As change agents we are aware that most effective change starts at ‘the edge’. This module will help us equip ourselves for our journey to the edge and beyond. We’ll explore what we mean by ‘the edge’, and what opportunities there are for health and care change activists to be bridge builders and curators.

1. theedge.nhsiq.nhs.uk/school/
Brought to you by the
@Sch4Change #S4CA
Module 5: Moving Beyond The Edge

2. • Please use the chat box to contribute continuously during the
web seminar
• Please tweet using hashtag #S4CA and the handle
@Sch4Change
• Request to join our Facebook group School for Change Agents
Login into Facebook, search for the group ‘School for Change
Agents’ and click ‘join group’
Joining in today…and beyond

3. The team today
School Lead:
Helen Bevan
@HelenBevan
Lead
facilitator:
Pip Hardy
@PilgrimPip
Technical Support
Joanna Hemming
@JoannaHemming
Paul Woodley
@PaulWoodley4
Olly Benson
@OllyBenson
Kate Pound
@KateSlater2
Chat Room Monitors
Kathryn Perera
@Kathrynperera
Twitter Monitors
Louis Warner
@LouisWHorizons
Leigh Kendall
@leighakendall

4. 16th February: Being a change agent: change begins
with me
23rd February: From me to we: making connections
and building communities
2nd March: Rolling with resistance
9th March: Making change happen
16th March: Moving beyond the edge
Each week we have covered
different change agent capabilities
Source of image: thenounproject.com

5. Everyone
If you watch all five of the talks and demonstrate you have
applied the learning, you can apply to become a
certificated change agent (and it’s free). Complete the
application form
Nurses, Midwives and Allied Health Professionals
Use the school experience as part of your CPD reflective
account for revalidation. You can also use this for your
Change Agent certification – send it to us england.si-
horizons@nhs.net
Doctors and other professional bodies with generic CPD:
15 hours of CPD has been requested - you will be able to
claim this by completing the CPD form we will email to
you.
Certification and Continuing
Professional Development

8. (Optional) Certification Clinics!
Get advice and guidance about completing your certification
template during our two live webinars:
• Thursday 23 March 2017 – 2-3pm
• Friday 31 March 2017 – 11-12 noon
These clinics will be run as Q&A sessions, please do join us if
you have any questions about the certification process.
Questions: contact Jo england.si-horizons@nhs.net
Certification and Continuing
Professional Development
Deadline
for
submitting
your
certification
application
1st May
2017

9. Celebrate being part of
the School for Change
Agents 2017 by being
included in the
yearbook!
Watch out for News
from Jo for more
information.
The Yearbook!

10. • Email to join the RCT
england.si-horizons@nhs.net
• We will randomly match you
with another participant in the
School for Change Agents from
anywhere in the world
• At some time in the next four
weeks, arrange to have a
conversation over Skype (or
other communication system)
with a cup of coffee!
Still time to join a RCT!
Image source: Pinterest

11. How do you feel as you approach
the edge?
I’m ready to be
radical!
I’m still
sceptical.
I’m cautiously
optimistic…
I’m feeling
positive, let’s
see how I can
make this
work!

12. Source of image: thenounproject.com
• moving forward /beyond the edge as a change agent
• utilising ongoing opportunities for support and connection
• preparing to seize the opportunities that the future change
agenda offers
• understanding some of the change methods that are most
appropriate for a new era
• working out how to make your future change story a reality
• preparing to complete the activities to gain certification as a
change agent.
Change agent capabilities in
module 4

13. “ Some learning reinforcement
after a short space of time helps to
retain learning
Casebourne I (2015)
Spaced Learning: An Approach to Minimize the Forgetting Curve
https://www.td.org/Publications/Blogs/Science-of-Learning-
Blog/2015/01/Spaced-Learning-an-Approach-to-Minimize-the-Forgetting-
Curve

14. ‘The edge is where those who want to
challenge are able to unite, share,
support and grow together as change
activists’
Ayelet Baron
Source of image: www.theedgeonlife.org

15. By joining the
School for Change Agents,
you have moved closer to the edge!

16. Most change management programs begin with a fundamentally flawed
assumption: that all parties involved in the change share an overwhelmingly
common interest.
Power dynamics, contextual considerations, and resistance to change are
underestimated and even considered anomalous.After all, organizational
change means changing human behaviour, notwithstanding little evidence
suggesting that behaviour can be pliable or predictable.
Deloitte Review (2016) Humanizing change:
Developing more effective change
management strategies
Why is organisational/system
change so hard?

17. Peter Fuda’s Transformational
Change Agent Framework
Skills and methods for creating
change
Possibilities, opportunities, things in
a different light
A role model first and a preacher
second
Source: Peter Fuda (2012) 15 qualities of a
transformational change agent

18. “The success of our actions as
change-makers does not depend on what we
do or how we do it, but on the inner place from
which we operate.”
Otto Scharmer
Leading from the emerging future

19. “Our leadership behaviour results
in about 65% of the information
that people take in.”
Source: Towers Watson
https://t.co/8dV6utQXSr
Source of image: collections.infocollections.org

20. • Define the change you want to see
• Create a spectrum of allies
• Identify the pillars of power
• Seek to attract not overpower
• Build a plan to survive victory
The next phase of change will be
more like a social movement
Source: Satell G (2017) How to
create transformational
change, according to the
world’s most successful social
movements

21. Stories are the emotional resource that helps us meet
uncertainty. Dive deep. Think intentionally about your stories.
Practise them. Turn your experience into a resource that helps
you inspire, connect and organise with others.
Image source: bluepuzzle.org

22. “We must act with all due alacrity
[speed/swiftness], yet also with the thoughtfulness
and seriousness of purpose appropriate to
meaningful action”
Dr Martin Luther King Jr.

