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
1. How to be a BRILLIANT
change agent
Source of image: @voinonen
:Kate Pound
@KateSlater2
Helen Bevan
@HelenBevan
Pete Gordon
@PeteGordon68
#Quality2019
See the slides: bit.do/BrilliantChangeAgent
2.
3. 3 |
We will cover
⢠My own journey as a change agent
⢠Change agents need power
⢠Influence and superconnectors
⢠Rocking the boat and staying in it
⢠A coffee break with a difference
⢠Case study: emergency care
⢠Building shared purpose
⢠Change starts with me
@helenbevan @KateSlater2 #Quality2019
5. 5 |
A poll
Do you know :
⢠The person to the right of you?
⢠The person to the left of you?
⢠The people on both sides?
⢠Neither of them?
www.sli.do
6. 6 |
Five proposed ground rules
1. we're all equal (no hierarchy)
2. Everyone participates and listens, equally
3. What is said here stays here
4. No idea is stupid
5. No topics are off the table
7. Ideas for action
Longer term actions
Adapted from www.idenk.com
What could we
speed up / do
more of ?
(Accelerate)
What could we
stop doing ?
(Brake)
What could we
start doing?
(Create)
The next 30 days The next 60 days The next 90 days
8. Change AGENCY definition:
The power, individually and collectively, to make a
positive difference. It is about pushing the
boundaries of what is possible, mobilising others
and making change happen more quickly
Change AGENT definition:
Someone who is actively developing the skills,
confidence, power, relationships and courage to
make a positive difference
9. 9 |
A poll
What is your level of brilliance (skills,
confidence & impact) as a change agent?
Brilliant
already
Not at all
brilliant
10. 10 |
My journey as a change agent:
pick three cards
2. âWhere are you now (here)?â
One card for how you think and act now
3. âWhere are you going (to there)?â
One card about possibilities for your future team
1. âWhere are you from?â
One card that captures how you thought and
acted when you first saw yourself as a
change agent
11. 11 |
My journey as a change agent:
pick three cards
2. âWhere are you now (here)?â
One card for how you think and act now
3. âWhere are you going (to there)?â
One card about possibilities for your future team
1. âWhere are you from?â
One card that captures how you thought and
acted when you first became a team
13. Transformations is
a tool for understanding key patterns in your life,
individually and together in groups, organisations and
communities.
@HelenBevan @KateSlater2 #Quality2019
14. âNew truths begin as heresiesâ
(Huxley, defending Darwinâs theory of natural selection)
Source of image:
installation by the
artist Adam Katz
www.thisiscolossal.com
Via @NeilPerkin
15. Starts on the fringe
Starts with the activists
Gary Hamel
always
@helenbevan @KateSlater2 #Quality2019
16. Two kinds of people at work
⢠Feel disconnected from purpose
⢠Controlled & coordinated through
performance management and
standardised procedures
⢠Hold back
⢠Resist change
⢠Work to a role specification
Adapted from The Emotional Economy
http://emotionaleconomy.com.au/papers-articles/why-the-winners-in-
business-are-taking-the-time-to-build-a-positive-kind-social-culture/
The Compliant
17. Two kinds of people at work
⢠Feel connected to a higher
purpose
⢠Direction set through shared goals
& values (âmagnetic northâ)
⢠Collaborate
⢠Embrace change
⢠Work to who they are
The Contributor
⢠Feel disconnected from purpose
⢠Controlled & coordinated through
performance management and
standardised procedures
⢠Hold back
⢠Resist change
⢠Work to a role specification
Adapted from The Emotional Economy
http://emotionaleconomy.com.au/papers-articles/why-the-winners-in-
business-are-taking-the-time-to-build-a-positive-kind-social-culture/
The Compliant
18. Two kinds of people at work
⢠Feel connected to a higher
purpose
⢠Direction set through shared goals
& values (âmagnetic northâ)
⢠Collaborate
⢠Embrace change
⢠Work to who they are
The Contributor
⢠Feel disconnected from purpose
⢠Controlled & coordinated through
performance management and
standardised procedures
⢠Hold back
⢠Resist change
⢠Work to a role specification
Adapted from The Emotional Economy
http://emotionaleconomy.com.au/papers-articles/why-the-winners-in-
business-are-taking-the-time-to-build-a-positive-kind-social-culture/
The Compliant
Gallup global research:
⢠Only 13% of the workforce are
engaged (Contributors)
