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
2. @HelenBevan @ActiononAandE #ActiononA&E
“When we talk of social change, we talk of
movements, a word that suggest vast
groups of people walking together, leaving
behind one way and travelling towards
another”
Rebecca Solnit
3. @HelenBevan @ActiononAandE #ActiononA&E
What do successful social movements do?
• Define the change they want to see
• Identify the pillars of power
• Create a spectrum of allies
• Seek to attract not overpower
• Build a plan to survive victory
Source: Satell G (2017)
How to create
transformational change,
according to the world’s
most successful social
movements
4. @HelenBevan @ActiononAandE #ActiononA&E
If we want people to take action, we have to
connect with their emotions through values
action
values
emotion
Source: Marshall Ganz
6. @HelenBevan @ActiononAandE #ActiononA&E
“We must act with all due alacrity
[speed/swiftness], yet also with the thoughtfulness
and seriousness of purpose appropriate to
meaningful action”
Dr Martin Luther King Jr.
7. 14,000 contributions identified
10 barriers to change:
Confusing strategies
Over controlling
leadership
Perverse incentivesStifling innovation
Poor workforce
planning
One way
communication
Inhibiting
environment
Undervaluing staff
Poor project
management
Playing it safe
Source: Health Service Journal, Nursing Times, NHS Improving
Quality, “Change Challenge”
8. @HelenBevan @ActiononAandE #ActiononA&E
Front line teams get inundated with high priority
messages from leaders each day, making it
difficult for them to know what to focus on
Increasing number of messages
as information cascade through
the organisation
Source: adapted from
http://businessjournal.gallup.com/content/162707/change-initiatives-fail-
don.aspx
9. @HelenBevan @ActiononAandE #ActiononA&E
Front line teams get inundated with high priority
messages from leaders each day, making it difficult for
them to know what to focus on
Increasing number of messages
as information cascade through
the organisation
Don’t overload front line staff with
strategies if you want improvements
in quality and safety
http://healthaffairs.org/blog/2014/03/07/the-
dangers-of-quality-improvement-overload-insights-
from-the-field/
11. @HelenBevan @ActiononAandE #ActiononA&E
Jeremy Heimens, Henry Timms
This is New Power
old power new power
Currency
Held by a few
Pushed down
Commanded
Closed
Transaction
Current
Made by many
Pulled in
Shared
Open
Relationship
12. @HelenBevan @ActiononAandE #ActiononA&E
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
13. @HelenBevan @ActiononAandE #ActiononA&E
People who are highly connected
have twice as much power to
influence change as people with
hierarchical power
Leandro Herrero
http://t.co/Du6zCbrDBC
15. @HelenBevan @ActiononAandE #ActiononA&E
WHO will make the change happen?
List A
• The A&E Delivery Board
• The programme sponsors
• The Programme
Management Office
• The Delivery Board work
streams
• The Clinical Leads
• The Directors of
participating organisations
• The Change Facilitators
Source: adapted by Helen Bevan
from Leandro Herrera
16. @HelenBevan @ActiononAandE #ActiononA&E
WHO will make the change happen?
List A
• The A&E Delivery Board
• The programme sponsors
• The Programme
Management Office
• The Delivery Board work
streams
• The Clinical Leads
• The Directors of
participating organisations
• The Change Facilitators
List B
• The mavericks and rebels
• The deviants (positive). Who do
things differently and succeed
• The nonconformists who see
things through glasses no one else
has
• The hyper-connected who spread
behaviours, role model at a scale,
set mountains on fire and multiply
anything they get their hands on
• The hyper-trusted. Multiple
reasons, doesn’t matter which
ones
Source: adapted by Helen Bevan
from Leandro Herrera
17. @HelenBevan @ActiononAandE #ActiononA&E
WHO will make the change happen?
List A
• The A&E Delivery Board
• The programme sponsors
• The Programme
Management Office
• The Delivery Board work
streams
• The Clinical Leads
• The Directors of
participating organisations
• The Change Facilitators
List B
• The mavericks and rebels
• The deviants (positive). Who do
things differently and succeed
• The nonconformists who see
things through glasses no one else
has
• The hyper-connected who spread
behaviours, role model at a scale,
set mountains on fire and multiply
anything they get their hands on
• The hyper-trusted. Multiple
reasons, doesn’t matter which
ones
Source: adapted by Helen Bevan
from Leandro Herrera
18. @HelenBevan @ActiononAandE #ActiononA&E
What’s the evidence?
