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.

1. With inspiration from
Sir Peter Carr:
making change happen
from within
Helen Bevan
@HelenBevan
#SirPeterCarr

2. Themes from Sir Peter Carr
• Making improvement happen
from inside the system
• An outward mindset: share and
learn
• Working inter-dependently
rather than independently
• Working together with shared
purpose

3. 3 |
My improvement journey: pick three cards
2. “Where are you now (here)?”
One card for how you think and act now
3. “Where are you going (to there)?”
One card about possibilities for your future
1. “Where are you from?”
One card that captures how you thought and
acted when you first thought of yourself as a
change agent or leader of improvement

4. 4 |
My improvement journey: pick three cards
2. “Where are you now (here)?”
One card for how you think and act now
3. “Where are you going (to there)?”
One card about possibilities for your future
1. “Where are you from?”
One card that captures how you thought and
acted when you first thought of yourself as a
change agent or leader of improvement

5. Transformations is
a tool for understanding key patterns in your life,
individually and together in groups, organisations and
communities.
@HelenBevan #OHAlearning

6. 6 |
As I have gone through life, I have found difficulty
with the concept of a divine maker. At times though,
there have been some pretty bizarre “rocks” thrown
at me that might persuasively argue for the
existence of the devil
Sir Peter often challenged the status
quo and often found it tough

7. “New truths begin as heresies”
(Huxley, defending Darwin’s theory of natural selection)
Source of image:
installation by the
artist Adam Katz
www.thisiscolossal.com
Via @NeilPerkin

8. Source: @NHSChangeDay
8@helenbevan #SirPeterCarr

9. Jeremy Heimens, Henry Timms New Power: How it’s 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

10. What do we mean by power?
Power is the
ability to produce
intended effects
Bertrand Russell

11. 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

12. People who are highly connected have
twice as much power to influence
change as people with hierarchical
power
Leandro Herrero
http://t.co/Du6zCbrDBC

13. Find the 3% “super-connectors”!
Source: Organisational Network Analysis by Innovisor
Just 3% of
people in the
organisation or
system typically
influence 85% of
the other people
.Influencers

14. Why superconnectors?
A major cause of change failure is poor dialogue with
the informal organisation
The 3% informal influencers:
• Have the relationships, networks, content and context
• drive the perceptions of other people
• are the go-to people for advice
• make sense of things and reduce ambiguity for others
• Are trusted by peers more than formal leaders are
trusted
• Are largely unknown to formal leaders
Source: Innovisor
Source of
graphic: The
Strategy Group

15. Find the 3%: meet David Morgan,
North East Ambulance Service
• “Dave knows everyone in the
ambulance service, not just in
the North East ”
• “He’s really influential on Twitter
and loads of ambulance staff use
Twitter for work topics”
• “Dave wants to help you sort out
issues”
• “He is respected by senior
people and by frontline”

16. Sources
Innovisor Evidence-based change
McKinsey Tapping the power of hidden influencers
Mike Klein Internal influencers: actionable and no longer optional
How do you find your superconnectors?
Ask other people!
Who do you
go to for information
when you have concerns
at work?
Who’s advice do you
trust and resect?

17. What does this mean for me?
- Build your connections
and relationships
- Be a model of trust and
positive behaviours
- Always, always follow up
Be a
superconnector
Source of
graphic: The
Strategy Group

18. What does this mean for me?
- Build your connections
and relationships
- Be a model of trust and
positive behaviours
- Always, always follow up
Be a
superconnector
- Get their insights
- Engage them in
change
- Stay connected for the
long haul
Find your
superconnectors

19. 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

20. On their own, laws, processes and
structures are not enough
In my view, the law had to be balanced in its
construction of rights and obligations,
providing for and bearing on all sides
equally…The law had to provide open and
equal access.
Sir Peter Carr

21. Tomorrow’s management
systems will need to value
diversity, dissent and
divergence as highly as
conformance, consensus
and cohesion.”
Gary Hamel

22. What happens to
rebels/heretics/radicals/mavericks
in organisations?
Source of image: thinglink.com
?
@helenbevan #SirPeterCarr

24. Source: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out

25. 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 #SirPeterCarr

26. Source: adapted from Rebels at Work

27. “A cynic, after all, is a
passionate person who
does not want to be
disappointed again.”
Source of graphic: Benjamin Zander’s TED talk

28. Source of image: Tord the Meme
by Marley Bryn
The world feels
terrible if I
choose to
distrust it
Marcella Bremer

29. Source: adapted from Rebels at Work

30. Source: adapted from Rebels at Work

31. 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 spotter’s 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 #SirPeterCarr

32. 32 |
In the long
history of humankind
(and animal kind too)
those who learned
to collaborate and improvise
most effectively
have prevailed.
Charles Darwin

33. World Café Sessions
Learn from our finalists

34. 34
World Café Sessions
How this will work:
• Each finalist team has a table
• Each World Cafe session lasts
nine minutes
• Allow time for conversation
• Get around five tables in the next
50 minutes

35. Working inter-dependently, not
independently
We did not change the world in our hectic activity with the
[City Action Teams]. One the other hand, we did generate
a lot of jobs, promoted a wide range of new opportunities
and put in place some helpful permanent facilities. More
than that we demonstrated the benefits of
interdepartmental co-ordination and the best way in which
central and local government could work together to
promote economic regeneration.
Sir Peter Carr

