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.
The document discusses principles for scaling up and spreading innovations in healthcare. Some key points:
1. Spreading innovations is a complex, iterative process that requires understanding perspectives from both a system-wide "balcony view" and an individual patient "dancefloor view".
2. Successful spread relies on developing innovations through co-production with end users and understanding how changes affect individuals' work.
3. Networks and relationships are more important to spread than any other factor. Creating communities and connections between adopters helps maintain momentum.
4. Leadership must shift from an inward to outward mindset to energize individuals and generate pull for innovations through their value to solving local priorities.
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
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.
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.
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.
The document discusses principles for scaling up and spreading innovations in healthcare. Some key points:
1. Spreading innovations is a complex, iterative process that requires understanding perspectives from both a system-wide "balcony view" and an individual patient "dancefloor view".
2. Successful spread relies on developing innovations through co-production with end users and understanding how changes affect individuals' work.
3. Networks and relationships are more important to spread than any other factor. Creating communities and connections between adopters helps maintain momentum.
4. Leadership must shift from an inward to outward mindset to energize individuals and generate pull for innovations through their value to solving local priorities.
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
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.
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.
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 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.
Leading change: Goran Henriks and Helen Bevan workshopHelen Bevan
The document discusses resistance to change from different perspectives. It explores viewing resistance through an "old power" lens, where change is planned and resistance is overcome, versus a "new power" lens, where resistance is inevitable and should be embraced. The roles of change agents are discussed from both perspectives, with the new power view emphasizing creating conditions for transformational conversations and reflecting together. Various quotes on topics like planned change, resistance indicators, and rejection are also presented.
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.
The slide deck presented by Helen Bevan at the Nurses in Management and Leadership Forum and RCN Executive Nurse Network at the RCN Congress on 15th May
How to take the power to influence and transformHelen Bevan
This document discusses strategies for influencing change and transforming organizations. It discusses the concept of "new power" which is made by many, pulled in, shared, and open, compared to "old power" which is held by a few and pushed down. It also discusses how informal social networks can be more influential than formal hierarchies. The document emphasizes empowering staff and activists within organizations to drive change from the bottom up. It stresses the importance of agency over structure in enabling positive change.
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.
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.
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.
The document discusses the risks and challenges of being a "boat rocker" or rebel within an organization. It notes that those who challenge the status quo may feel disempowered and forced to conform, or may leave the organization if they cannot reconcile their values. There is also a risk of becoming a "troublemaker" by too stridently challenging the status quo in a self-defeating way. To successfully enact change, one must find a way to rock the boat but still stay in it, and build relationships to effect change rather than disrupt and alienate others.
The new era of change and transformationHelen Bevan
The slides that Helen Bevan presented at #LIIPSforum2016 25th November 2016. The event is organised by the Leicestershire Improvement, Innovation and Patient Safety Unit of the University of Leicester
This document summarizes the Advancing Sustainability Leaders program, which aims to advance sustainability in local councils. The program is a 9-month leadership development initiative run by Water for Life, the NSW Metropolitan Water Directorate, and the Australian Research Institute for Environment and Sustainability. It includes a leadership retreat, coaching, feedback sessions, and aims to create tangible change in the participants' organizations. Past results have shown significant changes occurring within 9 months. The session will also include an experiential game about diffusion of innovations to demonstrate how new ideas can spread through a culture.
How to create change that sticks and spreadsNHS Horizons
This document discusses key concepts related to the diffusion, spread, and scaling of innovations in healthcare. It begins with definitions of diffusion, spread, and going to scale. It then discusses the importance of measuring success based on a program's ability to achieve large scale and be sustained over time. The document provides examples of large scale improvement programs in the NHS that achieved widespread adoption. It also discusses common patterns observed in pilot programs that attempt to spread, such as a lack of focus on spread during the pilot, failure to engage adopters in new contexts, and sustainability challenges. Overall, the document emphasizes the importance of engaging local stakeholders, understanding different adoption patterns, and taking an adaptive approach to spreading programs based on local needs and capabilities.
