The document summarizes a presentation by Jackie Lynton on social change. The presentation covered Lynton's experience with the NHS, 10 design principles for social change, and how a grassroots movement called NHS Change Day sparked large-scale improvements in the British healthcare system. NHS Change Day encouraged hundreds of thousands of pledges by individuals to make small changes that collectively improved patient care. It showed how empowering people at all levels can drive significant positive change in a large organization.
This document discusses leadership for the future and the imagination age. It presents tools and frameworks for understanding leadership journeys and patterns in life. It emphasizes the need for new approaches to leadership and change given shifts in power and trust. Specifically, it discusses the importance of agency over structure, informal networks over hierarchies, and balancing various dilemmas or polarities like new power vs old power. The goal is to develop more mature, "post-conventional" leaders who can effectively manage complexity, diversity and paradoxes.
This document contains summaries of 36 slides that were created by Helen Bevan to accompany her Twitter posts in 2020. The slides cover a variety of topics related to leadership, organizational culture and change. The document provides brief descriptions of the content of each slide, including summaries of articles and papers, as well as themes they were grouped under. It is intended to inspire readers by making available the knowledge shared in Helen Bevan's Twitter activities during the year.
1. The document discusses creating shared purpose, which is important for improving health and care in an increasingly complex world. Shared purpose goes deeper than vision or mission and taps into primal motivations.
2. It provides guidance on developing shared purpose, including starting by understanding different perspectives, looking for common values and ambitions, and creating a statement of purpose that unites people rather than sets aims.
3. Leading with love and connecting emotionally with shared values is key to enabling change. Treating people with dignity unleashes their potential to fulfill a higher purpose.
Twitter quotations 2020 from Helen BevanHelen Bevan
This document contains 23 quotations that Helen Bevan posted on Twitter in 2020. The quotations are grouped by similar themes and cover topics like diversity, inclusion, belonging, change management, leadership, and lessons from the COVID-19 pandemic. The purpose of sharing these quotations was to illustrate points made in tweets and potentially inspire, motivate or challenge readers.
Change, transformation and improvement: where's it going and what's love got ...Helen Bevan
This document discusses leading quality improvement and change from a place of shared purpose and love. It emphasizes building connections, finding informal influencers called "superconnectors" who can drive change, and establishing a shared higher purpose beyond targets. Leading with an outward mindset of collaboration is key. Ultimately, quality and improvement are anchored in shared purpose and driven by love for those served by the system.
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
This document discusses leadership for the future and the imagination age. It presents tools and frameworks for understanding leadership journeys and patterns in life. It emphasizes the need for new approaches to leadership and change given shifts in power and trust. Specifically, it discusses the importance of agency over structure, informal networks over hierarchies, and balancing various dilemmas or polarities like new power vs old power. The goal is to develop more mature, "post-conventional" leaders who can effectively manage complexity, diversity and paradoxes.
This document contains summaries of 36 slides that were created by Helen Bevan to accompany her Twitter posts in 2020. The slides cover a variety of topics related to leadership, organizational culture and change. The document provides brief descriptions of the content of each slide, including summaries of articles and papers, as well as themes they were grouped under. It is intended to inspire readers by making available the knowledge shared in Helen Bevan's Twitter activities during the year.
1. The document discusses creating shared purpose, which is important for improving health and care in an increasingly complex world. Shared purpose goes deeper than vision or mission and taps into primal motivations.
2. It provides guidance on developing shared purpose, including starting by understanding different perspectives, looking for common values and ambitions, and creating a statement of purpose that unites people rather than sets aims.
3. Leading with love and connecting emotionally with shared values is key to enabling change. Treating people with dignity unleashes their potential to fulfill a higher purpose.
Twitter quotations 2020 from Helen BevanHelen Bevan
This document contains 23 quotations that Helen Bevan posted on Twitter in 2020. The quotations are grouped by similar themes and cover topics like diversity, inclusion, belonging, change management, leadership, and lessons from the COVID-19 pandemic. The purpose of sharing these quotations was to illustrate points made in tweets and potentially inspire, motivate or challenge readers.
Change, transformation and improvement: where's it going and what's love got ...Helen Bevan
This document discusses leading quality improvement and change from a place of shared purpose and love. It emphasizes building connections, finding informal influencers called "superconnectors" who can drive change, and establishing a shared higher purpose beyond targets. Leading with an outward mindset of collaboration is key. Ultimately, quality and improvement are anchored in shared purpose and driven by love for those served by the system.
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
72 quotations that @HelenBevan posted with tweets during 2019Helen Bevan
Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate and/or challenge you as they have me. Helen Bevan
This document outlines an agenda for a virtual masterclass on making change happen using new and old forms of power. The agenda includes introductions, breakout group sessions using Zoom to discuss topics like new versus old power models, and a case study on virtual integrated care teams. The document provides instructions for using Zoom features and engaging in the breakout sessions. It emphasizes the importance of relationships, shared purpose, and mobilizing informal networks to drive transformational change.
The slide deck that Helen Bevan and Goran Henriks used in their course on "Fundamentals of Quality Improvement " at the International Forum on Quality and Safety in Healthcare, Taipei, 18th September 2019
Creating tomorrow today: a radical manifesto for leaders of health and careHelen Bevan
Slides from the talk "Creating tomorrow today" that Goran Henriks and Helen Bevan gave at #Quality2020 today. The slides set out the principles of "simple rules" for transformation & explains our 7 simple rules for leaders that we've developed over the past 9 years. #Quality2020
These are the slides for Module 2 of the School for Health and Care Radicals.
