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Energy for change - A history of the NHS model and recent developments in the field January 2023.pptx

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Rosanna Hunt
Rosanna Hunt

The Energy for Change model encourages system leaders and managers in the NHS to approach change in a different way - putting more attention into building shared purpose (spiritual energy), a sense of solidarity (social energy) and creating inclusive spaces for learning and challenge (psychological energy) whilst paying attention to the management of physical energy (through rest and renewal interspersed with progress and milestones for delivery) and intellectual energy (setting out the case for change, analysing, reflecting on and evaluating progress).

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Rosanna Hunt – Associate, NHS Horizons - @rosielhunt NHS Energy for Change model Psychological Physical Spiritual Social Intellectual - A history of the model & recent developments
Tony Schwartz’s Productivity Paradox Steve Radcliffe “4 Energies” The E4C model was developed in 2012 by the NHS Institute for Innovation and Improvement in collaboration with the York Health Economics Consortium and Landmark Consulting HISTORY @rosielhunt The E4C Model Key theories underpinning the model: Tony Schwartz’ 4 energies: Physical, Emotional, Mental, Spiritual Steve Radcliffe’s 4 energies: Physical, Emotional, Intellectual, Spiritual Stanton Marris’ Energy generators: Context, Content, Connection and Climate Bruch & Vogel’s Model of Productive energy http://ihpme.webservices.utoronto.ca/Assets/IHPME+Digital+Assets/IHPME/hpme/events/bev an/bevan-bldg-align-lit-review.pdf
Tony Schwartz’s Productivity Paradox Steve Radcliffe “4 Energies” Bruch & Vogel “If the word "spiritual" freaks you out, then think of it as your purpose, the reason you do what you do” (Schwartz) HISTORY @rosielhunt Spiritual energy The potency of purpose was one of Donella Meadows’ key ideas in her ground- breaking book Thinking in Systems. (2008) Energy of commitment to a common vision for the future, driven by shared values and a higher purpose. Gives people the confidence to move towards a different future that is more compelling than the status quo. Psycholo gical Physical Spiritual Social Intellectu al
Tony Schwartz’s Productivity Paradox Steve Radcliffe “4 Energies” Bruch & Vogel Greg Satell said that change is inherently relational and encouraged us to identify our spectrum of allies. HISTORY @rosielhunt Social energy Energy of personal engagement, relationships and connections between people. Where people feel a sense of “us and us” rather than “us and them” Psycholo gical Physical Spiritual Social Intellectu al
Tony Schwartz’s Productivity Paradox Steve Radcliffe “4 Energies” Bruch & Vogel Loehr & Schwartz looked at wellbeing through the lens of professional athletes Identified the importance of rest & renewal for the marathon of constant change Challenged the health care system culture of “busyness” HISTORY @rosielhunt Physical energy Energy of action, and getting things done and making progress. The flexible, responsive drive to make things happen. Psycholo gical Physical Spiritual Social Intellectu al
Tony Schwartz’s Productivity Paradox Steve Radcliffe “4 Energies” Bruch & Vogel HISTORY @rosielhunt Psychological energy Energy of courage, resilience and feeling safe to do things differently. Involves feeling supported to make a change and trust in leadership and direction. Psycholo gical Physical Spiritual Social Intellectu al
Tony Schwartz’s Productivity Paradox Bruch & Vogel HISTORY @rosielhunt Intellectual energy Energy of analysis, planning and thinking. Involves gaining insight as well as planning and supporting processes, evaluation, and arguing a case on the basis of logic/evidence “Emotion is the fuel for change, data and information provide direction” Heath & Heath (2011) Switch. How to change things when change is hard Psycholo gical Physical Spiritual Social Intellectu al
@rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ I feel fearful about the change___ I sense openness about the potential to change___ HISTORY This psychometric profiling tool was developed to help teams generate a group “energy for change” profile. Extensive statistical testing with over 1700 respondents confirmed that this Index measures 5 independent factors. The E4C Index
@rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ HISTORY The E4C Index Which of the five energies does this item measure?
@rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ HISTORY The E4C Index This item measures INTELLECTUAL ENERGY
@rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ HISTORY Which of the five energies does this item measure? The E4C Index
@rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ HISTORY This item measures PHYSICAL ENERGY The E4C Index
@rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ HISTORY The E4C Index Which of the five energies does this item measure?
@rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ HISTORY The E4C Index This item measures PSYCHOLOGICAL ENERGY
@rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others involved in the change____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ HISTORY The E4C Index Which of the five energies does this item measure?
@rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others involved in the change____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ HISTORY The E4C Index This item measures SOCIAL ENERGY
@rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ HISTORY The E4C Index Which of the five energies does this item measure?
@rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ HISTORY The E4C Index This item measures SPIRITUAL ENERGY
HISTORY The E4C Index was used to build our understanding of energy in teams Using the tools to diagnose energy gaps in teams Analysis of 1700 participants revealed lower energy levels the further away from the CEO you sit in a hierarchy Clinical staff were found to have & need high levels of spiritual energy than non- clinical staff. Nursing staff were found to have & need higher levels of social energy than other professional groups. @rosielhunt Team applications
@rosielhunt HISTORY The E4C spidergraph 1 2 3 4 5 Social Spiritual Psychological Physical Intellectual My Energy Average The Energy of those I work with Average The importance of this energy to me Average A typical team profile
HISTORY The East of England’s Neonatal Network found that the NICE care bundle for premature babies with NEC* was not being implemented by two of the units in the region. NEC rates in these two units was high. They found a gap in social energy – deeper analysis revealed that midwives left it to neonatal nurses to implement the care bundle whereas neonatal nurses thought it was the midwives’ job. @rosielhunt Social energy gaps - example Social Energy definition: Energy of personal engagement, relationships and connections between people. Where people feel a sense of “us and us” rather than “us and them” * Necrotising enterocolitis (NEC) is a serious condition that can affect newborn babies, where tissue in the bowel (small and large intestines) becomes inflamed.
HISTORY Coaching leaders to build social energy for change @rosielhunt Coaching questions for leaders building social energy 1. Who is involved in the change? 2. Who will actually implement the change? 3. Has the purpose of the change been co-designed with those who will implement it? 4. How are those involved / implementing the change connected to each other? 5. How could you connect them in meaningful, asynchronous ways?/create a sense of community? RECENT DEVELOPMENTS https://blog.horizonsnhs.com/post/102f6wr/coaching-nhs-leaders-to- build-energy-for-change
The People Plan for 2020/21 set out a vision which places a compassionate and inclusive culture at the very heart of the NHS RECENT DEVELOPMENTS @rosielhunt NHS England » Civility and Respect 2020 – the year that building social energy became a moral obligation? Health inequalities Respect for humanity
Coaching leaders to build spiritual energy for change @rosielhunt Prompt questions for spiritual energy 1. What is the purpose of the change? 2. What is the emotional experience of the change? 3. What do people want to move away from? 4. What do they want to move towards? 5. Are you framing the change with both hearts and mind in mind? https://blog.horizonsnhs.com/post/102f6wr/coaching-nhs- leaders-to-build-energy-for-change RECENT DEVELOPMENTS Chapter-8-Ganz-Lin1.pdf (usmblogs.com)
Coaching leaders to build psychological energy for change @rosielhunt Prompt questions for psychological energy 1. To what extent are those implementing the change empowered to act without seeking permission? 2. Do those involved in the change feel safe to try out new ways of working? 3. Where are the safe spaces for people to experiment with new ways of working? 4. Are there examples of work environments where people are already experimenting with the change, that you can promote? 5. What do you think is needed to create safe environments for change action? https://blog.horizonsnhs.com/post/102f6wr/coaching-nhs- leaders-to-build-energy-for-change RECENT DEVELOPMENTS
RECENT DEVELOPMENTS @rosielhunt Anyone can help create a culture of psychological safety by framing the work and context, asking explicit questions, listening, responding appropriately. Small actions full: humility empathy curiosity all help. Professor Amy Edmonson (2018) Amy Edmondson 2018 “The Fearless Organisation” Spiritual and psychological energy
@rosielhunt Tim Clarke’s (2022) 4-stages model of psychological safety identifies a sense of belonging and inclusion as a pre-requisite for achieving psychological safety. RECENT DEVELOPMENTS Clarke, T. (2022) What is Psychological Safety? | LeaderFactor Social and psychological energy
@rosielhunt The importance of achieving a balance of permission and respect Without this balance, exploitation or paternalism will destroy psychological safety. RECENT DEVELOPMENTS Clarke, T. (2022) What is Psychological Safety? | LeaderFactor Psychological energy
@rosielhunt Learner safety - respecting an individual’s innate need to learn and grow, whilst also giving permission to engage in learning activities. Contributor safety - encouraging dissent. (However, the leader has a job to distinguish between dissenting and derailing behaviour.) Challenger Safety – respecting the individual’s ability to innovate whist also giving permission for the individual to challenge the status quo in good faith (this is the level at which innovation happens) RECENT DEVELOPMENTS Clarke, T. (2022) What is Psychological Safety? | LeaderFactor Psychological energy
RECENT DEVELOPMENTS Spiritual energy Systems that are complex, adaptive and emergent can be shaped by the pull of a purpose which makes them easier to coordinate; creates commitment among the people involved; generates innovation; and builds resilience.
