The document discusses the origins and evolution of the School for Health and Care Radicals (SHCR), which began in 2002 and applies principles of social movements and community organizing to healthcare improvement. It provides insights from various thinkers on topics like leading change from the edges, the importance of networks and communities, and characteristics of effective social movements. The document encourages reflection on building self-efficacy as a change agent and emphasizes that change starts from transforming oneself. It discusses tactics like framing, strategy, and mobilizing others through compelling messages aligned with their motivations.
Presentation from IHI National Forum on Quality and Safety
Minicourse M10 How to Be a Great Change Agent
It’s tough being a change agent, particularly when other people don’t want to change. Yet big change happens in health care organizations only because of heretics: passionate people who are willing to take responsibility for change. Such individuals support organizational goals, but also want to change existing thinking and practice and improve care for patients. This session provides a toolkit for surviving and thriving as a change agent.
After this session, participants will be able to:
Identify and practice tactics for being an effective change agent
Build a toolkit of powerful approaches to enable change
Connect with and learn from other change agents
Monday 9th December Crystal Ballroom, Salon D8.30am to 4.00pm
Helen Bevan @HelenBevan
Robert Varnam @RobertVarnam
Andrew Hasler @AndrewHasler
#IHI25Forum #ChangeAgents
The document discusses a one day event called the School for Health and Care Radicals held in Melbourne, Australia. It provides information on downloading slides from the event, ways to provide feedback or discuss the event online. The bulk of the document consists of tweets from the event organizers sharing insights from speakers on topics like leading change from the edge of organizations, balancing old and new models of power, and the need for "rebels" and "boat rockers" who can challenge the status quo in a constructive way. Risks mentioned for those who rock the boat include feeling disempowered and conforming or leaving the organization as a result.
Part one of the three part learning inputs from The School for Health & Care Radicals, for the InPerson meeting of the Innovation Learning Network meeting on 12th May 2015, co-hosted by @CenturaHealth, @healthcareILN and @NHSIQ
This document discusses strategies for leading large-scale change. It suggests that change is best achieved from the "edge" by connecting diverse groups and empowering many change agents rather than relying on a top-down, hierarchical approach. Successful change agents build self-efficacy and work with others to achieve small wins. While targets and incentives can drive delivery, building intrinsic motivation through connecting to shared purpose and engaging leadership is important for energy and creativity. Framing the message and engaging in sensemaking to connect emotionally with staff are emphasized over marketing slogans.
The document appears to be a series of slides from a presentation on change management and healthcare. Some of the key points summarized across multiple slides include:
- The importance of change starting from the "edge" and having many change agents rather than a few at the top.
- The concept of "old power" coming from the top-down versus "new power" being shared and pulled from many.
- The need for organizations to embrace rebels, boat rockers, and heretics to drive disruptive thinking and change.
- Personal qualities of effective change agents including self-efficacy, seeing multiple perspectives, and connecting their work to a higher purpose.
The document discusses the origins and evolution of the School for Health and Care Radicals (SHCR), which began in 2002 and applies principles of social movements and community organizing to healthcare improvement. It provides insights from various thinkers on topics like leading change from the edges, the importance of networks and communities, and characteristics of effective social movements. The document encourages reflection on building self-efficacy as a change agent and emphasizes that change starts from transforming oneself. It discusses tactics like framing, strategy, and mobilizing others through compelling messages aligned with their motivations.
Presentation from IHI National Forum on Quality and Safety
Minicourse M10 How to Be a Great Change Agent
It’s tough being a change agent, particularly when other people don’t want to change. Yet big change happens in health care organizations only because of heretics: passionate people who are willing to take responsibility for change. Such individuals support organizational goals, but also want to change existing thinking and practice and improve care for patients. This session provides a toolkit for surviving and thriving as a change agent.