A golden rule for change activists: You can’t be a radical on your own. This module gives you an understanding of the power of working together by exploring communities of practice and social movements. We identify techniques for connecting with our own and others values and emotions to create a call for action.
Agenda:
•Why we can’t be radicals on our own: building communities for change
–What is a community and how can you find power within communities?
•What can we learn from leaders of social movements?
–The power of one, the power of many
–Calls to action – what are they and how are they powerful?
–What are the characteristics of people or groups within effective social movements?
–How to create change at scale
–What is strategy in this context and how can we define resources?
•Effective framing: telling our stories
–What is framing?
–How to connect with people to take action – connecting with emotions through values
–Creating your narrative and the power of telling stories
•Bridging disconnected groups
–Strong vs. weak ties
•Building your own community
–Who are your communities?
–How to build new communities
•Questions and call to action
Questions for reflection from this module:
•What learning and inspiration can you take from social movement leaders to help you in your role as an agent of change in health and care?
•How will you attract the attention of the people you want to call to action?
•Who are the people who are currently disconnected that you want to unite in order to achieve your goal for change? How can you build a sense of “us” with them?
Call to action from this module:
•Identify which communities you are currently part of and how you can utilise your existing communities for change.
•Reflect on who else you would like to be part of your community for change and take action to connect with them.
•Create your narrative or “call to action” to win other people to your cause.
AQuA Leading Transformational Change programme: masterclass with Helen BevanNHS Improving Quality
This document discusses the concept of change platforms and their advantages over traditional change programs. It notes that change platforms allow everyone, including service users and families, to help tackle challenges. They value diversity of thought and connect people, ideas, and learning. The role of formal leaders is to create the conditions for this and get out of the way. Change platforms break down silos and barriers to exchange knowledge, allowing diverse groups to share ideas, insights, co-create solutions, and launch experiments. They are discussed as a way to build energy for change from the ground up. Examples of successful change platforms are provided.
The slide deck from the workshop that Helen Bevan, Goran Henriks and on Anette Nilsson ran at the Jonkoping Microsystem Festival, Sweden on 28th February 2019 #qmicro
The Power of one, the power of many - Being a leader in a changing worldNHS England
The document summarizes the key themes and discussions from the #CNOSUMMIT conference. It discusses how change is driven not just by formal leaders but by "lone wolves", mobilizers, and organizers who build expertise, mobilize people, and grow new leaders. It emphasizes that the most successful activists at creating change are "organizers" who build distributed leadership networks. The document also notes that high performing teams are characterized by people being nice to one another and feeling connected through shared purpose and values.
Masterclass: the Sir Peter Carr Partnership AwardsHelen Bevan
The document discusses themes from Sir Peter Carr including making improvements from within existing systems, having an outward mindset of sharing and learning, and working interdependently rather than independently. It emphasizes finding shared purpose, connecting with informal networks, being a "superconnector", embracing diversity of thought, and making change through relationships rather than transactions.
This document provides an overview of how to be an effective change agent. It discusses several key points:
1. Change agents need power and influence over networks to drive change. Being a "superconnector" who is central in informal networks is more important than formal hierarchy.
2. Finding the 3% of influential people who drive 85% of influence can help change agents spread new ideas. These "superconnectors" are often not in formal leadership roles.
3. Change agents must learn to "rock the boat" and drive change without "falling out" of organizations. They must walk the line between conformity and rebellion to create change while maintaining relationships.
Where social movements meet co-design: participation in healthcare improvementHelen Bevan
This document discusses the concepts of co-design and social movements in healthcare improvement. It defines co-design as a participatory process that engages users and citizens in problem solving. The document advocates combining co-design with social movements to give people more agency and power in healthcare systems. It argues that the most effective activists are "organizers" who build distributed leadership networks and mobilize people to take action for change. The goal is to move beyond top-down and consultation models to more collaborative models of disruptive co-creation that inspire humanity.
This document discusses ways to empower change agents and influence organizations. It suggests that having influence through informal networks is more important than formal hierarchy. Only 3% of people in an organization typically influence 85% of others. These "superconnectors" are well-connected and go-to people for advice. The document also discusses the tension between conforming and rebelling to create change from within. It advocates for collective agency where people act together for change rather than top-down structures determining change. An example is given of a project empowering ambulance staff to collaboratively address issues like falls and mental health.
72 quotations that @HelenBevan posted with tweets during 2019Helen Bevan
Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate ad/or challenge you as they have me. Helen Bevan
Slides that @HelenBevan created to go with Twitter posts in 2019Helen Bevan
This document summarizes key concepts from several sources about organizational complexity and change leadership. Some of the main points discussed include:
- Organizations are complex adaptive systems with non-linear relationships and unintended consequences. Central control is not effective for complex organizations.
- The top leverage points for transforming systems are setting goals, paradigms and transcending paradigms. Building trust through relationships is also important.
- Mid-level managers play a key role in large-scale change by using networks to drive lasting change from the bottom-up while managing tensions.
