC (7), stick neutrophils/CC (8), leucocytes/CC (9), monocytes/CC (10). Correct prediction of 5YS was 100% by neural networks computing (error=0.000; area under ROC curve=1.0).
share - Lions, tigers, AI and health misinformation, oh my!.pptxTina Purnat
• Pitfalls and pivots needed to use AI effectively in public health
• Evidence-based strategies to address health misinformation effectively
• Building trust with communities online and offline
• Equipping health professionals to address questions, concerns and health misinformation
• Assessing risk and mitigating harm from adverse health narratives in communities, health workforce and health system
Travel vaccination in Manchester offers comprehensive immunization services for individuals planning international trips. Expert healthcare providers administer vaccines tailored to your destination, ensuring you stay protected against various diseases. Conveniently located clinics and flexible appointment options make it easy to get the necessary shots before your journey. Stay healthy and travel with confidence by getting vaccinated in Manchester. Visit us: www.nxhealthcare.co.uk
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
8 Surprising Reasons To Meditate 40 Minutes A Day That Can Change Your Life.pptxHolistified Wellness
We’re talking about Vedic Meditation, a form of meditation that has been around for at least 5,000 years. Back then, the people who lived in the Indus Valley, now known as India and Pakistan, practised meditation as a fundamental part of daily life. This knowledge that has given us yoga and Ayurveda, was known as Veda, hence the name Vedic. And though there are some written records, the practice has been passed down verbally from generation to generation.
Promoting Wellbeing - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
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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:
1. how to create radical, system-wide
change
2. working with emerging leaders, clinical
trainees, students
3. open innovation, open source, digital
connection, social media, change
platforms, hacking
“You
can’t cross a
chasm in small
steps”
David
Lloyd George
4. • Being an effective
change activist
• Transformational
leadership
• Thought diversity
and disruptive
innovation
• Scale and spread of
change
• The new methods
for change
5. @HelenBevan @JackieLynton #mixmashup
Four ways to connect with us!
1. Follow on Twitter @Jackie Lynton
2. Subscribe to
3. The School for Health and Care Radicals:
@School4Radical
4. Engage with NHS Change Day
www.ChangeDay.nhs.uk
www.usachangeday.org
TheEdge.nhsiq.nhs.uk
7. @HelenBevan @JackieLynton #mixmashup
Agenda
1. What is happening in the world of
change?
2. Rocking the boat and staying in it
3. What is your story?
4. A disruptive case study: NHS Change
Day
5. Twitter: @jackielynton @transformkp
8. The NHS is the 5th biggest employer on
the globe
Source: BBC
10. @HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
Activity
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
11. @HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
What is happening in the world
of change?
Source of image: from guardiansprayerwarrior.com
13. @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
18. @HelenBevan
Most large scale change doesn’t fully
deliver its objectives
Source: McKinsey Performance Transformation Survey, 3000 respondents to
global, multi-industry survey
70%
25%
5%
Gets anywhere near
achieving the
change and
delivering the
benefits
@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
19. @HelenBevan
Most large scale change doesn’t fully
deliver its objectives
Source: McKinsey Performance Transformation Survey, 3000 respondents to
global, multi-industry survey
70%
25%
5% Delivers and
sustains the change
20. @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
22. @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
23. @HelenBevan #SHCR #QF15
Leading change in a new era
Dominant approach Emerging direction
Most policy efforts
are driven from this
side
24. @HelenBevan #SHCR #QF15
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
26. @HelenBevan #SHCR #QF15
“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
27. 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
29. #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”; Physician to Physician,
nurse to nurse, gynaecologist to gynaecologist
• Influence is spread through people who are
strongly connected to each other, like and trust
each other
30. #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
32. #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
33. #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
38. @HelenBevan #SHCR #QF15
If we want people to take action, we have to
connect with their emotions through values
action
values
emotion
Source: Marshall Ganz
39. @HelenBevan #SHCR #QF15
What is strategy?
Strategy is the process of turning
the you have into
the you need to win
the you want
Source: Marshall Ganz
42. @HelenBevan #SHCR #QF15
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
43. @HelenBevan #SHCR #QF15#NHSChangeDay #SHCRchat
“Stages of change”
Transtheoretical model of behaviour change
Prochaska, DiClemente & Norcross (1992)
44. @HelenBevan #SHCR #QF15 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
45. @HelenBevan
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)
46. @HelenBevan
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
48. @HelenBevan
“I have some Key
Performance
Indicators
for you”
or
“I have a
dream”
Source: @RobertVarnam
49. @HelenBevan
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
53. @HelenBevan
Source : Lois Kelly www.rebelsatwork.com
Sometimes other people see radicals/rebels
as troublemakers
Rebel
54. @HelenBevan
We need to be boatrockers!
• Walk the fine line between
difference and fit, inside and
outside, rock the boat but
manage to stay in it
• Able to challenge the status
quo when we see that there
could be a better way
• Conform AND rebel
• Capable of working with others
to create success NOT a
destructive troublemaker Source: Debra Meyerson
56. @HelenBevan
What are the risks for a boat rocker?
1. Our experiences of “being different” can be
fundamentally disempowering. This can lead us
to conform because we see no other choice
we surrender a part of ourselves, and silence
our commitment, in order to survive
2. leave the organisation
we cannot find a way to be true to our values
and commitments and still survive
3. stridently challenge the status quo in a manner
which is increasingly radical and self-defeating
this just confirms what we already know – that
we don’t belong Source: adapted from Debra E Meyerson
57. @HelenBevan #SHCR #QF15
We need rebels!
•They are 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
60. #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
62. #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
63. #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
67. #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
70. #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
76. #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
77. #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
79. #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
80. #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
88. #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
90. #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
• 3 minutes each to tell your story
91. #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
92. Key messages
• Create a “burning ambition” and imperative
for action around quality, improvement and
cost
• Make a 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
94. Do something better together….
Audacity to imagine we could mobilise
the 1.3m people in the NHS
95.
96. 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!
102. 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.
103. 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"
104. Fun day for children Support group
with a stomas
106. 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’
107. Students swap places
with patients in
mock ward
Change in University
nursing curriculum
Louise Trowse – Second year student
108. 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.”
109. 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
112. 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
114. 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 ……
119. #NHSChangeDay #SHCRchat@HelenBevan @BoelGare @JackieLynton #Quality 2014 #M5
• We must activate the mavericks, radicals,
rebels and heretics
• There is a massive untapped reservoir of
energy and talent out there and the
potential is outstanding
SO GO OUT AND CAUSE TROUBLE!
SUMMARY
120. @HelenBevan @JackieLynton #mixmashup
Four ways to connect with us!
1. Follow on Twitter @Jackie Lynton
Jackie.lynton@nhsiq.nhs.uk
2. Subscribe to
3. The School for Health and Care Radicals:
@School4Radical
4. Engage with NHS Change Day
www.ChangeDay.nhs.uk
www.usachangeday.org
TheEdge.nhsiq.nhs.uk