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.
Leading change: Goran Henriks and Helen Bevan workshopHelen Bevan
The document discusses resistance to change from different perspectives. It explores viewing resistance through an "old power" lens, where change is planned and resistance is overcome, versus a "new power" lens, where resistance is inevitable and should be embraced. The roles of change agents are discussed from both perspectives, with the new power view emphasizing creating conditions for transformational conversations and reflecting together. Various quotes on topics like planned change, resistance indicators, and rejection are also presented.
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.
The slide deck presented by Helen Bevan at the Nurses in Management and Leadership Forum and RCN Executive Nurse Network at the RCN Congress on 15th May
How to take the power to influence and transformHelen Bevan
This document discusses strategies for influencing change and transforming organizations. It discusses the concept of "new power" which is made by many, pulled in, shared, and open, compared to "old power" which is held by a few and pushed down. It also discusses how informal social networks can be more influential than formal hierarchies. The document emphasizes empowering staff and activists within organizations to drive change from the bottom up. It stresses the importance of agency over structure in enabling positive change.
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.
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.
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.
The document discusses the risks and challenges of being a "boat rocker" or rebel within an organization. It notes that those who challenge the status quo may feel disempowered and forced to conform, or may leave the organization if they cannot reconcile their values. There is also a risk of becoming a "troublemaker" by too stridently challenging the status quo in a self-defeating way. To successfully enact change, one must find a way to rock the boat but still stay in it, and build relationships to effect change rather than disrupt and alienate others.
The new era of change and transformationHelen Bevan
The slides that Helen Bevan presented at #LIIPSforum2016 25th November 2016. The event is organised by the Leicestershire Improvement, Innovation and Patient Safety Unit of the University of Leicester
This document summarizes the Advancing Sustainability Leaders program, which aims to advance sustainability in local councils. The program is a 9-month leadership development initiative run by Water for Life, the NSW Metropolitan Water Directorate, and the Australian Research Institute for Environment and Sustainability. It includes a leadership retreat, coaching, feedback sessions, and aims to create tangible change in the participants' organizations. Past results have shown significant changes occurring within 9 months. The session will also include an experiential game about diffusion of innovations to demonstrate how new ideas can spread through a culture.
How to create change that sticks and spreadsNHS Horizons
This document discusses key concepts related to the diffusion, spread, and scaling of innovations in healthcare. It begins with definitions of diffusion, spread, and going to scale. It then discusses the importance of measuring success based on a program's ability to achieve large scale and be sustained over time. The document provides examples of large scale improvement programs in the NHS that achieved widespread adoption. It also discusses common patterns observed in pilot programs that attempt to spread, such as a lack of focus on spread during the pilot, failure to engage adopters in new contexts, and sustainability challenges. Overall, the document emphasizes the importance of engaging local stakeholders, understanding different adoption patterns, and taking an adaptive approach to spreading programs based on local needs and capabilities.
How to create change that sticks and spreadsNHS Horizons
This document discusses key concepts related to the diffusion, spread, and scaling of innovations in healthcare. It begins with definitions of diffusion, spread, and going to scale. It then discusses the importance of measuring success based on a program's ability to achieve large scale and transformational impact. The document provides examples from the author's experience spreading large scale change in the UK NHS. It discusses factors that enable or inhibit spread, such as engaging local contexts and building intrinsic motivation. It also analyzes common patterns that limit the spread of innovations from pilot programs. Overall, the document emphasizes the importance of co-design, local adaptation, leadership engagement, and building receptive contexts to successfully spread new ideas and changes at scale.
This document summarizes a talk given by Helen Bevan and Goran Henriks on leading change in complex systems. Some key points discussed include:
- The people who formally lead organizational change are different than those who informally drive change through activist networks.
- Traditional models of spreading change through pilot sites are flawed, and new approaches focused on co-design and social networks are needed.
- Individual change leaders cannot create widespread transformation alone - it requires building teams and networks of collaborators.