- Communicating in a way that connects to audience values and goals, rather than one's own, helps influence change. Small, results-
Unleashing the transformational power of staff and patientsHelen Bevan
This document summarizes Helen Bevan's presentation at the Ambulance Leadership Forum 2019 about Project A. The presentation discusses unleashing the potential of frontline staff through finding informal influencers, like "superconnectors" who can spread ideas. It also talks about how Project A engaged over 900 people online to generate new ideas about improving ambulance services. The goal is to create "investors" in change rather than just "buyers" by meaningfully engaging frontline staff in developing solutions.
These are the slides for the pre-work film that Helen Bevan made for her ‘flipped classroom’ mini-course, M5, at the Institute for Healthcare Improvement (IHI) 26th Annual National Forum on Quality Improvement in Healthcare, 8th December 2014. You can watch the film here: https://www.youtube.com/watch?v=4bsCpZ6Gv10 In this film, Helen outlines some of the big drivers for change facing leaders today. This film amplifies the themes in the White Paper, ‘A new era of thinking and practice in change and transformation: A call to action for leaders in health and care.’ You can download the White Paper at http://www.nhsiq.nhs.uk/resource-sear....
To stay connected with the latest thinking on health and care transformation subscribe to The Edge, a virtual knowledge hub for change activists here:
http://theedge.nhsiq.nhs.uk
Follow Helen Bevan on Twitter at @HelenBevan
Social Change Storytelling Workshop at Parsons Design Studies SymposiumLee-Sean Huang
Slides from my Social Change Storytelling workshop at the Design Studies Symposium at Parsons The New School for Design, March 2014
http://adht.parsons.edu/designstudies/2014/03/07/
Driving Social Change: Best Practices for Business Leaders and Social Entrepr...Sustainable Brands
This document summarizes a report on best practices for driving social change through business initiatives. It reveals that three conditions are necessary for changing behavior: motivation, ability, and opportunity. It also provides 19 mechanisms that companies can use to promote positive behavioral changes, such as product labeling, partnerships, and cause marketing. The full report is based on an analysis of 123 academic and industry sources on social change projects in areas like health, environment, and civic engagement. It includes case studies of organizations that have led successful social change initiatives.
72 quotations that @HelenBevan posted with tweets during 2019Helen Bevan
Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate and/or challenge you as they have me. Helen Bevan
This document outlines an agenda for a virtual masterclass on making change happen using new and old forms of power. The agenda includes introductions, breakout group sessions using Zoom to discuss topics like new versus old power models, and a case study on virtual integrated care teams. The document provides instructions for using Zoom features and engaging in the breakout sessions. It emphasizes the importance of relationships, shared purpose, and mobilizing informal networks to drive transformational change.
The slide deck that Helen Bevan and Goran Henriks used in their course on "Fundamentals of Quality Improvement " at the International Forum on Quality and Safety in Healthcare, Taipei, 18th September 2019
Creating tomorrow today: a radical manifesto for leaders of health and careHelen Bevan
Slides from the talk "Creating tomorrow today" that Goran Henriks and Helen Bevan gave at #Quality2020 today. The slides set out the principles of "simple rules" for transformation & explains our 7 simple rules for leaders that we've developed over the past 9 years. #Quality2020
These are the slides for Module 2 of the School for Health and Care Radicals.
A golden rule for change activists: You can’t be a radical on your own. This module gives you an understanding of the power of working together by exploring communities of practice and social movements. We identify techniques for connecting with our own and others values and emotions to create a call for action.
Agenda:
•Why we can’t be radicals on our own: building communities for change
–What is a community and how can you find power within communities?
•What can we learn from leaders of social movements?
–The power of one, the power of many
–Calls to action – what are they and how are they powerful?
–What are the characteristics of people or groups within effective social movements?
–How to create change at scale
–What is strategy in this context and how can we define resources?
•Effective framing: telling our stories
–What is framing?
–How to connect with people to take action – connecting with emotions through values
–Creating your narrative and the power of telling stories
•Bridging disconnected groups
–Strong vs. weak ties
•Building your own community
–Who are your communities?
–How to build new communities
•Questions and call to action
Questions for reflection from this module:
•What learning and inspiration can you take from social movement leaders to help you in your role as an agent of change in health and care?
•How will you attract the attention of the people you want to call to action?
•Who are the people who are currently disconnected that you want to unite in order to achieve your goal for change? How can you build a sense of “us” with them?
Call to action from this module:
•Identify which communities you are currently part of and how you can utilise your existing communities for change.
•Reflect on who else you would like to be part of your community for change and take action to connect with them.
•Create your narrative or “call to action” to win other people to your cause.
AQuA Leading Transformational Change programme: masterclass with Helen BevanNHS Improving Quality
This document discusses the concept of change platforms and their advantages over traditional change programs. It notes that change platforms allow everyone, including service users and families, to help tackle challenges. They value diversity of thought and connect people, ideas, and learning. The role of formal leaders is to create the conditions for this and get out of the way. Change platforms break down silos and barriers to exchange knowledge, allowing diverse groups to share ideas, insights, co-create solutions, and launch experiments. They are discussed as a way to build energy for change from the ground up. Examples of successful change platforms are provided.