After this session, participants will be able to:
Identify and practice tactics for being an effective change agent
Build a toolkit of powerful approaches to enable change
Connect with and learn from other change agents
Monday 9th December Crystal Ballroom, Salon D8.30am to 4.00pm
Helen Bevan @HelenBevan
Robert Varnam @RobertVarnam
Andrew Hasler @AndrewHasler
#IHI25Forum #ChangeAgents
The document discusses a one day event called the School for Health and Care Radicals held in Melbourne, Australia. It provides information on downloading slides from the event, ways to provide feedback or discuss the event online. The bulk of the document consists of tweets from the event organizers sharing insights from speakers on topics like leading change from the edge of organizations, balancing old and new models of power, and the need for "rebels" and "boat rockers" who can challenge the status quo in a constructive way. Risks mentioned for those who rock the boat include feeling disempowered and conforming or leaving the organization as a result.
Part one of the three part learning inputs from The School for Health & Care Radicals, for the InPerson meeting of the Innovation Learning Network meeting on 12th May 2015, co-hosted by @CenturaHealth, @healthcareILN and @NHSIQ
This document discusses strategies for leading large-scale change. It suggests that change is best achieved from the "edge" by connecting diverse groups and empowering many change agents rather than relying on a top-down, hierarchical approach. Successful change agents build self-efficacy and work with others to achieve small wins. While targets and incentives can drive delivery, building intrinsic motivation through connecting to shared purpose and engaging leadership is important for energy and creativity. Framing the message and engaging in sensemaking to connect emotionally with staff are emphasized over marketing slogans.
The document appears to be a series of slides from a presentation on change management and healthcare. Some of the key points summarized across multiple slides include:
- The importance of change starting from the "edge" and having many change agents rather than a few at the top.
- The concept of "old power" coming from the top-down versus "new power" being shared and pulled from many.
- The need for organizations to embrace rebels, boat rockers, and heretics to drive disruptive thinking and change.
- Personal qualities of effective change agents including self-efficacy, seeing multiple perspectives, and connecting their work to a higher purpose.
The document discusses leading change in healthcare and organizations. It advocates for new approaches to change that embrace disruption, build networks between groups, and empower change from the edges. It highlights examples like NHS Change Day that showed how grassroots movements and hundreds of thousands of volunteers can create widespread improvement. The document argues that the most effective change agents see opportunities, build relationships, and operate from a mindset of possibility rather than just focusing on change techniques and skills.
These are the slides from Helen Bevan’s talk “ It’s time to rewrite the rules of change in health and care” to be given on 3rd September 2014 at the APAC Forum, Melbourne Australia.
The APAC Forum (1st to 3rd September 2014) is the premier healthcare conference in the Asia Pacific region. It offers innovative ideas and leading-edge solutions for clinicians, managers, policy-makers and academics seeking to deliver the highest quality healthcare with finite resources and seemingly infinite demand. More details at http://apacforum.com/
These are the presentation slides from Helen Bevan at the Health and Care Innovation Expo 2014, Manchester #Expo14NHS
Learn how to be a health and care radical who can challenge the status quo when you see there could be a better way. We want to change existing thinking and practice and improve care for patients, families and people who use care services
The document discusses factors that contribute to successful change agents or "boat rockers". It identifies four key things: 1) having a strong sense of self-efficacy or belief in one's ability to create change; 2) being able to join forces with others to take action; 3) being able to achieve small wins which build momentum; and 4) viewing obstacles as challenges to overcome rather than barriers. Building self-efficacy involves tactics like starting with small, achievable changes and reframing failures as learning opportunities. Social support and learning from exemplars are also discussed.
This document contains a series of tweets by Helen Bevan on the topic of being a great change agent. Some of the key points discussed include:
- Change often starts on the fringe or with activists, not from the dominant approaches.
- Change agents need to be able to challenge the status quo while still staying within the organization.
- Having a strong informal network is more important for a change agent than formal position. Creating bridges between disconnected groups can enable big change.
- Building self-efficacy and viewing obstacles as challenges to overcome are important traits for successful change agents.
- Change agents must be able to both conform and rebel in order to rock the boat without falling out.