36. Complex systems are driven by the quality of the
interactions between the parts, not the quality of the parts.
Working on discrete parts or processes can properly bugger
up the performance at a system level. Never fiddle with a
part unless it also improves the system
@ComplexWales
Source of image: Eclipse

37. An independent initiative
Supported by specific
tools & information
Within a
clear
boundary
Improve
smoking cessation rates
amongst people living
with asthma and COPD

38. An independent initiative An inter-dependent initiative
Improve
the response to
someone presenting
to primary care in a
mental health crisis
Primary
care
Emergency
Department
Mental
health
service
Supported by specific
tools & information
• Social and
collaborative
• Built on shared
purpose
• Multiple methods
Within a
clear
boundary
Improve
smoking cessation rates
amongst people living
with asthma and COPD

39. My organisation/group
My interests
Silos
Tunnel vision
Behaviours that protect
and advance me or my
group
The bigger system
Our shared purpose
Collaboration
Awareness
Behaviours that
advance the collective
result
Inward mindset Outward mindset
Source: The Arbinger Institute
@helenbevan #SirPeterCarr

40. The power of shared purpose
If major changes [are undertaken] in the
institutions, in processes and functions…then
[all services] have to be enjoined in that
cultural development and change at the same
pace.
Sir Peter Carr

41. Why shared purpose?
[Shared] purpose goes way deeper
than vision and mission; it goes right into
your gut and taps some part of your primal
self. I believe that if you can bring people with
similar primal-purposes together and get
them all marching in the same direction,
amazing things can be achieved.
Seth Carguilo
@HelenBevan #SirPeterCarr

42. Improvement is
anchored in purpose
@HelenBevan #SirPeterCarr

43. Don’t confuse PURPOSE
with AIM
• An aim is setting a determined course in order to
achieve a set goal within a specific timescale
• Purpose seeks to make explicit the reason behind
something that is being done. Purpose defines WHY we
are doing what we are doing, and WHAT we hope to
achieve from it
@HelenBevan #SirPeterCarr We need BOTH but shared purpose comes before aim

44. We have to reconnect our health and care
actions back to the shared purpose at the
founding of the NHS, back to principles of
social justice
Prerana Issar
Chief People Officer, NHS
Definition adapted by
Helen Bevan from Janet
Finn and Maxine@HelenBevan #SirPeterCarr

45. The Change
Model
https://www.englan
d.nhs.uk/sustainable
improvement/chang
e-model/
@HelenBevan #SirPeterCarr

46. Mark Jaben on the science behind resistance
What NOT to do
But what we do do
Engage people
here

47. Mark Jaben on the science behind resistance
What NOT to do
(but what we usually do)
We don’t need buyers (who “buy-in” to change)
We need investors
What TO do
Engage
people here
Engage
people here

48. Leaders 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
organisational system]
What an organisation’s leaders pay close attention to and
shower with time — not what they say — will provide the
best clues about its culture.
Source of image:
vintage-radio.com
@HelenBevan #SirPeterCarr

49. Avoiding “de facto” purpose
Source: Delivering Public
Services That Work: The
Vanguard Method in the
Public Sector
• What leaders pay attention to matters to staff, and
consequently staff pay attention to that too
• Shared purpose can easily be displaced by a “de facto”
purpose:
 hitting targets, standards or key performance indicators
 reducing costs
 reducing length of stay
 complying with regulators
 completing activities within a timescale and budget
• 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
• De facto purpose is toxic and blocks engagement
“de facto” means
that something
exists in reality even
if it isn’t intended

50. “I have some key performance
indicators for the next 12
months”
or
“I have a dream”
Source: @RobertVarnam@HelenBevan #SirPeterCarr

51. How do we create shared purpose?
Create a safe
space
Look for
commonalities and
understand
differences
Create a
statement of
purpose
@HelenBevan #SirPeterCarr

53. Our shared purpose:
#EndPJParalysis
@HelenBevan #SirPeterCarr

55. Purpose is the deepest dimension within us – our
central core or essence – where we have a profound
sense of who we are, where we came from and
where we’re going. Purpose is the quality we choose
to shape our lives around. Purpose is a source of
energy and direction.
The “purpose” test:
Does your proposed purpose fit with
this?
@HelenBevan #SirPeterCarr

56. If we want people to take action, we have to connect with
their emotions through values
action
values
emotion
Source: Marshall Ganz
@HelenBevan #SirPeterCarr

57. Change starts with me

58. After 60 years of public service
I now remain as restless and unsettled as ever I
was in my teens and still in search of the next
challenge.
I fear it will remain ever so
Sir Peter Carr

59. 1. What were the main things you
learnt from this session?
2. How could this be useful to you?
3. What might you do differently as
a result?
Adapted from Bennet‐Levy & Padesky, 2014@helenbevan #SirpeterCarr

60. The “two levels down” rule
What can I achieve in:
a year?
a month?
a week?
a day?
an hour?
If you think your idea will
take a year to test and
implement, consider what
you could achieve in a week
If you think it
will take a week,
what you could
achieve in an
hour?
Source: Paul Plsek