The slide deck from the workshop that Helen Bevan, Goran Henriks and on Anette Nilsson ran at the Jonkoping Microsystem Festival, Sweden on 28th February 2019 #qmicro
The Power of one, the power of many - Being a leader in a changing worldNHS England
The document summarizes the key themes and discussions from the #CNOSUMMIT conference. It discusses how change is driven not just by formal leaders but by "lone wolves", mobilizers, and organizers who build expertise, mobilize people, and grow new leaders. It emphasizes that the most successful activists at creating change are "organizers" who build distributed leadership networks. The document also notes that high performing teams are characterized by people being nice to one another and feeling connected through shared purpose and values.
Masterclass: the Sir Peter Carr Partnership AwardsHelen Bevan
The document discusses themes from Sir Peter Carr including making improvements from within existing systems, having an outward mindset of sharing and learning, and working interdependently rather than independently. It emphasizes finding shared purpose, connecting with informal networks, being a "superconnector", embracing diversity of thought, and making change through relationships rather than transactions.
This document provides an overview of how to be an effective change agent. It discusses several key points:
1. Change agents need power and influence over networks to drive change. Being a "superconnector" who is central in informal networks is more important than formal hierarchy.
2. Finding the 3% of influential people who drive 85% of influence can help change agents spread new ideas. These "superconnectors" are often not in formal leadership roles.
3. Change agents must learn to "rock the boat" and drive change without "falling out" of organizations. They must walk the line between conformity and rebellion to create change while maintaining relationships.
Where social movements meet co-design: participation in healthcare improvementHelen Bevan
This document discusses the concepts of co-design and social movements in healthcare improvement. It defines co-design as a participatory process that engages users and citizens in problem solving. The document advocates combining co-design with social movements to give people more agency and power in healthcare systems. It argues that the most effective activists are "organizers" who build distributed leadership networks and mobilize people to take action for change. The goal is to move beyond top-down and consultation models to more collaborative models of disruptive co-creation that inspire humanity.
This document discusses ways to empower change agents and influence organizations. It suggests that having influence through informal networks is more important than formal hierarchy. Only 3% of people in an organization typically influence 85% of others. These "superconnectors" are well-connected and go-to people for advice. The document also discusses the tension between conforming and rebelling to create change from within. It advocates for collective agency where people act together for change rather than top-down structures determining change. An example is given of a project empowering ambulance staff to collaboratively address issues like falls and mental health.
72 quotations that @HelenBevan posted with tweets during 2019Helen Bevan
Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate ad/or challenge you as they have me. Helen Bevan
Slides that @HelenBevan created to go with Twitter posts in 2019Helen Bevan
This document summarizes key concepts from several sources about organizational complexity and change leadership. Some of the main points discussed include:
- Organizations are complex adaptive systems with non-linear relationships and unintended consequences. Central control is not effective for complex organizations.
- The top leverage points for transforming systems are setting goals, paradigms and transcending paradigms. Building trust through relationships is also important.
- Mid-level managers play a key role in large-scale change by using networks to drive lasting change from the bottom-up while managing tensions.
- Communicating in a way that connects to audience values and goals, rather than one's own, helps influence change. Small, results-
Unleashing the transformational power of staff and patientsHelen Bevan
This document summarizes Helen Bevan's presentation at the Ambulance Leadership Forum 2019 about Project A. The presentation discusses unleashing the potential of frontline staff through finding informal influencers, like "superconnectors" who can spread ideas. It also talks about how Project A engaged over 900 people online to generate new ideas about improving ambulance services. The goal is to create "investors" in change rather than just "buyers" by meaningfully engaging frontline staff in developing solutions.
These are the slides for the pre-work film that Helen Bevan made for her ‘flipped classroom’ mini-course, M5, at the Institute for Healthcare Improvement (IHI) 26th Annual National Forum on Quality Improvement in Healthcare, 8th December 2014. You can watch the film here: https://www.youtube.com/watch?v=4bsCpZ6Gv10 In this film, Helen outlines some of the big drivers for change facing leaders today. This film amplifies the themes in the White Paper, ‘A new era of thinking and practice in change and transformation: A call to action for leaders in health and care.’ You can download the White Paper at http://www.nhsiq.nhs.uk/resource-sear....
To stay connected with the latest thinking on health and care transformation subscribe to The Edge, a virtual knowledge hub for change activists here:
http://theedge.nhsiq.nhs.uk
Follow Helen Bevan on Twitter at @HelenBevan
Social Change Storytelling Workshop at Parsons Design Studies SymposiumLee-Sean Huang
Slides from my Social Change Storytelling workshop at the Design Studies Symposium at Parsons The New School for Design, March 2014
http://adht.parsons.edu/designstudies/2014/03/07/
Driving Social Change: Best Practices for Business Leaders and Social Entrepr...Sustainable Brands
This document summarizes a report on best practices for driving social change through business initiatives. It reveals that three conditions are necessary for changing behavior: motivation, ability, and opportunity. It also provides 19 mechanisms that companies can use to promote positive behavioral changes, such as product labeling, partnerships, and cause marketing. The full report is based on an analysis of 123 academic and industry sources on social change projects in areas like health, environment, and civic engagement. It includes case studies of organizations that have led successful social change initiatives.
Social change refers to changes in social relationships and social behavior over time. It involves changes in culture, technology, population, environment, and other factors that influence human interactions and organizations. Some key points:
- Social change is inevitable as societies are dynamic and constantly evolving due to both internal and external factors.
