Organizational Radical ORNAC May 7 2015
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Organizational radicals and boat rockers are key for change and innovation to take hold in healthcare. This presentation outlines some of the challenges and ways you can be a more effective radical.
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Organizational Radical ORNAC May 7 2015
- 1. Organizational Radicals: Making Changes for the Better ORNAC May 7, 2015 @tweetvandijk
- 8. “The people who are crazy enough to think that they can change the world are the ones who do”
- 9. Do you find it hard to speak up or suggest radically new ideas?
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- 15. Starts on the fringe (at the edge) Starts with the activists Gary Hamel always
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- 18. Ron Heifetz– Adaptive Leadership@tweetvandijk
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- 26. Reflection • What are your insights around “rebels” and “troublemakers”? • What moves people from being “rebel” to “troublemaker”?
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- 39. Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively Make it a personal PERFORMANCE target.
- 41. Research from the sales industry: How many NOs should we be seeking to get? • 2% of sales are made on the first contact • 3% of sales are made on the second contact • 5% of sales are made on the third contact • 10% of sales are made on the fourth contact • 80% of sales are made on the fifth to twelfth contact Source: http://www.slideshare.net/bryandaly/go-for-no
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- 55. Marlies van Dijk Provincial Implementation Lead, Innovation Quality and Healthcare Improvement Alberta Health Services marlies.vandijk@albertahealthservices.ca @tweetvandijk
Editor's Notes
- Colleen
- Why is change so hard? Organizations that destroy the statut quo win. Individuals who push their organizations, who inspire other individuals to change the rules, thrive. On average, it takes 17 years for research to translate into practice Big change only happens in healthcare organizations because of radicals The passionate people who are willing to take responsibility for change!!
- Yet, what happens to radicals?????????? Let’s think about Heretics….Heresy is any provocative belief or theory that is strongly at variance with established beliefs or customs. A heretic is a proponent of such claims or beliefs.[1] The end results for people who challenge established ideas/conventions isn’t always pretty!
- Ignaz Philipp Semmelweis[Note 1] (July 1, 1818 – August 13, 1865) a Hungarian physician known as an early pioneer of antiseptic procedures. Described as the "savior of mothers", Semmelweis discovered that the incidence of puerperal fever could be drastically cut by the use of hand disinfection in obstetrical clinics. Puerperal fever was common in mid-19th-century hospitals and often fatal, with mortality at 10%–35%. Semmelweis proposed the practice of washing with chlorinated lime solutions in 1847 while working in Vienna General Hospital's First Obstetrical Clinic, where doctors' wards had three times the mortality of midwives' wards.[3] He published a book of his findings in Etiology, Concept and Prophylaxis of Childbed Fever. Despite various publications of results where hand-washing reduced mortality to below 1%, Semmelweis's observations conflicted with the established scientific and medical opinions of the time and his ideas were rejected by the medical community. Some doctors were offended at the suggestion that they should wash their hands and Semmelweis could offer no acceptable scientific explanation for his findings. Semmelweis's practice earned widespread acceptance only years after his death, when Louis Pasteur confirmed the germ theory and Joseph Lister, acting on the French microbiologist's research, practiced and operated, using hygienic methods, with great success. In 1865, Semmelweis was committed to an asylum, where he died at age 47 after being beaten by the guards, only 14 days after he was committed.
- On December 1, 1955, in Montgomery, Alabama, Parks refused to obey bus driver James F. Blake's order that she give up her seat in the colored section to a white passenger, after the white section was filled. Parks was not the first person to resist bus segregation. Others had taken similar steps, including Irene Morgan in 1946, Sarah Louise Keys in 1955, and the members of the Browder v. Gayle lawsuit (Claudette Colvin, Aurelia Browder, Susie McDonald, and Mary Louise Smith) were arrested months before Parks. NAACP organizers believed that Parks was the best candidate for seeing through a court challenge after her arrest for civil disobedience in violating Alabama segregation laws though eventually her case became bogged down in the state courts.[2][3] Parks' act of defiance and the Montgomery Bus Boycott became important symbols of the modern Civil Rights Movement. She became an international icon of resistance to racial segregation. She organized and collaborated with civil rights leaders, including Edgar Nixon, president of the local chapter of the NAACP; and Martin Luther King, Jr., a new minister in town who gained national prominence in the civil rights movement.