⢠Contributors create six times
the value to an organisation
compared to the compliant
19. What do we mean by power?
Power is the
ability to produce
intended effects
Bertrand Russell
20. Jeremy Heimens, Henry Timms New Power: How itâs changing the 21st Century and why you
need to know (2018)
new power
Current
Made by many
Pulled in
Shared
Open
Relationship
old power
Currency
Held by a few
Pushed down
Commanded
Closed
Transaction
21. The Network Secrets of Great
Change Agents
Julie Battilana &Tiziana Casciaro
As a change agent, my centrality in the
informal network is more important than
my position in the formal hierarchy
22. People who are highly connected have
twice as much power to influence
change as people with hierarchical
power
Leandro Herrero
http://t.co/Du6zCbrDBC
23. We still organise healthcare like the
Tabulating Machine Co. of 1917
Source of image: @corp_rebels
24. Find the 3%!
Just 3% of people in the organisation or
system typically influence 85% of the
other people
Source: Organisational Network Analysis by Innovisor
25. Find the 3%:
meet Mandy Carney, Head of
Patient Flow at Yeovil Hospital
⢠âKnows everyone in the
hospitalâ
⢠âEveryone follows Mandy on
Facebookâ
⢠The go-to person for advice
⢠Mandy makes sense of things
and reduces ambiguity for
people
⢠Mandy presents her own
monthly award âthe Carney cupâ
27. As senior leaders, we may be less
influential than we think
If we want to get the same level of influence
through top down change as the 3% get, we
need four times more people
Source : Jeppe Hansgaard
28. The 3% rule also appears true for social
media
Source: research by Graham MacKenzie using NodeXL
In health and
healthcare globally,
tweets by 3.3% of
tweeters accounted
for 85% of retweets
@helenbevan @KateSlater2
29. The powerful medical âsuperconnectorsâ
Source: NodeXL analysis @gmacscotland
@helenbevan @KateSlater2 #Quality2019
31. 1. Build relationships with the teams,
set out a shared purpose and
challenge
2. Continue to support and build
relationships â donât forget to say well
done
3. Ripples create spread, watch it
grow!
32. Reducing in the number of patients staying in
hospital over 21 days
33. âTomorrowâs management
systems will need to value
diversity, dissent and
divergence as highly as
conformance, consensus and
cohesion.â
Gary Hamel
@HelenBevan @KateSlater2 #Quality2019
34. 34 |
What happens to
rebels/heretics/radicals/mavericks
in organisations?
Source of image: thinglink.com
?
@helenbevan @KateSlater2 #Quality2019
36. Source: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-ou
37. 37 |
We need to be boatrockers!
Source: Debra Meyerson
⢠Rock the boat but manage to stay in
it
⢠Walk the fine line between
difference and fit, inside and outside
⢠Conform AND rebel
⢠Capable of working with others to
create success NOT perceived by
others as a destructive
troublemaker
@helenbevan @KateSlater2 #Quality2019
42. 42 |
Reflection
⢠What are your insights around âboatrockingâ and âfalling
outâ?
⢠What moves people from being âboatrockersâ to âfalling
outâ?
⢠How do we protect against this?
43. 43 |
A poll
Where are you now?
Rocking the
boat
Fallen
out of
the boat
45. 45 |
More reading
Source of graphic : Umair Haque
Lois Kelly and Carmen Medina The rebel at work handbook
Harvey Schachter How to be a rebel, not a troublemaker at
work
Debra Meyerson Tempered radicals: how people use difference
to inspire change at work
Jane Watson A spotterâs guide to rebels and cynics
Umair Haque How to be more loving in a cynical world
Clark Quinn Skeptical optimist or hopeful cynic? A science
mindset
Marcella Bremer Cynicism or opticism?
@helenbevan @KateSlater2 #Quality2019
46. 46 |
Question: What are your insights or reflections
around âboatrockingâ and âfalling outâ?
47. 47 |
Question: What are your insights or reflections
around âboatrockingâ and âfalling outâ?
52. A big debate in social science
Structure versus Agency
@HelenBevan #LeanIsland
53. 53 |
The predominant approach in recent years has been
STRUCTURE but globally there is a big shift towards AGENCY
The design dilemma at the heart of change
Structures and
systems
Performance goals
Compliance
Regulation
Competition
Programme
Management
Incentive systems
Activation
Ability to make choices
Capability
Leaders everywhere
Social action
Solidarity
Social movements
58. 58 |
70 day challenge: to
give patients back one
million days of their
precious time that
would otherwise be
wasted in bed in a
hospital or care home.
@HelenBevan @KateSlater2 #Quality2019
62. The essential flaw of quality
improvement methods
The essential flaw of [quality improvement
methodology] is that, when implemented, it
tends to reinforce the mechanistic and
hierarchical models that are consistent
with the mental maps of most managers
Chris Argyris, Flawed advice and the
management trap
Source of image:
www.biblicalcreation.org.uk
@HelenBevan @kateslater2 #Quality2019
63. + +
OUR
Who are the
people who will
be impacted by
the change?