- Major factors driving social change include cultural changes, technological advances, population shifts, environmental changes, and new ideas/attitudes.
- Conservative attitudes, lack of education/communication, economic limitations, personal interests resisting change, and strong attachment to traditions can act as barriers to social change.
- Theories of social change include evolutionary, conflict, and religious perspectives on how and why societies transform over
How to activate people for change? UX for Good is an initiative born in 2011 to use designer to create meaningful change tackling social challenges.
In 2014 the project tackled Rwanda's Genocide and from the research extracted the Inzovu Curve, a model to leverage emotions to create action.
CHANGE IS INEVITABLE.THE CHANGE IN EVERY ASPECT GIVES SOME IMPACT IN LIFE INCLUDING EDUCATION.THESE PRESENTATION ARE ABOUT IMPACT OF VARIOUS CHANGES IN PROFESSIONAL EDUCATION
This document discusses Marxist views on religion and social change. It addresses how religion can both inhibit and encourage change, providing examples like liberation theology. Liberation theology emerged in Latin America in response to poverty and human rights abuses. While the Catholic Church condemned it, liberation theology resisted state terror and mobilized the poor. The document also examines millenarian movements, which promised immediate improvement for the poor, and cargo cults in Melanesia responding to colonial exploitation. Religion can be used to maintain social control but also challenge the status quo through alternative visions or clergy supporting workers' organizations. Case studies show how religious leadership, organization, and support influenced levels of class conflict and militancy.
How does social change and social development happen? Learn how to apply the principles of social change from the civil rights, feminist, and environmental movements to make positive improvements to animal welfare in this deck from WAN's Strategic Advocacy Course. You can visit the course at our website at: worldanimal.net/our-programs/strategic-advocacy-course-new
This document discusses the concepts of social change and globalization. It defines social change as the modification or transformation of how society is organized over time. Some types of social change discussed include endogenous vs exogenous change and social development vs social cycles. Globalization is defined in terms of technology development, the global market, speeding up of transport, and a balance of uniformity and diversity. Both the positive and negative impacts of globalization are acknowledged.
This document discusses social change and its key aspects. It defines social change as a change in social structure or social relations. It notes that social change can originate internally from within a society or externally from outside forces. The document outlines several characteristics of social change, including that it is universal, continuous, inevitable, and varies in degree. It also discusses types of social change like alternative, redemptive, reformative, and revolutionary. Main factors that can cause social change are also summarized, such as demographic, cultural, technological, environmental, and psychological factors. The document stresses that social change is necessary in a rapidly changing world to address growing problems and inequality.
The document discusses social change at multiple levels. It defines social change as variations or modifications in social organization, groups, communities, institutions, or the roles and statuses of members. Social change is influenced by numerous interrelated factors including technology, culture, environment, communication, and values. The rate, form, direction, causes, and order of social change are described. Barriers and stimulants to change are also cultural, social, and psychological. The document also provides examples of social change in Philippine society through modernization.
The power of one, the power of many: applying social movement principles to h...Helen Bevan
The document discusses applying principles of social movements to healthcare improvement efforts. It outlines five key factors of successful social movements: defining the change wanted, identifying pillars of power, creating a spectrum of allies, attracting rather than overpowering others, and planning for success. The document emphasizes building commitment as well as compliance and connecting with people's emotions and values to motivate action for change. It also discusses different types of activists and argues that those who organize by growing distributed leadership are most effective.
Nhs change day a grassroots social movement - presentation by Jackie Lynton...NHSChangeDay
NHS Change Day is a grassroots social movement built on social media.
This presentation was made to the Association of Healthcare Communications and Marketing Annual Meeting in November 2014 by Jackie Lynton - Head of Transformation
NHS Horizons Group NHS IQ - and Joe McCrea - Social Media Lead for NHS Change Day -
This document summarizes a presentation given by Leigh Kendall of NHS Horizons on transforming maternity services. The presentation discusses Kendall's work supporting change agents in the NHS and tuning into innovative practices worldwide. It also shares a personal story about Kendall's son Hugo who was born prematurely and passed away, and how this experience motivated her advocacy and campaigning work. The presentation promotes building agency through relationships, mobilizing people rather than just structures, and connecting with influencers to drive conversations.
School for Health and Care Radicals one day school Bolton 26 May 2016Horizons NHS
The Horizons team from NHS England delivered a one day School for Health and Care Radicals for the North West Centre for Professional Workforce Development.
Date: 26th May 2016
Presenters: Kate Pound and Olly Benson
To find out more information about School for Health and Care Radicals follow this link http://theedge.nhsiq.nhs.uk/school/
1. Jackie Lynton is a social change activist who founded initiatives to inspire organizations and people to transform through social change.
2. In 2013, she launched Change Day in the NHS to harness the "human capital" of 1.7 million employees by creating a mass movement for sustainable improvement in patient care. Over 65,000 people pledged acts of change.
3. The movement grew exponentially, with 189,000 pledges in 2013 and over 800,000 in 2014, demonstrating that grassroots initiatives not led from the top can successfully inspire people and drive large-scale change when they feel autonomy and ownership over the goals.
Module 1: Being a health and care radical - change starts with meNHS Improving Quality
These are the slides for module one of The School for Health and Care Radicals, a five week virtual programme, designed to equip people across the health and care system with the core skills to improve their skills as change agents. It supports NHS Change Day 2014, the grassroots movement in which everyone who values the NHS can make a pledge of action to improve things for patients and the health and care system.