Rocking the boat and staying in it: a presentation for Healthcare Improvement...NHS Improving Quality
The document discusses leading change and being a change agent. It provides insights from various thinkers on topics like: starting change on the fringe; the need for more activists and rebels within organizations; building self-efficacy to drive change; managing rejection and the importance of small wins; valuing dissent and diversity of ideas; and leading change from the edges by exploring new possibilities. The document also provides references and links for further reading on topics like transformational change agency, social collaboration, organizational agility, and human-centered approaches.
This document contains a series of slides from a presentation by Helen Bevan on the topic of change management. Some key points discussed include:
- Change is happening more rapidly, with projects now lasting 30-60-90 days instead of multiple years.
- Informal networks and connection are increasingly important for influencing change over formal hierarchy.
- Resistance to change should be embraced rather than overcome, as it provides insight into missing relevance.
- Effective change agents focus on engaging people through values and emotions rather than facts alone.
A one day school for health and care radicals: Minicourse M4 at International...NHS Improving Quality
These are the slides presented by Helen Bevan, Jackie Lynton and Boel Andersson Gäre for the minicourse M4 "A one day school for health and care radicals" at the International Forum on Quality and Safety in Healthcare, 21st April 2015.
Globally, more than 5,000 people have signed up for the School for Health and Care Radicals, either virtually or as a face to face learning experience. Based on connectivist learning principles, it enables change activists in health and care from across the globe to connect with each other and build the skills and confidence to rock the boat and stay it it. For further details of the school see http://www.theedge.nhsiq.nhs.uk/school/
Follow us on Twitter
@HelenBevan
@JackieLynton
@BoelGare
@School4Radicals
#SHCR
School for Health and Care Radicals one day school Bolton 26 May 2016Horizons NHS
The Horizons team from NHS England delivered a one day School for Health and Care Radicals for the North West Centre for Professional Workforce Development.
Date: 26th May 2016
Presenters: Kate Pound and Olly Benson
To find out more information about School for Health and Care Radicals follow this link http://theedge.nhsiq.nhs.uk/school/
Helen Bevan's presentation to the Surgical Quality Action Network NHS Improving Quality
This is Helen Bevan's presentation to the Surgical Quality Action network of British Columbia, 18th February 2015. The topic is "How to be a great change agent"
Workshop to inspire, motivate and connect future leadersHorizons NHS
The document discusses strategies for handling rejection as a change agent seeking to disrupt the status quo. It notes that most sales are not made on the first contact, and successful salespeople see rejection as a necessary part of the process rather than a personal failure. It recommends reframing rejection as a learning opportunity and a chance to improve one's approach, and setting personal targets to obtain a certain number of rejections to prove one's resilience. Overall, the message is that radicals and reformers should not take rejection personally but see it as an expected part of challenging established views.
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.
California presentation March 2015 final version used in DisneyNHS Improving Quality
The document discusses leading change and transformation in health and care. It talks about how most large-scale change efforts do not fully deliver their objectives. It argues that new approaches to change are needed that move beyond traditional hierarchical models and instead focus on building networks and weak ties between diverse groups. The document advocates connecting change efforts to people's values and emotions to generate commitment and motivate action. It also discusses different frames that can be used to construct compelling messages to win people to a cause and call them to action.
The School for Change Agents module 2: Resilience is an Act of DefianceNHS Horizons
The document outlines an online learning series called #S4CA hosted by @Sch4Change on Twitter. It includes 6 live sessions between May and June presented by Helen Bevan and Kathryn Perera on topics related to leading change. Accompanying modules will be available on FutureLearn. The series aims to help participants understand concepts like new power, influencing change, resilience, and acting as change agents in complex systems. It provides details on session dates, topics, presenters and the production team.
The School for Healthcare Radicals Institute for Healthcare Improvement Natio...NHS Improving Quality
The slides that Helen Bevan, Steve Fairman and Hannah wall will be using at the School for Healthcare Radicals minicourse at the IHI National Forum on 7th December 2015
This is the presentation on “The personal leadership challenge of making integrated care a reality” that Helen Bevan made at the conference “Leading Better Care for All in the North West” on 12 March 2014. This conference is one of a series of regional events across the country on how the best use can be made of the Better Care Fund.