RECENT DEVELOPMENTS Most progress comes from building trusting relationships and working towards shared purpose. There are no quick fixes. There is a need for openness, challenge and persistence. Leaders that are making these commitments are seeing benefits, both for the people they serve and for themselves.” Horizons/Novartis publication link @rosielhunt Social, spiritual and psychological energy
@rosielhunt BREAKOUT DISCUSSIONS – 30 minutes • How do we create energy for change? • What do you do? • Generate as many ideas as possible. • Record all ideas on the Jamboards (link in chat) • Move between the breakouts if you like
@rosielhunt Things to consider • How do you build physical energy without burning people out? • How do you keep a balance of all the energies?

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Energy for change - A history of the NHS model and recent developments in the field January 2023.pptx

  • 1. Rosanna Hunt – Associate, NHS Horizons - @rosielhunt NHS Energy for Change model Psychological Physical Spiritual Social Intellectual - A history of the model & recent developments
  • 2. Tony Schwartz’s Productivity Paradox Steve Radcliffe “4 Energies” The E4C model was developed in 2012 by the NHS Institute for Innovation and Improvement in collaboration with the York Health Economics Consortium and Landmark Consulting HISTORY @rosielhunt The E4C Model Key theories underpinning the model: Tony Schwartz’ 4 energies: Physical, Emotional, Mental, Spiritual Steve Radcliffe’s 4 energies: Physical, Emotional, Intellectual, Spiritual Stanton Marris’ Energy generators: Context, Content, Connection and Climate Bruch & Vogel’s Model of Productive energy http://ihpme.webservices.utoronto.ca/Assets/IHPME+Digital+Assets/IHPME/hpme/events/bev an/bevan-bldg-align-lit-review.pdf
  • 3. Tony Schwartz’s Productivity Paradox Steve Radcliffe “4 Energies” Bruch & Vogel “If the word "spiritual" freaks you out, then think of it as your purpose, the reason you do what you do” (Schwartz) HISTORY @rosielhunt Spiritual energy The potency of purpose was one of Donella Meadows’ key ideas in her ground- breaking book Thinking in Systems. (2008) Energy of commitment to a common vision for the future, driven by shared values and a higher purpose. Gives people the confidence to move towards a different future that is more compelling than the status quo. Psycholo gical Physical Spiritual Social Intellectu al
  • 4. Tony Schwartz’s Productivity Paradox Steve Radcliffe “4 Energies” Bruch & Vogel Greg Satell said that change is inherently relational and encouraged us to identify our spectrum of allies. HISTORY @rosielhunt Social energy Energy of personal engagement, relationships and connections between people. Where people feel a sense of “us and us” rather than “us and them” Psycholo gical Physical Spiritual Social Intellectu al
  • 5. Tony Schwartz’s Productivity Paradox Steve Radcliffe “4 Energies” Bruch & Vogel Loehr & Schwartz looked at wellbeing through the lens of professional athletes Identified the importance of rest & renewal for the marathon of constant change Challenged the health care system culture of “busyness” HISTORY @rosielhunt Physical energy Energy of action, and getting things done and making progress. The flexible, responsive drive to make things happen. Psycholo gical Physical Spiritual Social Intellectu al
  • 6. Tony Schwartz’s Productivity Paradox Steve Radcliffe “4 Energies” Bruch & Vogel HISTORY @rosielhunt Psychological energy Energy of courage, resilience and feeling safe to do things differently. Involves feeling supported to make a change and trust in leadership and direction. Psycholo gical Physical Spiritual Social Intellectu al
  • 7. Tony Schwartz’s Productivity Paradox Bruch & Vogel HISTORY @rosielhunt Intellectual energy Energy of analysis, planning and thinking. Involves gaining insight as well as planning and supporting processes, evaluation, and arguing a case on the basis of logic/evidence “Emotion is the fuel for change, data and information provide direction” Heath & Heath (2011) Switch. How to change things when change is hard Psycholo gical Physical Spiritual Social Intellectu al
  • 8. @rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ I feel fearful about the change___ I sense openness about the potential to change___ HISTORY This psychometric profiling tool was developed to help teams generate a group “energy for change” profile. Extensive statistical testing with over 1700 respondents confirmed that this Index measures 5 independent factors. The E4C Index
  • 9. @rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ HISTORY The E4C Index Which of the five energies does this item measure?