Big change only happens in health and care because of heretics and radicals: passionate people who are willing to take responsibility and work with others to make change happen. Being a radical isn't related to hierarchy or position and you don't have to work in the NHS or social care to qualify as one. Registrants to the school so far include patients and carers, students, senior leaders, improvement facilitators and clinical and care staff.
Starting on 31 January, there will be a live weekly web seminar which will be available to 'listen again', supported by a raft of other opportunities, including coaching and mentoring, virtual discussions and tweet chats, and an ever- expanding portal of useful resources.
Programme
The programme focuses on five modules over five weeks, 9:30 to 11:00 am GMT
• Friday 31 January: Being a health and care radical: change starts with me
• Friday 7 February: Forming communities: building alliances for change
• Friday 14 February: Rolling with resistance
• Friday 21 February: Making change happen
• Friday 28 February: Moving beyond the edge
Tweetchat
We will run a tweetchat each Wednesday from 16:00 to 17:00 GMT, based on the content of the module from the previous Friday. A tweetchat is a facilitated conversation using Twitter. The hashtag we will use for the tweetchats is #SHCRchat. The dates for the tweetchats are:
• 5 February
• 12 February
• 19 February
• 26 February
• 5 March
There is no charge to join the School of Health and Care Radicals and it is open to all, whatever your role or level, and whether or not you work in the NHS. There will be additional learning materials and opportunities in addition to the web seminars but there is no set syllabus for learners to work through - you can join for as much or as little as you want.
More information: http://changeday.nhs.uk/healthcareradicals
Being ready for the change that's coming Helen Bevan
The document discusses how healthcare is still organized like in 1917 and how new models of influence are emerging. It notes that 3% of people, called "superconnectors", influence 85% of others through open, shared networks rather than traditional top-down approaches. Trust in experts and institutions is declining globally. Patients and citizens are increasingly using social media and gaining agency. Successful change initiatives empower staff and focus on action, connection, and customization rather than traditional pilots and rollouts. Examples discussed include reducing delayed discharges and increasing community care through social campaigns like #endPJparalysis.
Helen Bevan presents to Kaiser Permanente’s Innovation Leadership NetworkNHS Improving Quality
Helen Bevan's presentation to members of Kaiser Permanente’s Innovation Leadership Network on Friday 4 October 2013 about NHS Change Day.
In 2013, the first NHS Change Day brought together thousands of NHS staff from across clinical and non-clinical areas of work, in a single day of collective action to improve care for patients, their families and their carers. More than 189,000 online pledges of action were made to make a positive difference to the NHS, proving that large scale improvement is possible in the NHS.
This document summarizes a discussion on enabling and sustaining large-scale change in health and care. It discusses the importance of informal networks in driving transformational change and connecting networks of people who want to contribute. It emphasizes building relationships, engaging people, and focusing on their energy, agency and motivation. The discussion promotes using social connections, discussion, and "superconnectors" to spread new knowledge and practices at scale. Tips include staying connected to values, building relationships, controlling the narrative, and finding your network to avoid working alone.
Fab Change Day Activists School (Newcastle)NHS Horizons
This document provides an agenda and information for a one-day event on supporting large scale change in the NHS and wider care system. The agenda includes topics such as the future of change, connecting with stories, and rolling with resistance. It also provides logistical details like times for coffee breaks and lunch. Graphics assess participants' confidence with change and connections to other change agents. The document discusses how the Horizons team supports improvement and change in healthcare systems through engagement with best practices. It encourages participants to get involved with the Fab Change Day initiative through pledges and campaigns.
Learning Event 2 of the Midlands Frailty Collaborative, bringing together 9 STP areas focusing on priorities and improvement approaches for transforming frailty services across the Midlands region.
Fab Change Day Activists School (Leeds)NHS Horizons
Slides used during the Fab Change Day Activists School (Newcastle) on Wednesday 14 September 2016 and delivered by the Horizons team. If you have any comments or questions about these slides, please email england.si-horizons@nhs.net.
This year, NHS Change Day is joining forces with The Academy of Fabulous Stuff to create Fabulous Change Day on Wednesday 19 October 2016. We hope that you will be able to take action on this date (and all year round) to improve things for patients, service users, families and colleagues.
Ahead of Fab Change Day, we’re running one-day training events at six venues round the country to build your skills in leading change and help you make a real difference to patients and staff.
The document discusses building social movements for change in healthcare. It notes that traditional, top-down approaches to change through targets and incentives are often not enough. Instead, three key aspects are needed: developing shared purpose among a wide group of people; embracing differences of opinion to have open discussions; and enabling frontline staff and communities to lead change. A case study highlights an initiative called NHS Change Day that engaged thousands of staff to make improvements from the ground up. The presentation argues for approaches like change platforms that value diverse ideas and give freedom to take action, rather than rigid change programs, to enable large-scale transformation in healthcare systems.
Jackie Lynton's presentation 'Disruption an agent of constructive change' at Health Education East Midlands - Quality Improvement Forum in Nottingham on 10 June 2015
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
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Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
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678-993-7195
jimsmith30024@gmail.com
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Copy of the presentation given at XP2024 based on a research paper.