The document discusses how change is happening more rapidly, with projects now lasting 30-60 days rather than years. It also discusses how power is shifting away from hierarchies and centralized control to networks and relationships. Leaders are needed who can operate from the "edge" and empower others through open relationships rather than closed transactions. Rebels are needed who can disrupt and challenge the status quo in a responsible way to drive innovation and new ways of thinking.
Stopping over-medication of People with Learning Disabilities
(STOMPLD) 2016.
Reducing Inappropriate Psychotropic Drugs in People with a Learning Disability in General Practice and Hospitals in 2016.
The document discusses leading change in healthcare and organizations. It advocates for new approaches to change that embrace disruption, build networks between groups, and empower change from the edges. It highlights examples like NHS Change Day that showed how grassroots movements and hundreds of thousands of volunteers can create widespread improvement. The document argues that the most effective change agents see opportunities, build relationships, and operate from a mindset of possibility rather than just focusing on change techniques and skills.
These are the slides from Helen Bevan’s talk “ It’s time to rewrite the rules of change in health and care” to be given on 3rd September 2014 at the APAC Forum, Melbourne Australia.
The APAC Forum (1st to 3rd September 2014) is the premier healthcare conference in the Asia Pacific region. It offers innovative ideas and leading-edge solutions for clinicians, managers, policy-makers and academics seeking to deliver the highest quality healthcare with finite resources and seemingly infinite demand. More details at http://apacforum.com/
These are the presentation slides from Helen Bevan at the Health and Care Innovation Expo 2014, Manchester #Expo14NHS
Learn how to be a health and care radical who can challenge the status quo when you see there could be a better way. We want to change existing thinking and practice and improve care for patients, families and people who use care services
The document discusses factors that contribute to successful change agents or "boat rockers". It identifies four key things: 1) having a strong sense of self-efficacy or belief in one's ability to create change; 2) being able to join forces with others to take action; 3) being able to achieve small wins which build momentum; and 4) viewing obstacles as challenges to overcome rather than barriers. Building self-efficacy involves tactics like starting with small, achievable changes and reframing failures as learning opportunities. Social support and learning from exemplars are also discussed.
This document contains a series of tweets by Helen Bevan on the topic of being a great change agent. Some of the key points discussed include:
- Change often starts on the fringe or with activists, not from the dominant approaches.
- Change agents need to be able to challenge the status quo while still staying within the organization.
- Having a strong informal network is more important for a change agent than formal position. Creating bridges between disconnected groups can enable big change.
- Building self-efficacy and viewing obstacles as challenges to overcome are important traits for successful change agents.
- Change agents must be able to both conform and rebel in order to rock the boat without falling out.
Rocking the boat and staying in it: a presentation for Healthcare Improvement...NHS Improving Quality
The document discusses leading change and being a change agent. It provides insights from various thinkers on topics like: starting change on the fringe; the need for more activists and rebels within organizations; building self-efficacy to drive change; managing rejection and the importance of small wins; valuing dissent and diversity of ideas; and leading change from the edges by exploring new possibilities. The document also provides references and links for further reading on topics like transformational change agency, social collaboration, organizational agility, and human-centered approaches.
This document contains a series of slides from a presentation by Helen Bevan on the topic of change management. Some key points discussed include:
- Change is happening more rapidly, with projects now lasting 30-60-90 days instead of multiple years.
- Informal networks and connection are increasingly important for influencing change over formal hierarchy.
- Resistance to change should be embraced rather than overcome, as it provides insight into missing relevance.
- Effective change agents focus on engaging people through values and emotions rather than facts alone.
A one day school for health and care radicals: Minicourse M4 at International...NHS Improving Quality
These are the slides presented by Helen Bevan, Jackie Lynton and Boel Andersson Gäre for the minicourse M4 "A one day school for health and care radicals" at the International Forum on Quality and Safety in Healthcare, 21st April 2015.