The failure of large scale
transformational change projects
is rarely due to the content or
structure of the plans that are put
into action
http://iedp.com/articles/vertical-leadership/?utm_source=Sign-
Up.to&utm_medium=email&utm_campaign=13787-257163-Campaign+-+01%2F09%2F2016
Source: David Dinwoodie (2015)
It’s much more about the
role of informal networks in
the organisations and
systems affected by change
To make large scale change
happen we should connect
networks of people who ‘want’ to
contribute
19. @HelenBevan @ActiononAandE #ActiononA&E
Mark Jaben on the science behind resistance
What NOT to do
But what we do do Instead of buyers (who
“buy-in”), we need investors
What TO do
Engage
people here
Engage
people here
21. @HelenBevan @ActiononAandE #ActiononA&E
Two kinds of people at work
• Feel connected to a higher
purpose
• Controlled & coordinated
through shared goals &
values
• Collaborate
• Embrace change
• Work to who they are
The contributors The compliant
• Feel disconnected from
purpose
• Controlled & coordinated
through performance
management & 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/
22. @HelenBevan @ActiononAandE #ActiononA&E
Two kinds of people at work
• Feel connected to a higher
purpose
• Controlled & coordinated
through shared goals &
values
• Collaborate
• Embrace change
• Work to who they are
The contributors The compliant
• Feel disconnected from
purpose
• Controlled & coordinated
through performance
management & standardised
procedures
• Hold back
• Resist change
• Work to a role specification
Gallup global research:
• Only 13% of the workforce are
engaged (contributors)
• Contributors create six times the
value to an organisation
compared to the compliant
http://www.gallup.com/poll/165269/worldwide-
employees-engaged-work.aspx
23. @HelenBevan @ActiononAandE #ActiononA&E
As leaders, we are “signal generators”
“As a leader, think of yourself as a “signal generator”
whose words and actions are constantly being
scrutinised and interpreted, especially by those
below you” [in the hierarchy]…..
Charles O’Reilly, Leaders in Difficult Times
Source of image:
vintage-radio.com
What leaders pay attention to
matters to staff, and
consequently staff pay attention
to that too
24. @HelenBevan @ActiononAandE #ActiononA&E
Shared purpose
Owned by everyone
who has a stake in the
change and
improvement we are
seeking to create
OUR
SHARED
PURPOSE
At the end of the
day, it is about
looking after
people in the way
they want to be
looked after
Director of Urgent
Care
25. @HelenBevan @ActiononAandE #ActiononA&E
Shared purpose or “de facto” purpose?
• hitting the four hour
target
• freeing up bed capacity
• managing demand
• reducing costs
• completing activities
within a timescale
• complying with regulators
PURPOSE
Owned by everyone
who has a stake in the
change and
improvement we are
seeking to create
OUR
SHARED
PURPOSE
26. @HelenBevan @ActiononAandE #ActiononA&E
Shared purpose or “de facto” purpose?
• hitting the four hour target
• freeing up bed capacity
• managing demand
• reducing costs
• completing activities within a
timescale
• complying with regulators
Source: Delivering Public Services That Work: The Vanguard
Method in the Public Sector
If purpose isn’t explicit and shared, then it is very easy for something
else to become a de facto purpose in the minds of the workforce
PURPOSE
Owned by everyone
who has a stake in the
change and
improvement we are
seeking to create
OUR
SHARED
PURPOSE
29. @HelenBevan @ActiononAandE #ActiononA&E
• Did we accomplish the goal we were trying to
accomplish?
• Did our community grow stronger? (create
capacity; new power – power we didn’t have
before)
• Did individuals involved in the whole effort learn,
grow and develop their capacity to organise with
others?
How would we know if Action on A&E
was successful from a social movement
perspective?
30. @HelenBevan @ActiononAandE #ActiononA&E
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
31. @HelenBevan @ActiononAandE #ActiononA&E
• Steve Christian, Action on A&E
• Sasha Karakusevic, Horizons team
• Kathryn Perera, Horizons team
• Simon Sethi, Yeovil District Hospital NHS
Foundation
• Debbie Sorkin, The Leadership Centre
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 action…we’ll be drawing on those a few minutes as you start to craft your own stories.
Link belowhttp://www.bbc.co.uk/news/magazine-23790147http://www.bbc.co.uk/learningzone/clips/martin-luther-king-i-have-a-dream-pt-1-2/1293.html
With the brooding statue of Abraham Lincoln peering down at him, King began by telling protesters that their presence in the symbolic shadow of the "great emancipator" offered proof of the marvellous new militancy sweeping the country. For too long, he complained, black Americans had been exiles in their own land, "crippled by the manacles of segregation and the chains of discrimination".
The whirlwinds of revolt would continue to shake the very foundations of the country: "And those who hope that the Negro needed to blow off steam and will now be content will have a rude awakening if the nation returns to business as normal," King said. It would be fatal for the nation "to overlook the urgency of the moment and to underestimate the determination of the Negro".
“He's good - he's damned good”
Kennedy on King
Wearied by the suffocating heat, the crowd's initial response was muted. The speech was not going well. "Tell 'em about the dream, Martin," shouted Mahalia Jackson, referring to a rhetorical riff that King had used several times before, but which had not made it into his prepared speech because aides insisted he needed fresh material. But King decided to cast aside his prepared notes, and launched extemporaneously into the refrain for which he will forever be remembered.
"I have a dream that one day this nation will rise up and live out the true meaning of its creed," he shouted, his out-stretched right arm reaching towards the sky. Soon he was hitting his rhythm, invigorated by the chants and cries of the crowd. "Dream on!" they shouted. "Dream on!"
With his voice thundering down the Mall, King imagined a future in which his children could "live in a nation where they will not be judged by the colour of their skin but by the content of their character". Then he reached his impassioned finale.
King asked the crowd to yell so it was heard the world over
Watching at the White House, the president was riveted. Like so many Americans, it was the first time he had heard the 34-year-old preacher deliver a speech in its entirety - the first time he had taken its measure, listened to its cadence. "He's good," Kennedy told one of his advisors. "He's damned good." The aide was struck, however, that the president seemed impressed more by the quality of King's performance rather than the power of his message.