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Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
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Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Sethurathnam Ravi: A Legacy in Finance and Leadership
Leading Social Change
1. Inspiring people & organisations to transform through social change
Master class
Jackie Lynton
Founder and Social Change Activist
Copenhagen - April 14 2016
@jackielynton
2. Objectives
1. Share ideas for how you can contribute to the Danish welfare system
2. My experience in NHS - Disruptive case study
3. 10 design principles for social change
4. How we can spark a movement
@jackielynton
3. The NHS is the 5th largest employer in the world
Source: BBC
13. What does it take to lead at the edge?
Leaders at the edge know how to take appropriate risk, inspire trust and create
opportunities to foster success for themselves and their teams/organisation.
1.Disruption is the new normal
2.Manage your boundary
3.Develop talent
4.Pay attention to what is hard wired
5.The edge is a new beginning
5 practical tips
@jackielynton
17. A call to action assumes
that we can end an
intolerable condition by
creating a burning
aspiration from which to
organise our resources
and seek commitment
Marshall Ganz
What is “intolerable” in your system/work now?
20. How did the great social movement thinkers
lead from the edge to change the world?
Why and why now?
NARRATIVE
Belong
Emotion
Feeling
Values
How and where?
ACTION
Contribute
Create
Connect
Lead
What and Who?
STRATEGEY
Know
Think
Understand
Logic
21. Connecting to other people values and emotions helps
us to be inspired to take action
22. Think of a social movement that you were inspired by
In pairs talk about what gave you the fire in your belly to join?
@jackielynton
24. How safe is it to speak up in your organisation?
Within any organization, it’s usually the
malcontents and rebels who are the first to sense
the impending demise of a much-loved business
model, and the first to see the value in wacky, new
ideas. Yet these folks are often muzzled rather than
encouraged to speak up.
Gary Hamel
Without the peoples voice the storyline never changes @jackielynton
28. NHS Change Day is a
grassroots movement with
the purpose of empowering
each other to take action to
improve health and care. It
connects people, bringing
them together to in turn do
something better together. It
celebrates and shares every
improvement we make better
together
A disruptive case study
@jackielynton
29. Audacity to imagine…
Probably the biggest initiative of collective action for improvement
in the history of the NHS
Creating a mass movement of people working together in and with
the NHS demonstrating the difference they can make, by one simple
act for sustainable improvement to improve care for people
@jackielynton
32. Must
do
Want to
do
Shared purpose
Goal – 65,000 pledges
Core leadership team
Personal pledge
Set a date
Website
Social media
Took risks
Courage & belief
Kept it simple!
Compliance
Commitment
2013
@jackielynton
33. What was happening in ‘the system’ at the time that
resonated and enabled Change Day to happen?
42. More than 802,000 pledges to take action
• 81 separate Campaigns
• 86 million twitter impressions
• 35,400 video views
• 95,000 daily reach on Facebook
• More than 98% of the activity
through volunteers
44. My pledge…..
Not let hierarchy get in
the way of patient care
What I did
Worked with the
hierarchy at an early
stage.
Seeking their support
with an explicit
understanding that they
respected the grassroots
nature of Change Day.
45. Bottom up approach with top down support
I urge as many people as possible to give their
support“
"NHS Change Day is a fantastic
opportunity to join a movement of
young leaders who want to make a
difference in the NHS
Jeremy Hunt
Health Secretary
Chief Nursing
Officer - England
Professor Sir Bruce Keogh
National Medical Director
It's especially an opportunity for the next
generation of junior doctors to effect change
in a practical and sustainable way"
46. Fun day for children Support group
with a stomas
48. Ashley Brooks
Patient Champion
‘Change Day gave me the
permission to use my energy in the
direction I wanted to use it’
Guardian service 30% shift in staff survey
49. Total 2012 Total 2013 Total All*
Would you feel safe raising
your concern?
Yes 752 58% 1072 80% 45,025 71%
No 192 15% 269 20% 6,999 11%
Would you feel confident your
Trust would address your
concern?
Yes 516 40% 932 70% 34200 54%
Staff Feedback:
The following responses in the 2013 NHS Staff Survey in
the Health, Wellbeing and Safety at Work category had
the largest overall shifts in the Trust when compared to
2012:
‘Would you feel confident your hospital would
address your concern?’
50. Students swap places
with patients in
mock ward
Change in University
nursing curriculum
Louise Trowse – Second year student
51. Tasting common
medicine for children
Discussing pharmacy
methods of improving
the taste
Dr Damian Roland
“The single most important skill I
learned from improvement leaders
was narrative. It connects us to the
reasons we were called to work for
the NHS. It will stay with me the
rest of my career.”
52. Jeharna sings for
children’s ward to say
thank you
‘I wanted to say thank
you to NHS staff for
the way my brother
was looked after when
he got knocked over,’
Staff feel appreciated
57. design
principles for
social change in
a system
What social change activists do
Adapted by Jackie Lynton
Influenced by Marshall Ganz, Gary Hamel and John Kotter
10
@jackielynton
58. 1. Create a compelling shared purpose
2. Learn to share your story
3. Develop leaders – everywhere
4. Create a sense of urgency
5. Use framing to create intentional actions
6. Co-create with diversity
7. Give permission
8. Organise as well as mobilise
9. Nurture weak and strong ties
10. Create the conditions for change to happen
A daring and inspiring exploration of the vastness and urgency of social change
10 principles for designing social change
@jackielynton
59. Co-create a shared
purpose
•WE take responsibility for creating
and sharing an understanding of why
what we are doing is necessary, the
impact of doing nothing, and who can
help us achieve our shared purpose. A
powerful shared purpose will attract
people to be part of creating the
future
@jackielynton
60. Learn to share your story
•WE develop our own narrative to
call others to action, inspire hope,
share the challenges and choices we
face, and show how small actions can
achieve more when we work together.