Globally, more than 5,000 people have signed up for the School for Health and Care Radicals, either virtually or as a face to face learning experience. Based on connectivist learning principles, it enables change activists in health and care from across the globe to connect with each other and build the skills and confidence to rock the boat and stay it it. For further details of the school see http://www.theedge.nhsiq.nhs.uk/school/
Follow us on Twitter
@HelenBevan
@JackieLynton
@BoelGare
@School4Radicals
#SHCR
School for Health and Care Radicals one day school Bolton 26 May 2016Horizons NHS
The Horizons team from NHS England delivered a one day School for Health and Care Radicals for the North West Centre for Professional Workforce Development.
Date: 26th May 2016
Presenters: Kate Pound and Olly Benson
To find out more information about School for Health and Care Radicals follow this link http://theedge.nhsiq.nhs.uk/school/
Helen Bevan's presentation to the Surgical Quality Action Network NHS Improving Quality
This is Helen Bevan's presentation to the Surgical Quality Action network of British Columbia, 18th February 2015. The topic is "How to be a great change agent"
Workshop to inspire, motivate and connect future leadersHorizons NHS
The document discusses strategies for handling rejection as a change agent seeking to disrupt the status quo. It notes that most sales are not made on the first contact, and successful salespeople see rejection as a necessary part of the process rather than a personal failure. It recommends reframing rejection as a learning opportunity and a chance to improve one's approach, and setting personal targets to obtain a certain number of rejections to prove one's resilience. Overall, the message is that radicals and reformers should not take rejection personally but see it as an expected part of challenging established views.
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.
California presentation March 2015 final version used in DisneyNHS Improving Quality
The document discusses leading change and transformation in health and care. It talks about how most large-scale change efforts do not fully deliver their objectives. It argues that new approaches to change are needed that move beyond traditional hierarchical models and instead focus on building networks and weak ties between diverse groups. The document advocates connecting change efforts to people's values and emotions to generate commitment and motivate action. It also discusses different frames that can be used to construct compelling messages to win people to a cause and call them to action.
The School for Change Agents module 2: Resilience is an Act of DefianceNHS Horizons
The document outlines an online learning series called #S4CA hosted by @Sch4Change on Twitter. It includes 6 live sessions between May and June presented by Helen Bevan and Kathryn Perera on topics related to leading change. Accompanying modules will be available on FutureLearn. The series aims to help participants understand concepts like new power, influencing change, resilience, and acting as change agents in complex systems. It provides details on session dates, topics, presenters and the production team.
The School for Healthcare Radicals Institute for Healthcare Improvement Natio...NHS Improving Quality
The slides that Helen Bevan, Steve Fairman and Hannah wall will be using at the School for Healthcare Radicals minicourse at the IHI National Forum on 7th December 2015
This is the presentation on “The personal leadership challenge of making integrated care a reality” that Helen Bevan made at the conference “Leading Better Care for All in the North West” on 12 March 2014. This conference is one of a series of regional events across the country on how the best use can be made of the Better Care Fund.
The document discusses how change is happening more rapidly, with projects now lasting 30-60 days rather than years. It also discusses how power is shifting away from hierarchies and centralized control to networks and relationships. Leaders are needed who can operate from the "edge" and empower others through open relationships rather than closed transactions. Rebels are needed who can disrupt and challenge the status quo in a responsible way to drive innovation and new ways of thinking.
Similar to The School for Health and Care Radicals Alberta (20)
Stopping over-medication of People with Learning Disabilities
(STOMPLD) 2016.
Reducing Inappropriate Psychotropic Drugs in People with a Learning Disability in General Practice and Hospitals in 2016.
The greatest pleasure in life is doing what people say you cannot do. Anonymo...NHS Improving Quality
The document discusses issues with diagnosing and managing patients with respiratory conditions like COPD, asthma, and heart failure in primary care settings, noting evidence of high rates of misdiagnosis, underdiagnosis of comorbidities, and fragmented services. It proposes a new enhanced care/case management service called the "Breathlessness Service" to provide more coordinated care to improve outcomes for these patients experiencing breathlessness. Case studies are presented showing how the new service achieved better diagnoses and management of patients' conditions.