23. Source of image: Greg Satell
How do we build a spectrum of
allies?

24. Julie Battilana &Tiziana Casciaro
1. As a change agent, my centrality in the informal network is more
important than my position in the formal hierarchy
2. If you want to create small scale change, work through a cohesive
network
If you want to create big change, create
bridge networks between disconnected groups
The Network Secrets of Great
Change Agents
From

25. Source of image: http://www.forbes.com/fdc/welcome_mjx.shtml
strong ties vs. weak ties

26. • we interact with “people like us”,
with the same life experiences,
beliefs and values
• Change is “peer to peer”; GP to GP,
social worker to social worker, nurse
to nurse, community leader to
community leader
• Influence is spread through people
who are strongly connected to each
other, like and trust each other
When we spread change through
strong ties:

27. • we interact with “people like us”,
with the same life experiences,
beliefs and values
• Change is “peer to peer”; GP to GP,
social worker to social worker, nurse
to nurse, community leader to
community leader
• Influence is spread through people
who are strongly connected to each
other, like and trust each other
When we spread change through
strong ties:
IT WORKS BECAUSE:
people are far more likely to
be influenced to adopt new
behaviours or ways of
working from those with
whom they are most
strongly tied

28. The pros and cons of strong ties
Pros Cons

29. • we build bridges between groups and individuals
who were previously different and separate
• we create relationships based not on pre-existing
similarities but on common purpose and
commitments that people make to each other to
take action
• We can mobilise all the assets in our organisation,
system or community to help achieve our goals
When we seek to spread change
through weak ties

30. • Weak ties are more likely to lead to change at
scale because they enable us to access more
people with fewer barriers
Why we need to build weak ties
AS WELL AS strong ties
More on weak ties: https://www.youtube.com/watch?v=w7AzRVxhEXA#t=45

31. • Weak ties are more likely to lead to change at scale
because they enable us to access more people with
fewer barriers
• In situations of uncertainty, we have a tendency to revert
to our strong tie relationships
 yet the evidence tells us that weak ties are much
more important than strong ties when it comes to
searching out resources in times of scarcity
Why we need to build weak ties
AS WELL AS strong ties

32. • Weak ties are more likely to lead to change at scale
because they enable us to access more people with
fewer barriers
• In situations of uncertainty, we have a tendency to revert
to our strong tie relationships
 yet the evidence tells us that weak ties are much
more important than strong ties when it comes to
searching out resources in times of scarcity
 The most breakthrough innovations and most radical
change will come when we tap into our weak ties
Why we need to build weak ties
AS WELL AS strong ties

33. Sources of weak ties

34. Jeremy Heimens, Henry Timms
This is New Power
Identify the pillars of power

35. 35
http://weneedsocial.c
om/blog/2013/8/25/d
isrupted-disruptors-
unite

36. Drivers
of extrinsic
motivation
create focus &
momentum for
delivery
Intrinsic
motivators
•connecting to
shared purpose
•engaging, mobilising and
calling to action
•motivational leadership
build energy
and creativity
•System drivers &
incentives
•Payment by results
•Performance
management
•Measurement for
accountability
Seek to attract not overpower

37. • Which stage do most change activities in health and care
focus on?
• Which stage are most people actually at?
The stages of change model

38. Source of image: Muscle rage
Build a plan to survive victory

39. • systematic “change
management”
• too often, leaders
prescribe outcome
and method of change
in a top-down way
• change is experienced
by people at the front
line as “have to”
(imposed) rather than
“want to” (embraced)
Change
Programmes
• everyone (including
service users and families)
can help tackle the most
challenging issues
• value diversity of thought
• connect people, ideas and
learning
• Role of formal leaders is to
create the conditions and
get out of the way
Change
Platforms
“Tear down the walls”

40. Is your change process a
cathedral or a bazaar?
http://www.unterstein.net/su/docs/CathBaz.pdf

41. We have a lot of cathedrals
Source: Sewell (2015) : Stop training our project managers to be process junkies

42. “Tacit knowledge is best
developed through conversations
and social relationships.”
Harold Jarche
Source of image: northcentralcollege.edu

43. “Staff and patients want more
conversations for change. What
top-down improvement programs
give them is more paperwork”
Mary Dixon Woods
Source of image: clipartfest

44. What is the best way to spread
new knowledge?
Source of data: Nick Milton
www.nickmilton.com/2/2tOjE
Source of image: happiness-one-quote-time.blogspot.com
Social connection / discussion
is 14 times more effective
than written word /
best practice
databases / toolkits etc

45. “The learning capacity of an
organisation is directly related to its
ability to hold conversations”
Steven Denning, previous Head of Knowledge
Management at the World Bank

46. We hope the School for Change
Agents has given you skills &
confidence for
Let’s get on with making happen the things that
we know need to happen

47. • If you pre-registered with your Break out room
number, you will be transferred there
• If you haven’t registered with a room, we are offering
a separate phone conference that you can join:
0800 917 1950
33136606#
What happens next

48. • If you get stuck, ask for help here
• Your facilitator will be in the room.
They can be identified with the
presenter ball next to them.
• You can mute and unmute yourself
using the Mute button
We’ve occasionally seen instances where
screenshare appears. We therefore strongly
recommend you close other windows you have
open on your computer.
In the breakout room