We support and coach others in
developing their stories, which are the
lifeblood of a social system @jackielynton
61. Develop leaders
- everywhere
•WE recruit, develop and coach
leaders everywhere - not using
hierarchies, but by connecting a
community of participants and
volunteers who commit to making
change happen for people. We are
relationship driven and understand
that people will own what they help
to create. @jackielynton
62. Create a sense of urgency
•WE create a burning ambition that
moves people from fear to hope,
focusing on intrinsic motivation and
energy, with a specific ask of others,
measurable goals and practical
change. We generate this source of
social energy, which will tip a project
or idea into a movement, not
mandated but inspired. @jackielynton
63. Use framing to create
intentional actions
•WE use data, measurement, the
current reality and hopes for a better
future to articulate and frame the
diagnostic, motivational and prognostic
case for change to win people to our
cause. This way of putting across a
relational message helps reveal why the
status quo or unacceptable condition
must change to motivate, connect and
inspire a deeper alchemy in the work.
64. Co-create with diversity
•WE embrace difference as a strength
and co-create with the wisdom of
people’s experiences, thoughts,
subversive voices and different
approaches to problem-solving to
accelerate and enrich potential around a
shared cause. We derive benefit from our
diverse experiences of who we are and
let go of who we think we ought to be.
@jackielynton
65. Give permission
•WE pay attention to power and influence in
the system, leveraging formal authority to
acknowledge and enable, rather than control
and lead; letting go of hierarchical power so
people at the grassroots are empowered -
because when people understand the
purpose of the change, they don’t need
permission to take the next step; they can
just do it - not because they have to but
because they want to.
@jackielynton
66. Organise as well as
mobilise
•WE strategise through our
distributed leadership community, use
social media to grow the movement
and structure our resources to build
resilience - seeking out new disruptive
sources of power, galvanising our
natural resources of commitment and
self-organising to create agility, speed
and spread. @jackielynton
67. Nurture weak and strong
ties
•WE connect people to people across
networks to take action, inspiring
others to join and act together,
stepping out of our comfort zone and
leaning into new untested
relationships where values are shared
and new trust emerges.
@jackielynton
68. Create the
conditions for
change to happen
•WE do the ‘work before the work’, relentlessly
connecting with people to enable the human
spirit to flourish and achieve purpose. We take
risks, walk with courage, create the space for
difficult conversations and encourage others to
bring their authentic selves. We work with
grassroots as well as in the space being created,
where previously untapped possibilities generate
boundless creativity and innovation.
@jackielynton
69. On your tables share the
challenges and opportunities of
practically using social change
principles to support change in the
welfare system.
Agree 1 question/thought per
table that you want to ask/share
70. What have we learnt?
Transformation or more Information?
71. Making a change for
better together.
It’s not an end in itself!
Untapped potential
88. 1986
1. I did not feel heard or supported
2. Let down by my profession
3. I felt powerless
4. I was part of a top system that
didn’t protect vulnerable people
95. This picture was taken from
my hotel window in
Scotland, when I asked
myself some of the most
important questions….
Lock Linnhe, Fort William, Highlands of Scotland
96. The five searching questions
1. What is my purpose?
2. Why am I sabotaging myself?
3. What yearns for greater creativity and autonomy?
4. How can I bring my authentic self?
5. What is my story?
97. It wasn’t about trying to move the mountain
it was about climbing it
Together/WeAlone/Me
103. Now I don’t!
Now I bring my authentic self to work
I had to be
someone else
to fit in
@jackielynton
104. Reconnected with my values and having a greater
sense of purpose and power in my work and life
@jackielynton
105. Chloe
I was inspired by the caring,
creative and committed people I
met in the NHS and realised I need
to fulfil a sense of purpose in
using my skills and passion in
helping others.
I want ……
106. Call to action
¨The more you share your story, you create hope, and the more
you create hope, the more you can create power for change.¨
Jackie Lynton
Share
your
story
@jackielynton
107.
108. Sharing you story
1. Tell a story (name, gifts, community)
2. Make it personal
3. Be authentic
110. story of
self
call to leadership
story of
now
strategy & action
story of
us
shared values &
shared experience
PURPOSE
Marshall Ganz
Public Narrative
111. Creating our narrative
• Challenge: What was the challenge? Why was it a challenge?
• Choice: What were the choices? Why did you make the choice you
did? Where did you get the courage or hope? How did it feel?
• Outcome: How did the outcome feel? Why did it feel that way? What
do you want us to feel?
Source: Marshall Ganz
116. Hope
As leaders what if we hold hope for them,
inspire hope with them,
give hope back to them,
so that people can do great things
we never thought possible
@jackielynton
119. When hope germinates it's powerful,
When power is divided it's shared,
When hope is restored and people connect
with a shared purpose and take action,
it's possible to spark a movement for change.
Jackie Lynton
@jackielynton