Presentation slides Frailty: building understanding, empathy and the skills t...NHS Improving Quality
Frailty: building understanding, empathy and the skills to support self-care
Guest speaker:Dr Dawn Moody, Director - Fusion48
An opportunity to learn about some innovative approaches to making the health and care workforce 'Fit for Frailty'* (*British Geriatrics Society 2015).
Learning outcomes:
To explore the Frailty Fulcrum as a tool for holistic assessment and management of frailty
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Resources:www.fusion48.net
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An overview of the work carried out by NHS England and NHS Improving Quality's Long Term Conditions Sustainable Improvement Team. It puts the case for why person-centred care has to be at the heart of healthcare.
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Slides from a lunch and learn webinar hosted by NHS England's Long Term Conditions Team, on the topic of health coaching by lay professionals.
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At Malayali Kerala Spa Ajman, Full Service includes individualized care for every client. We specifically design each massage session for the individual needs of the client. Our therapists are always willing to adjust the treatments based on the client's instruction and feedback. This guarantees that every client receives the treatment they expect.
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At Malayali Kerala Spa Ajman, we firmly believe that everyone should have the option to experience top-quality massage services regularly. To achieve that goal we offer cheap massage services in Ajman.
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The facial nerve, also known as cranial nerve VII, is one of the 12 cranial nerves originating from the brain. It's a mixed nerve, meaning it contains both sensory and motor fibres, and it plays a crucial role in controlling various facial muscles, as well as conveying sensory information from the taste buds on the anterior two-thirds of the tongue.
This particular slides consist of- what is Pneumothorax,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
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About this webinar: This talk will introduce what cancer rehabilitation is, where it fits into the cancer trajectory, and who can benefit from it. In addition, the current landscape of cancer rehabilitation in Canada will be discussed and the need for advocacy to increase access to this essential component of cancer care.
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TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - ...rightmanforbloodline
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Michigan HealthTech Market Map 2024. Includes 7 categories: Policy Makers, Academic Innovation Centers, Digital Health Providers, Healthcare Providers, Payers / Insurance, Device Companies, Life Science Companies, Innovation Accelerators. Developed by the Michigan-Israel Business Accelerator
4. #SHCR @HelenBevan
1. Being a health and care radical: change starts with me
• The differences between trouble-makers and radicals
• How to rock the boat and stay in it
• How to be a great change agent
2. Forming communities: building alliances for change
• The power of working together by exploring communities and social movements
• Techniques for connecting with own/others’ values and emotions to create a call
for action
3. Rolling with resistance
• Recognising behaviour, behaviour change and the importance of appreciating
where people are starting from in relation to change
4. Making change happen
• A range of tools, tactics and ways to make change happen
5. Moving beyond the edge
• Helping radicals to shape how they take their learning from The School forward
• What we can do next and where else we might get support and resources
5. #SHCR @HelenBevan
The School has been formally evaluated by the Chartered
Institute for Personnel & Development
#EdgeTalks WebEx
http://theedge.nhsiq.nhs.uk/expert
/how-has-the-school-for-health-
and-care-radicals-made-a-
difference/
Or Google: #EdgeTalks School
How has the School for Health and Care
Radicals made a difference?