  • 10. @rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ HISTORY The E4C Index This item measures INTELLECTUAL ENERGY
  • 11. @rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ HISTORY Which of the five energies does this item measure? The E4C Index
  • 12. @rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ HISTORY This item measures PHYSICAL ENERGY The E4C Index
  • 13. @rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ HISTORY The E4C Index Which of the five energies does this item measure?
  • 14. @rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ HISTORY The E4C Index This item measures PSYCHOLOGICAL ENERGY
  • 15. @rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others involved in the change____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ HISTORY The E4C Index Which of the five energies does this item measure?
  • 16. @rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others involved in the change____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ I feel the change may conflict with my values___ I feel personally engaged in the change___ Clear thinking and analysis underpins the change___ HISTORY The E4C Index This item measures SOCIAL ENERGY
  • 17. @rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ HISTORY The E4C Index Which of the five energies does this item measure?
  • 18. @rosielhunt I am energised by the momentum of change____ I have gained insight into the case for change____ I feel a sense of solidarity with those I work with ____ I am weary of change____ I am able to keep expressing hope for the change when presented with setbacks_____ The reasoning for the change is not compelling___ I don’t feel appreciated by others at work_____ I will be blamed if I try something new and it fails____ I feel isolated from others____ I feel depleted of energy when others express doubt about the change_____ The case for change has stimulated my creativity_____ I feel disconnected from others____ I am committed to our common vision for the future____ I feel safe enough to do things differently____ I am driven by shared values____ I am experiencing change fatigue____ The change does not fit with my sense of purpose_____ I am not driven by a shared purpose for change_____ I think there is no rational argument for change____ The case for change is interesting to me_____ I feel that we are getting things done to achieve the change_____ HISTORY The E4C Index This item measures SPIRITUAL ENERGY
  • 19. HISTORY The E4C Index was used to build our understanding of energy in teams Using the tools to diagnose energy gaps in teams Analysis of 1700 participants revealed lower energy levels the further away from the CEO you sit in a hierarchy Clinical staff were found to have & need high levels of spiritual energy than non- clinical staff. Nursing staff were found to have & need higher levels of social energy than other professional groups. @rosielhunt Team applications
  • 20. @rosielhunt HISTORY The E4C spidergraph 1 2 3 4 5 Social Spiritual Psychological Physical Intellectual My Energy Average The Energy of those I work with Average The importance of this energy to me Average A typical team profile
  • 21. HISTORY The East of England’s Neonatal Network found that the NICE care bundle for premature babies with NEC* was not being implemented by two of the units in the region. NEC rates in these two units was high. They found a gap in social energy – deeper analysis revealed that midwives left it to neonatal nurses to implement the care bundle whereas neonatal nurses thought it was the midwives’ job. @rosielhunt Social energy gaps - example Social Energy definition: Energy of personal engagement, relationships and connections between people. Where people feel a sense of “us and us” rather than “us and them” * Necrotising enterocolitis (NEC) is a serious condition that can affect newborn babies, where tissue in the bowel (small and large intestines) becomes inflamed.