Gill Phillips Self Care conference 25-09-2017 - finalWhose Shoes?
Gill Phillips discusses using social movements to catalyze change. She describes how the Whose Shoes? tool gets different perspectives talking about important issues. Phillips emphasizes the importance of storytelling, building social media engagement, and crowdsourcing ideas from all voices to inspire action and system change around topics like self-care and maternal experience. She encourages attendees to find their passion and "just do it" to make an impact.
Thinking differently in the NHS - Zoe Lord - Change Management InstituteZoe Lord
The document discusses how the NHS in England is using new approaches like crowdsourcing and hackathons to drive innovation and improvement. It provides examples of crowdsourcing initiatives used by the NHS to gather staff input on barriers to change and potential solutions. It also describes a hackathon held to explore new approaches to supporting change across health and care services. The document advocates these new methods as helping to accelerate change and get better outcomes compared to traditional change programs.
How change platforms can help transform the NHS - pop up uni, 10am, 2 septemb...NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
#OccupyInnovation_Keynote on Design Thinking in the Enterprise at HTGT Summit...Moodi Mahmoudi
Innovation is not an art, but a science. Many seem to believe innovation is some sort of magical craft, able to be harnessed only by voodoo masters, visionaries gifted with special abilities. That belief is false. The capabilities needed to crack innovation’s code might not occur innately in all people, but it can certainly be embedded, replicated, and scaled at all levels of any organization. By being question-centric, building on insights rather than ideas, and hardwiring processes rooted in design thinking, the veil is lifted from what was once thought impossible — innovation for everyone, every day.
Collective leadership - Zoe Lord & Kate PoundZoe Lord
This document discusses collective leadership and provides examples from the NHS. It defines collective leadership as everyone taking responsibility for the success of the organization, not just their own jobs. Benefits include strength, creativity, staff engagement, and sustainability. The document discusses how collective leadership requires distributing leadership power throughout an organization. It provides NHS examples of collective leadership and discusses how collective leadership can be created by establishing the right environment with social, spiritual, psychological, physical, and intellectual energy.
This document discusses creating social movements for change. It notes that change is now happening more rapidly through 30-60 day projects and rapid testing instead of long multi-year projects. For change to happen, networks of people who want to contribute must be connected. The most effective type of activists for delivering change are organizers, who build power by growing leaders through a distributed network. Creating a social movement for change involves defining the change wanted, identifying allies, and attracting rather than overpowering others to build a plan to achieve and sustain victory.
The document discusses building a learning community for transformational change through an integrated care and support programme. It emphasizes the importance of adopting an open innovation approach to ensure learning from pilot programmes can be successfully replicated and scaled. Specifically, it recommends that pioneer sites continuously seek input from external experts, involve many stakeholders in the innovation process, and make people in other localities feel invested from the start so changes are adopted willingly rather than imposed. The overall goal is to establish a learning community where knowledge and best practices are shared openly to drive system-wide transformation.
School for Change Agents Module 2: The power to make a differenceNHS Horizons
The document provides information about a session on building power and agency for change. It includes:
1) An introduction and welcome from the presenter Helen Bevan along with the support team for the session.
2) A discussion of the concepts of change agency, building individual and collective power, and shifting from old to new models of power.
3) An exploration of building agency through emphasizing progress, intrinsic motivation, relationships, and social movements.
4) The presentation of design principles for spreading change, including making ideas actionable, connected, and extensible.
Lessons from large scale change:research and practice. This presentation was delivered by Helen Bevan on 18 July for Academic Health Science Networks (AHSN) at a Kick Start event.
Helen Bevan, Delivery team, NHS Improving Quality
@helenbevan
@NHSIQ
An extended slide set for the Helen Bevan and Jodi Brown talk on the power of change platforms at NHS Expo on 2nd September 2015.