6. #SHCR @HelenBevan
The School is being formally evaluated by the Chartered
Institute for Personnel & Development
• Change knowledge
• Sense of purpose & motivation to improve practice
• Ability to challenge the status quo
• Rocking the boat & staying in it
• Connecting with others to build support for change
Statistically significant positive effect on
EVERY dimension of impact at both individual
and organisational level
7. #SHCR @HelenBevan
The Fundamental Law of Conventional
Conferences
The sum of the
expertise of the
people in the
audience is greater
than the sum of
expertise of the
people on stage
Dave Winer
“
“
Source of image: www.citynet.com
8. #SHCR @HelenBevan
Joining in today and beyond
• Please tweet using the hashtag #SHCR and the
handle @School4Radicals
• Alumni from the School for Health and Care Radicals
will also be joining in
• Join our Facebook group School for Health and Care
Radicals
10. #SHCR @HelenBevan
People who are highly connected
have twice as much power to
influence change as people with
hierarchical power
Leandro Herrero
http://t.co/Du6zCbrDBC
11. #SHCR @HelenBevan
“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
13. #SHCR @HelenBevan
Kinthi Sturtevant, IBM
13th annual Change Management
Conference June 2015
We rarely see two, three or four
year change projects anymore.
Now it’s 30-60-90 day change
projects
22. #SHCR @HelenBevan
Why go to the edge?
“ Leading from the edge brings us
into contact with a far wider range
of relationships, and in turn, this
increases our potential for diversity
in terms of thought, experience
and background. Diversity leads to
more disruptive thinking, faster
change and better outcomes
Aylet Baron
23. #SHCR @HelenBevan
Jeremy Heimens TED talk “What new power looks like”
https://www.youtube.com/watch?v=j-S03JfgHEA
old power new power
Currency
Held by a few
Pushed down
Commanded
Closed
Transaction
Current
Made by many
Pulled in
Shared
Open
Relationship
24. #SHCR @HelenBevan
The essential flaw of quality improvement
methods
The essential flaw of [quality
improvement methodology] is
that, when implemented, it tends
to reinforce the mechanistic and
hierarchical models that are
consistent with the mental maps
of most managers
Chris Argyris, Flawed advice and
the management trapSource of image:
www.biblicalcreation.org.uk
Read more at: http://www.slideshare.net/jurgenappelo/management-30-workout
28. #SHCR @HelenBevan
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
29. #SHCR @HelenBevan
From “have to” to “want to”
Source of image s:www.slideshare.net/mexicanwave/champions-trolls-10-years-
of-the-cipd-online-community
30. #SHCR @HelenBevan
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
31. #SHCR @HelenBevan
is the new normal!
“Tomorrow’s management
systems will need to value
diversity, dissent and divergence
as highly as conformance,
consensus and cohesion.”
Gary Hamel
Image by neilperkin.typepad.com
36. #SHCR @HelenBevan @FreerMary
What is a rebel?
•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
Source : @PeterVan http://t.co/6CQtA4wUv1
37. #SHCR @HelenBevan @FreerMary
We need to create more boatrockers!
• 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
a destructive troublemaker
Source: Debra Meyerson
38. #SHCR @HelenBevan @FreerMary
What are the risks for a boat rocker?
1. Our experiences of “being different” can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
Source: adapted from Debra E Meyerson
39. #SHCR @HelenBevan @FreerMary
What are the risks for a boat rocker?
1. Our experiences of “being different” can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
we surrender a part of ourselves, and silence
our commitment, in order to survive
Source: adapted from Debra E Meyerson
42. #SHCR @HelenBevan @FreerMary
What are the risks for a boat rocker?
1. Our experiences of “being different” can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
we surrender a part of ourselves, and silence
our commitment, in order to survive
2. leave the organisation
Source: adapted from Debra E Meyerson
43. #SHCR @HelenBevan @FreerMary
What are the risks for a boat rocker?
1. Our experiences of “being different” can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
we surrender a part of ourselves, and silence
our commitment, in order to survive
2. leave the organisation
we cannot find a way to be true to our values
and commitments and still survive
Source: adapted from Debra E Meyerson
44. #SHCR @HelenBevan @FreerMary
What are the risks for a boat rocker?
1. Our experiences of “being different” can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
we surrender a part of ourselves, and silence
our commitment, in order to survive
2. leave the organisation
we cannot find a way to be true to our values
and commitments and still survive
3. stridently challenge the status quo in a manner
which is increasingly radical and self-defeating
Source: adapted from Debra E Meyerson
45. #SHCR @HelenBevan @FreerMary
What are the risks for a boat rocker?