Who will need
to be part of
the change?
SHARED
What unites
us?
PURPOSE
Why are we
taking action?
How does it
connect with
the things that
really matter to
us?
67. 67 |
Donât confuse
PURPOSE with AIM
⢠An aim is setting a determined course in order to
achieve a set goal. Aims determine a set course or a
target at the end that a person wants to reach
⢠Purpose seeks to make explicit the reason behind
something that is being done. Purpose defines why a
person is doing something she/he is doing, what there is
reasoning behind doing a particular thing and what they
plan to achieve from it
68. Purpose is the deepest dimension within us â our
central core or essence â where we have a
profound sense of who we are, where we came
from and where weâre going. Purpose is the
quality we choose to shape our lives around.
Purpose is a source of energy and direction.
Leider
The âpurposeâ test:
Does your proposed purpose fit
with this?
69. + +
OUR
Who are the
people who will
be impacted by
the change?
Who will need
to be part of
the change?
SHARED
What unites
us?
PURPOSE
Why are we
taking action?
How does it
connect with
the things that
really matter to
us?
72. If we want people to take action, we have to
connect with their emotions through values
action
values
emotion
Source: Marshall Ganz
73. Mark Jaben on the science behind resistance
What NOT to do
But what we do do
Engage
people here
74. Mark Jaben on the science behind resistance
What NOT to do
(but what we usually do)
We donât need buyers (who âbuy-inâ to change)
We need investors
What TO do
Engage
people here
Engage
people here
76. We are not outside of the change:
we ARE the change
Source of graphic: Reos Partners
Source of graphic: @gapingvoid
@HelenBevan @KateSlater2 #Quality2019
77. The success of our actions as change-
makers does not depend on what we do or
how we do it, but on the inner place from
which we operateâ
Otto Scharmer
Leading from the emerging future
78. After years of intensive analysis,
Google discovered that the key to high performing teams
that deliver change is
being nice
Project Aristotle: https://www.youtube.com/watch?v=UfGiCnhdU78&feature=youtu.be&list=PLHEw3ja-
xoaZybvz9f0b1_6bJyG7zZO6L
81. 81 |
Have we got the power to change things?
Research with groups shows a 25%-10%-3% pattern:
When a minority group pushing change was below
25% of the total group, its efforts failed. But they reached 25%,
the majority of the population adopted the new way of thinking
very quickly
When just 10% of a population holds an unshakable
belief, their belief is likely to be adopted by the majority
Typically in organisations, around 3% of people (the
informal influencers) drive conversations and influence 85% of
other people. They are not typically the senior leaders
Source: Harold Jarche 2018: 25-10-3
82. 82 |
Our finale: âSnowstormâ
⢠Write down one key thing you have
learnt from this workshop on a
sheet of white paper
83. 83 |
Our finale: âSnowstormâ
⢠Write down one key thing you have
learnt from this workshop on a
sheet of white paper
⢠Screw the paper up
84. 84 |
Our finale: âSnowstormâ
⢠Write down one key thing you have
learnt from this workshop on a
sheet of white paper
⢠Screw the paper up
⢠On the signal, throw your paper
snowball in the air
85. 85 |
Our finale: âSnowstormâ
⢠Write down one key thing you have learnt
from this workshop on a sheet of white paper
⢠Screw the paper up
⢠On the signal, throw your paper snowball in
the air
⢠Pick up a snowball that lands near you and
read it aloud to the rest of your table
86. 86 |
A poll
What is your level of brilliance (skills,
confidence & impact) as a change
agent?
Brilliant
already
Not at all
brilliant
Editor's Notes
So Emotions help us understand what we value in the world.
Why did the story of Alice work ?
So why was this story powerful?
Why do we respond differently when we hear about Alice rather than when we see the policy data and financial balance sheet?
So public narrative when used intentionally for a purpose to connect with others to move to action is a powerful skills set and leadership gift. When we hear stories that make us feel a certain way those stories remind us of our core values. We experience our values through emotions. Then we are prepared to take action on those values. Through our emotions we are more likely to take action
Research by Martha Nussbaum a Moral philosopher, tells us that people who have a damaged (a-mig-da- la) Amygadla the part of the brain which controls emotions, when faced with decisions can come up with many options from which to choose but cannot make a decision because the decision rests upon judgements of value. If we cannot feel emotion we cannot experience values that orient us to the choices we must make
Shortly we will be thinking about the lived experiences that have moved you to actionâŚweâll be drawing on those a few minutes as you start to craft your own stories.