There is also a blog and Storify summary to go with this slide set. Download them here: https://t.co/bUnaSPxHyR
Follow us on Twitter
@HelenBevan @JodiOlden
@TheEdgeNHS
Shaking up the world of healthcare improvementHelen Bevan
This document contains a transcript from a presentation by Helen Bevan on the topic of change platforms. Some key points discussed include:
- Change is happening faster due to new technologies and more networked organizations
- Traditional top-down change management is being replaced by change platforms that allow ideas and solutions to emerge from across organizations in a more collaborative way
- Effective change agents build strong informal networks within their organizations rather than relying solely on formal hierarchy
- Knowledge sharing is most effective through social connections and discussion rather than documentation alone
- Various examples are provided of organizations that have successfully used platforms and crowdsourcing to enable change
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.
Similar to Moving to action: new era thinking on spreading and scaling change (20)
This document provides a summary of 35 graphics that the author Helen Bevan used in their Twitter and LinkedIn posts in 2023. It begins with some context about the author's experience with social media over 15 years and how platforms and content have changed. The document then shares the graphics without text, with most originating from other sources that are cited. It aims to re-share popular graphics from the year that inspired learning about improvement, change and building connections across sectors.
This document provides a summary of 34 graphics that the author Helen Bevan used in their Twitter and LinkedIn posts in 2023. It begins by providing context about the author's experience with social media over 15 years and how platforms and content have changed. The document then shares the graphics without text, with most originating from other sources that are cited. It aims to inspire readers by re-sharing popularly engaged content from the past year covering topics like collaboration, change management, leadership, learning organizations and more. The original sources for each graphic are said to be easily found by those interested in reading more.
The document discusses using personas in redesigning health and care services. It explains that personas represent typical users and allow service designers to understand different users' needs, experiences, behaviors and goals. The document provides an example of a famous persona named Esther that was used to improve the Swedish healthcare system. It stresses that personas should be based on research and data, not stereotypes, and should evolve over time. Designers are advised to use personas to test their designs from the perspective of different users and ensure the designs will benefit the majority.
Belonging and creating an environment where people feel valued and recognized for their unique contributions is important for employee engagement and inclusion. Feeling a strong sense of belonging, where one's uniqueness is appreciated, leads to greater confidence, performance and likelihood of advancement. In contrast, those from underrepresented groups often report weaker feelings of belonging, which can negatively impact their career progression. To foster true belonging, organizations must embrace diversity and work to understand each individual.
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.
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.
Sustainable change at scale and pace: How do we create change that sticks and...Helen Bevan
1) Sustainable change requires creating change that both sticks and spreads over time through adaptation. It is viewed both as an outcome where benefits are maintained and an ongoing process of continuous improvement.
2) The factors that support sustainability are also factors that enable effective spread, such as focusing on value rather than just the innovation itself and considering spread from the user's perspective.
3) Health systems are complex and adaptive, so treating spread as a complicated process does not work. Spread is determined by interactions between parts of the system, not just the parts themselves.
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
This document provides instructions for a virtual group activity called "Future Backwards" which helps participants envision potential futures. The activity involves:
1. Mapping the current state on issues like where we live using post-its.
2. Looking backwards to discuss key past events that explain the current situation.
3. Imagining ideal and nightmare future scenarios and mapping them with post-its.
4. Looking backwards again from the future scenarios to envision causal events that could lead from the present to those potential futures.
The activity is designed to expand thinking about possible futures, help understand different perspectives, and inform strategic planning. It will be conducted on Jamboard in breakout groups using post-its to
How we move forward together as students, professionals, patients & societyHelen Bevan
This document discusses different metaphors used around COVID-19 and their implications for power dynamics. It notes that metaphors likening the pandemic to a war, crime, or portraying medical workers as superheroes imply a need for top-down command and control. Alternatively, metaphors framing it as a collective journey emphasize interdependence, community, and positive human actions. The document advocates building "new power" through skills like networking, information sharing, and empowering communities as in Sweden's "living library" patient leader group. Finally, it stresses the importance of uniting and marching together toward the future.
