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The Mary Seacole Memorial Lecture 2015 Royal College of Nursing Congress
The document discusses the role of nurses as change agents in healthcare, emphasizing the need for a shift from hierarchical management to a more networked approach to facilitate transformation. It highlights the importance of self-efficacy, collaboration, and passion in driving change, alongside the characteristics of rebels who challenge the status quo. Key tactics for promoting change include small incremental steps, reframing perspectives, and building social support, ultimately fostering an environment that embraces innovation and humanity.
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The Mary Seacole Memorial Lecture 2015 Royal College of Nursing Congress
- 1. @HelenBevan #RCN15 BIG themesin the world of transformation and innovation: opportunities for nurses In the rebel spirit of Mary Seacole Helen Bevan Chief Transformation Officer NHS Improving Quality @HelenBevan
- 2. “New truths beginas heresies” (Huxley, defending Darwin’s theory of natural selection) Source of image: installation by the artist Adam Katz www.thisiscolossal.com Via @NeilPerkin @HelenBevan #RCN15
- 3. Starts on thefringe (at the edge) Starts with the activists Gary Hamel always
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- 8. SEISMIC SHIFTS Change fromthe edge
- 9. John Kotter, themost influential thought leader globally, recognises new approaches are needed FROM @HelenBevan #RCN15
- 10. John Kotter: “Accelerate!” •We won’t create big change through hierarchy on its own • We need hierarchy AND network • Many change agents, not just a few, with many acts of leadership • At least 50% buy-in required • Changing our mindset • From “have to” to “want to” TO @HelenBevan #RCN15
- 11. From “have to”to “want to” Source of image s:www.slideshare.net/mexicanwave/champions-trolls-10-years- of-the-cipd-online-community
- 12. The Network Secretsof 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
- 13. People who arehighly connected have twice as much power to influence change as people with positional power Leandro Herrero http://t.co/Du6zCbrDBC @HelenBevan #RCN15
- 14. “I have someKey Performance Indicators for you” or “I have a dream” Source: @RobertVarnam
- 15. What is arebel? Source : @PeterVan http://t.co/6CQtA4wUv1 •The principal champion of a change initiative, cause or action •Rebels don’t wait for permission to lead, innovate, strategise •They are responsible; they do what is right •They name things that others don’t see yet •They point to new horizons •Without rebels, the storyline never changes
- 16. What happens to heretics/radicals/rebels/mavericks inorganisations? Source of image: findingmyself.net
- 18. We need boatrockers! •Rock the boat but manage to stay in it • Walk the fine line between difference and fit, inside and outside • Able to challenge the status quo when we see that there could be a better way • Conform AND rebel • Capable of working with others to create success NOT a destructive troublemaker Source: Debra Meyerson @HelenBevan #RCN15
- 19. Source : LoisKelly www.rebelsatwork.com Look beyond the labels but see the difference Rebel @HelenBevan #RCN15
- 20. @HelenBevan #RCN15 “Why didyou go into nursing?” Source: crowdsourced on Twitter April 2015 Kate Pound
- 21. Source : LoisKelly www.rebelsatwork.com Look beyond the labels but see the difference Rebel @HelenBevan #RCN15
- 22. Two kinds ofpeople at work • Feel connected to a higher purpose • Controlled & coordinated through shared goals & values • Collaborate • Embrace change • Work to who they are The contributors The compliant • Feel disconnected from purpose • Controlled & coordinated through performance and targets, policies and procedures • Hold back, don’t take risks • Uncomfortable with change • Work to job boundaries Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the-winners-in- business-are-taking-the-time-to-build-a-positive-kind-social-culture/
- 23. Two kinds ofpeople at work • Feel connected to a higher purpose • Controlled & coordinated through shared goals & values • Collaborate • Embrace change • Work to who they are The contributors The compliant • Feel disconnected from purpose • Controlled & coordinated through performance management & standardised procedures • Hold back • Resist change • Work to a role specification Gallup global research: • Only 13% of the workforce are engaged (contributors) • Contributors create six times the value to an organisation compared to the compliant http://www.gallup.com/poll/165269/wor ldwide-employees-engaged-work.aspx
- 24. "There’s only one cornerof the universe you can be certain of improving, and that’s your own self." Aldous Huxley Source of image: timcoffeyart.wordpress.com
- 25. Self-efficacy There is apositive, significant relationship between the self-efficacy beliefs of a change agent and her/his ability to facilitate change and get good outcomes Source of image:www.h3daily.com@HelenBevan #RCN15
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- 27. Source: @NHSChangeDay What isthe issue here? “permission” ? (externally generated) or Self efficacy ? (internally generated)@HelenBevan #RCN15
- 28. Building self-efficacy: sometactics 1. Create change one small step at a time 2. Reframe your thinking: • failed attempts are learning opportunities • uncertainty becomes curiousity 3. Make change routine rather than an exceptional activity 4. Get social support 5. Learn from the best @HelenBevan #RCN15
- 29. @HelenBevan #RCN15Image copyright:http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/
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- 35. @HelenBevan #RCN15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively Makeit a personal PERFORMANCE target.
