35 of the most liked/reposted graphics from Helen Bevan's X/Twitter and LinkedIn accounts in 2023

1. 35 graphics that I used in X/Twitter
and LinkedIn posts during 2023
Helen Bevan
twitter.com/HelenBevan
linkedin.com/in/helen
bevanhealthcare/

2. About this deck
2023 represents my 15th year of being active on social media. In all those years, 2023
has been the year when things have shifted the most. Many people have altered their
platform preferences. Some of the places where the best new content is posted have
changed and we have to look harder for it.
Yet social media remains one of the most important sources of new thinking and
practice in improvement and large scale change. In a world that is so fast moving and
complex, we need the exchange and emergence that happens when people from
across systems and sectors share their learning informally.
In this deck I am re-sharing some of the graphics that I posted that were liked and
reposted the most during the year. Most of these graphics originate from other people
and I have acknowledged that. Thank you to everyone who includes graphics in their
posts. It makes a difference in our ability to synthesise and share important principles
with others.
I hope these graphics inspire you as they have me. All the original articles are easy to
find if you want to read more.
Helen Bevan

3. Collaboration as uniformity Collaboration as unity
• Requires everyone to do the same thing
• use the same structures and
processes
• adopt the same organising principles
• share a language
• The vision and mission is typically
dictated from the top
• The roll-out is centrally held and
controlled
• Easier to define and pursue than
collaboration as unity
• Easier to understand and measure
because it is more legible.
• “Tight on values and loose on delivery” (Donna Hall)
• Understands that while we need alignment
around a vision and consensus around values
and behaviour:
• there is plenty of room for diversity in how the
vision can be carried forward.
• embraces difference where it is needed
• allows for individual differences in culture,
norms and practices
• Messier and typically harder
• Requires ongoing dialogue, experiments and
learning
In our collaboration efforts have we been over-
focussed on “uniformity” and under-focussed on
“unity”?
Source: Thea Snow (2023) Unity versus uniformity: exploring collaboration in government (and beyond)

4. The bosses we
remember
Source:
Vala Afshar
Sketchnote:
Anuj Magazine

6. Who needs to be part of our change process?
People with passion or
motivation to take action
People with lived experience
of the issue and its context
People who will be a user
of, or affected by, the
changes we make
People with resources to
contribute
(money, people power)
People with the authority or
mandate to drive change
People with specialist
knowledge, skills and tools
People with can broker,
facilitate and/or coordinate
People who can connect
diverse communities
Voice of intent
Voice of experience
Voice of capability
Voice of connection
Our
ecosystem for
change
Source: adapted
from a model by Bill
Bannear
How do we connect people who want to do something, with people who can help and support
them, while staying grounded in real world need and experience to ensure it works?

7. The truth is that we know a lot about change. Decades of studies have
shown us that new ideas tend to come from outside the community and
incur resistance. Research has shown there is a persistent gap between
what people know and what they actually put into practice. We also know
that transformation follows an s-shaped curve and that ideas are
transmitted socially.
Greg Satell
Why Business Leaders Need To Learn About Social And Political Movements
Organisational and system leaders can learn from decades of
knowledge on large scale change from social movements

12. Source of graphic:
Systems Innovation Network (Madeiros, 2023)

13. Change doesn’t happen “top down” or bottom
up”: rather it occurs “side-by-side” among
groups of people with a common purpose
greg-satell.medium.com/why-change-does-not-have-to-start-at-the-top-fdf202aea6e
There’s something about human nature that, when
we’re passionate about an idea, makes us want to go
convince the sceptics. Don’t do that. Start with people
who want your idea to succeed. If you feel the urge to
convince or persuade, that’s a sign that you either
have the wrong idea or the wrong people.
.
Greg Satell

14. How the knowledge structure of a human-centred organisation is
different to that of a bureaucratic organisation
Humans are
resources
Maximising
compliance
Stratification
Standardization
Specialization
Routinization
Formalization
Alignment
Predictability
Humans are
resourceful
Maximising
contribution
Ownership
Meritocracy
Experimentation
Agency
Community
Openness
Balance
Bureaucratic
organisation
Human-centred
organisation
Source: adapted from Gary Hamel