NHS People Plan implementation unconferenceHelen Bevan
The document summarizes an unconference event aimed at generating ideas to help implement the NHS People Plan. The plan seeks to make the NHS the best place to work by improving staff experience, leadership culture, and transforming and growing the workforce. The unconference utilized an open space format to unleash the power and wisdom of diverse NHS people. Participants were encouraged to pitch discussion topics and collectively create the agenda to have open conversations about challenges in implementing the People Plan and helping the NHS become the best place to work.
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
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-
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.
Activities for audience interaction at the International Forum on Quality and...Helen Bevan
The slides that Helen Bevan used for the interactive plenary session at the International Forum on Quality and Safety in Healthcare, Taipei, 20th September 2019 #Quality2019
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 #Quality2019
Kosmoderma Academy, a leading institution in the field of dermatology and aesthetics, offers comprehensive courses in cosmetology and trichology. Our specialized courses on PRP (Hair), DR+Growth Factor, GFC, and Qr678 are designed to equip practitioners with advanced skills and knowledge to excel in hair restoration and growth treatments.
Travel Clinic Cardiff: Health Advice for International TravelersNX Healthcare
Travel Clinic Cardiff offers comprehensive travel health services, including vaccinations, travel advice, and preventive care for international travelers. Our expert team ensures you are well-prepared and protected for your journey, providing personalized consultations tailored to your destination. Conveniently located in Cardiff, we help you travel with confidence and peace of mind. Visit us: www.nxhealthcare.co.uk
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
Osteoporosis - Definition , Evaluation and Management .pdfJim Jacob Roy
Osteoporosis is an increasing cause of morbidity among the elderly.
In this document , a brief outline of osteoporosis is given , including the risk factors of osteoporosis fractures , the indications for testing bone mineral density and the management of osteoporosis
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Cell Therapy Expansion and Challenges in Autoimmune DiseaseHealth Advances
There is increasing confidence that cell therapies will soon play a role in the treatment of autoimmune disorders, but the extent of this impact remains to be seen. Early readouts on autologous CAR-Ts in lupus are encouraging, but manufacturing and cost limitations are likely to restrict access to highly refractory patients. Allogeneic CAR-Ts have the potential to broaden access to earlier lines of treatment due to their inherent cost benefits, however they will need to demonstrate comparable or improved efficacy to established modalities.
In addition to infrastructure and capacity constraints, CAR-Ts face a very different risk-benefit dynamic in autoimmune compared to oncology, highlighting the need for tolerable therapies with low adverse event risk. CAR-NK and Treg-based therapies are also being developed in certain autoimmune disorders and may demonstrate favorable safety profiles. Several novel non-cell therapies such as bispecific antibodies, nanobodies, and RNAi drugs, may also offer future alternative competitive solutions with variable value propositions.
Widespread adoption of cell therapies will not only require strong efficacy and safety data, but also adapted pricing and access strategies. At oncology-based price points, CAR-Ts are unlikely to achieve broad market access in autoimmune disorders, with eligible patient populations that are potentially orders of magnitude greater than the number of currently addressable cancer patients. Developers have made strides towards reducing cell therapy COGS while improving manufacturing efficiency, but payors will inevitably restrict access until more sustainable pricing is achieved.
Despite these headwinds, industry leaders and investors remain confident that cell therapies are poised to address significant unmet need in patients suffering from autoimmune disorders. However, the extent of this impact on the treatment landscape remains to be seen, as the industry rapidly approaches an inflection point.
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3. What to expect in the next 60 minutes
• Polls via Slido
• 7 principles to increase spread and scale
• The 7 principles in practice
• Co-coaching
• Model of system convening
• System convening in practice
4. 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?
Slido.com
5. A poll
To what extent is spreading change a
challenge in your role?