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- 37. @HelenBevan #RCN15 Research fromthe 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
- 38. @HelenBevan #RCN15 “I trustthat England will not forget the one who nursed her sick and sought out her wounded to aid and succour them and who performed the last office for some of her illustrious dead“ W H Russell Source of image:
- 39. Avedis Donabedian “Ultimately, thesecret of quality is love. …… If you have love, you can then work backward to monitor and improve the system”. @HelenBevan #RCN15
- 40. Key tactic : Out-loveeveryone else Source of image: Bradley Burgess @HelenBevan #RCN15
- 41. @HelenBevan #RCN15 "Mary Seacole'slife is proof that it is possible to transcend the boundaries set for us by others. Set your own goals then reach for them." Fowokan George Kelly
- 42. @HelenBevan #RCN15 ....the lastera of management was about how much performance we could extract from people .....the next is all about how much humanity we can inspire Dov Seidman
- 43. References and links BaronA (2014) Preparing for a changing world: the power of relationships Battilano J, Casciaro T (2013) The network secrets of the great change agents Harvard Business Review, July-August Bevan H, Plsek P, Winstanley (2011) Leading Large Scale Change - Part 1, A Practical Guide Bevan H (2011) Leading Large Scale Change - Part 2, The Postscript Bevan H, Fairman S (2014) The new era of thinking and practice in change and transformation, NHS Improving Quality Change Agents Worldwide (2013) Moving forward with social collaboration SlideShare Diaz-Uda A, Medina C, Schill E (2013) Diversity’s new frontier Fuda P (2012) 15 qualities of a transformational change agent Grant, M (2014) Humanize: How people centric organisations succeed in a social world http://prezi.com/usju20i0nzhd/humanize-how-people-centric- organizations-succeed-in-a-social-world/ Hamel G (2014)Why bureaucracy must die Jarche, H (2013) Rebels on the edges
- 44. Jarche H (2014)Moving to the edges Kotter J (2014) Accelerate! Harvard Business Review Press Merchant N (2013) eleven rules for creating value in the social era Llopis G (2014) Every leader must be a change agent or face extinction Meyerson D (2001) Tempered Radicals: how people use differences to inspire change at work Harvard Meyerson D (2008) Rocking the boat: how to effect change without making trouble Harvard BP Perkins N (2014) Bats and pizzas (agility and organisational change) Schillinger C (2014) Top-Down is a Serious Disease. But It Can Be Treated School for health and Care radicals (2014) www.changeday.nhs.uk/healthcareradicals Shinners C (2014) New Mindsets for the Workplace Web Stoddard J (2014)The future of leadership Williams B (2014) Working Out Loud: When You Do That… I Do This Weber Shandwick (2014) Employees rising: seizing the opportunity in employee activism Verjans S (2013) How social media changes the way we work together References and links
Editor's Notes
- #15 Link below http://www.bbc.co.uk/news/magazine-23790147 http://www.bbc.co.uk/learningzone/clips/martin-luther-king-i-have-a-dream-pt-1-2/1293.html With the brooding statue of Abraham Lincoln peering down at him, King began by telling protesters that their presence in the symbolic shadow of the "great emancipator" offered proof of the marvellous new militancy sweeping the country. For too long, he complained, black Americans had been exiles in their own land, "crippled by the manacles of segregation and the chains of discrimination". The whirlwinds of revolt would continue to shake the very foundations of the country: "And those who hope that the Negro needed to blow off steam and will now be content will have a rude awakening if the nation returns to business as normal," King said. It would be fatal for the nation "to overlook the urgency of the moment and to underestimate the determination of the Negro". “He's good - he's damned good” Kennedy on King Wearied by the suffocating heat, the crowd's initial response was muted. The speech was not going well. "Tell 'em about the dream, Martin," shouted Mahalia Jackson, referring to a rhetorical riff that King had used several times before, but which had not made it into his prepared speech because aides insisted he needed fresh material. But King decided to cast aside his prepared notes, and launched extemporaneously into the refrain for which he will forever be remembered. "I have a dream that one day this nation will rise up and live out the true meaning of its creed," he shouted, his out-stretched right arm reaching towards the sky. Soon he was hitting his rhythm, invigorated by the chants and cries of the crowd. "Dream on!" they shouted. "Dream on!" With his voice thundering down the Mall, King imagined a future in which his children could "live in a nation where they will not be judged by the colour of their skin but by the content of their character". Then he reached his impassioned finale. King asked the crowd to yell so it was heard the world over Watching at the White House, the president was riveted. Like so many Americans, it was the first time he had heard the 34-year-old preacher deliver a speech in its entirety - the first time he had taken its measure, listened to its cadence. "He's good," Kennedy told one of his advisors. "He's damned good." The aide was struck, however, that the president seemed impressed more by the quality of King's performance rather than the power of his message.