The document discusses the shift toward virtual collaboration as a response to the COVID-19 pandemic, emphasizing that it enhances inclusive participation and trust-building over traditional face-to-face interactions. It highlights the potential for significant engagement through various online platforms, encouraging diverse contributions and the development of shared purpose. Overall, it suggests that virtual methods can effectively replace conventional meetings if strong relationships are maintained.

1. Sustainable leadership
lessons from lockdown:
Fostering positive
(and productive)
virtual interactions
Bev Matthews RN & Dr Helen Bevan
@BevMatthewsRN @HelenBevan
@HorizonsNHS

2. How the world is changing
Face to face
• One location “fits all”
• Physical limits on size
• HIPPOs (highest paid person’s
opinions)
• Time and travel
• Synchronous (everyone at the
same time)
• Conventional modes of
engagement
Virtual
• Anywhere and anytime
• Mass-participation potential
• Influence and trust are power
• Synchronous and
asynchronous (at different
times)
• Multiple channels for
participation

3. We are on a collision course between the new
organic, human-focussed forces of social connection
and the machine world of our organisations
Adapted from Maddie Grant
Source of image: Owlcation

5. Virtual collaboration isn’t just a technical approach for
connecting people more easily. It’s a different way of enabling change
It’s about creating power for change by bringing many people together
and building shared purpose; it’s about creating platforms for people to
learn, share and grow together
Virtual collaboration gives voice and helps diverse people feel included.
It’s based on an understanding that power for change is much more
about what you share and how you build relationships with others than
it is about your position or formal authority
Helen Bevan
Chief Transformation Officer
Horizons

6. Almost all forms of meeting and
interaction can be moved to a
virtual format with no loss of
effectiveness, if trust and good
relationships are established and
sustained.
Van Loon, Andersen and Larsen

7. How have your ways of working changed as a result
of the Covid-19 pandemic?
1. Profoundly: e.g., I used to work mostly face to face & telephone but currently I work
largely on a virtual basis
2. Significantly: e.g., I still have some face to face & telephone but I am currently doing a
lot of my work virtually
3. Somewhat: e.g., My working day has changed and I am currently doing more virtual
4. Slightly: e.g., There are some changes but it’s mostly the same
5. No change: e.g., I’m working the same way as I was before the Covid pandemic
Poll:

8. The anatomy of collaboration

9. Channels and approaches
Tribe
Facebook Watch Party
Microsoft Teams Event Live

10. Channels and approaches (example project)

11. Don’t underestimate
social as a source
of power to drive
change:
#Testingmethods2020
testingmethods.crowdicity.com/

12. What does virtual collaboration enable
us to do?
• Involve any size of group from
two people to ten thousand
people
• Highly interactive:
Everyone can see each other
Share screens, papers, content slides,
project management boards and videos
Share chat
Brainstorm with virtual post-it notes
Take polls
Collaborate on virtual whiteboards
Work in small groups in virtual breakout
rooms

14. 14 |
- Co-develops session
content
- Engages people for
outcomes
- Skilled facilitation of
the virtual sessions
- Effective follow up
with key stakeholders
and participants
- Manages all the
background logistics
- Arranges test sessions
with participants
- Sets up the meeting
and sends the log- in
details
- Supports people to get
online, audio, visuals
- Records the session,
circulates information
Three distinct roles
Facilitator
Host

15. 15 |
Virtual Collaboration Competency Framework

16. 16 |
Stages of maturity in a virtual community

17. NHS Continuing Healthcare Collaborative:
Model of change
The Improvement
Community
All local teams with
partners
The
Development Group
10 local CHC teams
with local
partners
The
Test and Scale
Group
16 local
teams The improvement community:
Engagement of other local teams right
from the start, so relationships are built,
all are contributing, sharing and learning
and the optimal conditions for spread
are being created.
The development group:
testing pioneering new ways
to deliver CHC
The test and scale group
group: testing the fidelity of
new ways of working in
different contexts
165 local teams, 1,000 participants, 90% of the
interaction is virtual
@HelenBevan @cpsglasgow #rcpsgcovid

18. Virtual Mad Tea Party

19. The Mad Tea Party
One idea for improvement that I have
been thinking about is …
• Write your answer in the chat box
• Wait for the signal to post
Source of activity: Liberating Structures

20. The old paradigm of work is fading away…
The future is about accelerated delivery, fuelled
through relationships and connections at minimal cost
“Virtual collaboration opens significant
opportunities on the time ratio of
INPUT (dead time)
to
OUTPUT (impact)”
Mohammed Tanweer, economist