15. "Consciously or
unconsciously, leaders put
in place structures &
practices that make sense
to them. These correspond
to their way of dealing with
the world & mean that an
organisation cannot evolve
beyond its leadership's
stage of development."
Paul Jocelyn
Why it’s so difficult for leaders of change to see beyond incremental
tweaks to the current system

16. Source: adapted from Emily Webber
Good practices
Creating new
knowledge
Learning for
improvement
Guidelines and
strategies
A domain of
professional practice
Professional goals
A community and a practice are not the
same thing, but they are brilliant together

17. Amy Edmondson
and Tomas-Chamarro-Premuzic
Three ways to reenergise your team when morale is low
The first step in energising and supporting
our teams when morale is low

18. “Smart failure” (the kind that results in honest
conversation, learning and progress) comes
from smart experiments
hbr.org/2023/07/its-ok-to-fail-but-you-have-to-do-it-right
Smart experiments are ones that happen in
new territory - in pursuit of a goal that’s
consistent with the value proposition of the
organisation, with a hypothesis you’ve done
your homework on and importantly, as small
as possible.
Amy Edmondson

19. Twelve books for leaders who
coach

20. It’s time to stop viewing leaders and managers
as different people with mutually exclusive skill
sets and use a blended role that focuses on how
we develop individuals to guide, coach and
support others for personal, team and
organisational success
Art Petty
Dump leader vs. manager debate — try a blended role
It’s time to stop viewing “management” and “leadership” as
different, mutually exclusive roles and skill sets

22. It’s time to move on from SMART
goals
S
M
I
L
Specific
Measurable
Impactful
Learning-
orientated
Art Petty
It’s time to get rid of S.M.A.R.T. goals.
Here’s why & how

23. “ The single biggest
problem in
communication is the
illusion that it has taken
place.
George Bernard Shaw

25. Performance zone Learning zone
Goal Do the best we can Improve what we do
Activities for Performance delivery Continuous improvement
Concentrate on Getting things done Learning while doing
Leadership role
modelling
Leading from the front Being a learner
Failure should be Avoided/minimised Embraced as part of a
systematic learning process
Benefits Immediate performance Future performance
Two kinds of work: effort to perform (“performance zone”)
& effort to improve (“learning zone”)
Summarised by Helen Bevan from Is Your Team Overworking But Underperforming? by Eduardo Briceño
Graphic adapted from an original by GISD ELC

27. Social scientists know that possessing a high level of intellectual
humility is associated with multiple positive outcomes, like having
more empathy, more prosocial behaviour, reduced susceptibility to
misinformation and an increased inclination to seek compromise in
challenging interpersonal disagreements.
Eranda Jayawickreme
Being intellectually humble and open-minded (rather than just relying on
existing expertise) leads to better outcomes

29. project
gets
Source of graphic:
adapted from Zdenek Sasek
Data shows that the
average employee
experienced ten
planned enterprise
changes in 2022, up
from two in 2016. Yet
further research
suggests that
employees' ability to
cope with change is
50% of pre-pandemic
levels.
Jenny L Magic
https://t.co/MubqqTuk91

30. The network effect: why companies should care
about employees’ LinkedIn connections

31. Source: Organisational network analysis by Jeppe Hansgaard, Innovisor

32. We need to think about change as a
strategic conflict between the present state
and an alternative vision. The truth is that
change isn’t about persuasion, but power.
To bring about transformation we need to
undermine the sources of power that
underlie the present state while
strengthening the forces that favour a
different future
Greg Satell
“We need to take a more evidence-based approach for transformation and
We need to take a more evidence-based approach
for transformation and change

33. Creativity is just connecting things
Steve Jobs
“
@OzolinsJanis

34. Malcolm Gladwell
The Tipping Point
Why connectors play a critical role in enabling and spreading change

35. A strategic approach to
attracting, developing & retaining
talent
Strong cultures & internal
operations
Invest heavily in development
opportunities
Respected in the broader
environment
Research based
characteristics of
organisations that
excel at growing
leaders
Source: What makes a
company great at
producing leaders?
Sarah Abbott, Robin
Abrahams and Boris
Groysberg