A very big
challenge
Not a
challenge
Slido.com
7. The reality of spread
#nhsspread @ExpoNHS #Expo19NHS
“Isolated islands of
improvement effect”
(lack of spread)
8. Spread is a…
…dynamic, reciprocal
interacting, iterative and
evolving activity...not linear
and mechanistic
…developmental,
contextualised, adaptive,
learning and social process
#nhsspread @ExpoNHS #Expo19NHS
10. 7 interconnected principles
Complexity
Spread in health and care is a complex
activity occurring across a system
• Complexity around innovation, process,
context
• NHS is a complex adaptive system
• Match complexity of the approach to spread
with complexity of the situation
#nhsspread @ExpoNHS #Expo19NHS
11. Adaptive space an interface between innovations
and the business ‘as usual’
Source: Mary Uhl-Bien
Networks/information flows
7 interconnected principles
Complexity
12. Innovation development and spread are
interdependent
• How an innovation is developed influences
spread
• Early involvement increases commitment and
ownership
• Increased focus on role of adopters in
adaptation and spread
#nhsspread @ExpoNHS #Expo19NHS
7 interconnected principles
Innovation Development
13. Focus on the value rather than the
innovation
• It’s about what others will value rather than
what you want to spread
• What problem of local priority will it solve?
• What benefit will it offer?
#nhsspread @ExpoNHS #Expo19NHS
7 interconnected principles
Value
14. The perspective of the individual is pivotal
• Changing behaviours is hard
• The more work routines affected the greater
the spread challenge
• Generate energy for change and agency by
building motivation
#nhsspread @ExpoNHS #Expo19NHS
7 interconnected principles
The Individual
15. From an
inward to
an outward
mindset
#nhsspread @ExpoNHS #Expo19NHS
7 interconnected principles
Leadership
16. Networks build communities, energising and
connecting individuals
• Create a “pull” for innovation by building communities
to energise individuals and maintain momentum
• Support networks and encourage connections with
other networks
• Support use of network building mechanisms; eg
platforms like WhatsApp, Slack, Facebook groups and
other social media
#nhsspread @ExpoNHS #Expo19NHS
7 interconnected principles
Networks
17. Knowledge flows generate learning to
enable spread
• Collate and share local feedback and
evaluation of innovation adoption and impact
• Share knowledge through networks
• Build a culture of learning and transparency,
sharing and seeking knowledge from others
#nhsspread @ExpoNHS #Expo19NHS
7 interconnected principles
Learning
18. Select three principles that resonate for you?
Complexity
Innovation Development
Value
The Individual
Leadership
Networks
Learning
Tweet your story of any of these principles at #nhsspread
#nhsspread @ExpoNHS #Expo19NHS
19. Applying 7 principles in practice
at the Welsh Ambulance Trust
Claire and Ian in conversation
#nhsspread @ExpoNHS #Expo19NHS
21. 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
#nhsspread @ExpoNHS #Expo19NHS
22. Please give Claire
one piece of advice
to inform the plans
for spreading the
WAST falls
framework across
Wales
#nhsspread @ExpoNHS #Expo19NHS
24. • Matching approach to spread with
complexity of the situation
• Applying the seven principles in practice
• Providing enabling activities delivered by a
team or a number of people
• All levels in the system
#nhsspread @ExpoNHS #Expo19NHS
System Convening involves
25. An independent initiative An interdependent initiative
Improve needle
safety when taking
bloods
Improve
the emergency
response to people
in mental health
crisis
Police Voluntary
sector
Emergency
room
Mental
health
service
Supported by specific
tools & information
• Social and
collaborative
• Built on shared
purpose
• Multiple methods
Within a
clear
boundary
27. What system convening means
in practice
Claire and Ian in conversation
#nhsspread @ExpoNHS #Expo19NHS
28. #nhsspread @ExpoNHS #Expo19NHS
Discuss with the
person next to you
your thoughts on what
you have heard about
system convening
then share them on
Slido Interdependent
29. • Follow #nhsspread
• Horizons blogs https://nhshorizons.passle.net
• Spread publication early 2020
#nhsspread @ExpoNHS #Expo19NHS
Want to learn more about
this approach to spread?