  • 22. HISTORY Coaching leaders to build social energy for change @rosielhunt Coaching questions for leaders building social energy 1. Who is involved in the change? 2. Who will actually implement the change? 3. Has the purpose of the change been co-designed with those who will implement it? 4. How are those involved / implementing the change connected to each other? 5. How could you connect them in meaningful, asynchronous ways?/create a sense of community? RECENT DEVELOPMENTS https://blog.horizonsnhs.com/post/102f6wr/coaching-nhs-leaders-to- build-energy-for-change
  • 23. The People Plan for 2020/21 set out a vision which places a compassionate and inclusive culture at the very heart of the NHS RECENT DEVELOPMENTS @rosielhunt NHS England » Civility and Respect 2020 – the year that building social energy became a moral obligation? Health inequalities Respect for humanity
  • 24. Coaching leaders to build spiritual energy for change @rosielhunt Prompt questions for spiritual energy 1. What is the purpose of the change? 2. What is the emotional experience of the change? 3. What do people want to move away from? 4. What do they want to move towards? 5. Are you framing the change with both hearts and mind in mind? https://blog.horizonsnhs.com/post/102f6wr/coaching-nhs- leaders-to-build-energy-for-change RECENT DEVELOPMENTS Chapter-8-Ganz-Lin1.pdf (usmblogs.com)
  • 25. Coaching leaders to build psychological energy for change @rosielhunt Prompt questions for psychological energy 1. To what extent are those implementing the change empowered to act without seeking permission? 2. Do those involved in the change feel safe to try out new ways of working? 3. Where are the safe spaces for people to experiment with new ways of working? 4. Are there examples of work environments where people are already experimenting with the change, that you can promote? 5. What do you think is needed to create safe environments for change action? https://blog.horizonsnhs.com/post/102f6wr/coaching-nhs- leaders-to-build-energy-for-change RECENT DEVELOPMENTS
  • 26. RECENT DEVELOPMENTS @rosielhunt Anyone can help create a culture of psychological safety by framing the work and context, asking explicit questions, listening, responding appropriately. Small actions full: humility empathy curiosity all help. Professor Amy Edmonson (2018) Amy Edmondson 2018 “The Fearless Organisation” Spiritual and psychological energy
  • 27. @rosielhunt Tim Clarke’s (2022) 4-stages model of psychological safety identifies a sense of belonging and inclusion as a pre-requisite for achieving psychological safety. RECENT DEVELOPMENTS Clarke, T. (2022) What is Psychological Safety? | LeaderFactor Social and psychological energy
  • 28. @rosielhunt The importance of achieving a balance of permission and respect Without this balance, exploitation or paternalism will destroy psychological safety. RECENT DEVELOPMENTS Clarke, T. (2022) What is Psychological Safety? | LeaderFactor Psychological energy
  • 29. @rosielhunt Learner safety - respecting an individual’s innate need to learn and grow, whilst also giving permission to engage in learning activities. Contributor safety - encouraging dissent. (However, the leader has a job to distinguish between dissenting and derailing behaviour.) Challenger Safety – respecting the individual’s ability to innovate whist also giving permission for the individual to challenge the status quo in good faith (this is the level at which innovation happens) RECENT DEVELOPMENTS Clarke, T. (2022) What is Psychological Safety? | LeaderFactor Psychological energy
  • 30. RECENT DEVELOPMENTS Spiritual energy Systems that are complex, adaptive and emergent can be shaped by the pull of a purpose which makes them easier to coordinate; creates commitment among the people involved; generates innovation; and builds resilience.
  • 31. RECENT DEVELOPMENTS Most progress comes from building trusting relationships and working towards shared purpose. There are no quick fixes. There is a need for openness, challenge and persistence. Leaders that are making these commitments are seeing benefits, both for the people they serve and for themselves.” Horizons/Novartis publication link @rosielhunt Social, spiritual and psychological energy
  • 32. @rosielhunt BREAKOUT DISCUSSIONS – 30 minutes • How do we create energy for change? • What do you do? • Generate as many ideas as possible. • Record all ideas on the Jamboards (link in chat) • Move between the breakouts if you like
  • 33. @rosielhunt Things to consider • How do you build physical energy without burning people out? • How do you keep a balance of all the energies?