- Steve Jobs challenged things to be different Had a vision for a different world Can we imagine a world right now with out our iPads, iMacs, iPhones, Apple TV? “The ones who are crazy enough to think that they can change the world are the ones who do” - Jack Kerouac
- I was at a national organization in Canada and I challenged internal policies and was not towing the party line. I ended up voicing my concerns in an e-mail and I was reported to the CEO. Which led to a “letter on my file” – not sure if you have heard of that – I hadn’t … I was deeply offended – but pinned it on my office wall to show people that this was a feather In my cap vs. a punishment. I knew I had to leave.
- How do you form teams New ventures – build a great team vs. perfecting an idea. Success is dependent on the quality of the idea – but deeply dependent of the ability of the team to execute. What if you have no control over the team? E’s become great relationship and engagement manager. To understand the ability of good team members. Those can be used to leverage the sense of co-ownership See the sense of co-ownership. They have ability to pull others along with them.
- Live in a state of “manage discomfort’ – there might be an unease as they are entrepeneurs – or even to find space to be entrepreneurial Act entrepreurial outside of their job description. “capable of squeezing through the smallest of opportunity to build evidence that my idea is good” Official job title “change agent” – operate off the org chart – seek out places in nook and crannies in the organzation -then develop truth of the value of their idea Octopus – she says I can squeeze through the smallest opportunity to get my idea out there – or it would get killed Another guy: project manager – he showed value through other side projects and through a community of practice. Although his company thought he should do that through his day job Day it is broken out – one hour meetings not condusive to entrepreneurial thinking. Meeting culture – what can happen and not happen. Entrepreneurs get bigger blocks of time to do creative work Hour long meetings – not contusive to entrepreneurial behaviour. They look for ways to structure their days differently – larger blocs of time. An organization can have strong or weak entrepreneurial cultures
- Ppt “what and how” – story telling – powerful to mobilize others to act. Through stories. Through a new outcome or new reality. Notice that there is meager support to how to develop good story telling. Entrepreuners know this skill – through trial and error. Two practices 1) recognize what the language gap is between stakeholders – ie,., trying telling stories about new idea at several levels – really needed to understand the concept the idea – she thought everyone was on the same page but she was missing the mark. 2)technique: progressive disclosure (from interaction and design field)– essence: sequencing information and action across several groups of people. Start with small disclosure and reveal more and more. Ie,. Progressively disclosed more in his story – and added on that as people were caught up. New idea later broadly socialized to get resources. Important element piece
- Experimentation Wired for experimentation but the orgs they work for are not. Not surprising. Experimentation is hard to operationalize and support. Following rules and operating procedures – they do not see it as killing experimentation. Experimentation = google 20% of the time. First steps for experimentation is overcoming self doubt – getting challenged all the time can be tiring. Trick is figuring out what idea is a good one and which one is not. E are good at creative conflict as a way to experiment. Creative Conflict: Opposition to help shape opportunities – different from opposition that is resistant to change. Example: VP Brings early ideas to them – reiterate shape ideas E sees both success and failure as a learning opportunity. Uncomfortable if they sit on a success too long. They know someone will come along and challenge it.
- How do you learn to become an entreprenuer inside. Build 2 knowledge Domain knowledge: expertise in their industry in their product or field Organizational knowledge: “the know how” how an organization works. Tacid experiential experience on how an org works. Reading the landscape. Thinking like an anthrapologist – being able to learn about the history but respond to information coming in. A process of de- education. Unlearning prior behaviours that does not serve an E. If you a disengaged employee you are building habits that don’t serve you as an E. De educate yourself on perfectionism – does not serve you well if you are a E. Holding on to an idea to tightly. Working towards performance evaluation. Executing ideas of others. Build into habits – and other E muscles will atrophy. Those will atrophy other E muscles – you need to de-learning curve. Unlearn of things so you can build different habits.
- How can we link ideas for change/improvements….
- Some of you are itching to ask. “How do I do this?” or even worse “How do I get my boss to let me do this?” or to be blunt “whats the risk free way to insinuate myself into the system so I get approval for making change/” Surely there’s a method of making change without being burned at the stake? It turns out there is, but you already know what it is. Belief. Nobody is going to listen to your idea for change, sagely shake his head, and say: “Sure, go do that”. No one annoints you as a leader. Nobody is going to see your powerpoint presentation and hand you a check.