1. Our experiences of “being different” can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
we surrender a part of ourselves, and silence
our commitment, in order to survive
2. leave the organisation
we cannot find a way to be true to our values
and commitments and still survive
3. stridently challenge the status quo in a manner
which is increasingly radical and self-defeating
this just confirms what we already know – that
we don’t belong Source: adapted from Debra E Meyerson
47. #SHCR @HelenBevan @FreerMary
Reflection
• What are your insights around “rebels” and
“troublemakers”?
• What moves people from being “rebel” to
“troublemaker”?
• How do we protect against this?
49. #SHCR @HelenBevan @FreerMary
Peter Fuda’s Transformational Change Agent
framework
Skills and methods for creating
change
Ability to make sense of, and reshape
perceptions of ‘reality’
Personal characteristics and
qualities
50. #SHCR @HelenBevan @FreerMary
Peter Fuda’s Transformational Change Agent
framework: my perspective
“Doing”
• Where most change agents
in health and care put most
of their effort and emphasis
• What others typically judge
us on
• What we often perceive we
need to do to add value
• What most change and
improvement courses focus
on
51. #SHCR @HelenBevan @FreerMary
Peter Fuda’s Transformational Change Agent
framework: my perspective
“Seeing ” and “Being”
• We can only do effective
“doing” if we build on strong
foundations of “seeing and
being”
• Change begins with me
• Hopeful futures, creative
opportunities and potential
• Multiple lenses for change
• See myself in the context of
my higher purpose
54. #SHCR @HelenBevan @FreerMary
"There’s only one
corner of the
universe you can
be certain of
improving, and
that’s your own
self."
Aldous Huxley
Source of image: timcoffeyart.wordpress.com
55. #SHCR @HelenBevan @FreerMary
‘I do not think you can really deal with
change without a person asking real
questions about who they are and how they
belong in the world’
David Whyte, The Heart Aroused 1994
Source of image: fistfuloftalent.com
56. #SHCR @HelenBevan @FreerMary
1. able to join forces with others to create action
2. able to achieve small wins which create a sense
of hope, possibility and confidence
3. More likely to view obstacles as challenges to
overcome
4. strong sense of “self-efficacy”
belief that I am personally able to create the change
Four things we know about successful
boat rockers
Source: adapted from Debra E Meyerson
CHANGE
me
BEGINS WITH
57. #SHCR @HelenBevan @FreerMary
Self-efficacy
There is a positive, 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
60. #SHCR @HelenBevan @FreerMary
Source: @NHSChangeDay
What is the issue here?
“permission” ?
(externally generated)
or
Self efficacy ?
(internally generated)
61. #SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton
Building self-efficacy: some tactics
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
69. #SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton#SCHR #Quality2015 @HelenBevan @BoelGare @jackielyntonSource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
Make it a personal
PERFORMANCE target.
71. #SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton
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
72. #SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton
“Papers that are more likely to contend against
the status quo are more likely to find an
opponent in the review system—and thus be
rejected —but those papers are also more
likely to have an impact on people across the
system, earning them more citations when
finally published”
V. Calcagno et al., “Flows of research manuscripts among
scientific journals reveal hidden submission patterns,”
Science, doi:10.1126/science.1227833, 2012.
—
74. #SHCR @HelenBevan @FreerMary
Avedis Donabedian
“Ultimately, the secret of
quality is love.
…… If you have love, you
can then work backward
to monitor and improve
the system”.
76. #SHCR @HelenBevan @FreerMary
Questions for reflection
1. What are the opportunities for me to build my
perspectives and skills as an agent of change?
2. How can I build self efficacy as a change agent?
3. How do I move beyond skills and knowledge of
change to live and be change?
4. Who can help and support me as a change
agent?
5. What are the implications for the way I work?
77. #SHCR @HelenBevan @FreerMary
Jeremy Heimens TED talk “What new power looks like”
https://www.youtube.com/watch?v=j-S03JfgHEA
old power new power
Currency
Held by a few
Pushed down
Commanded
Closed
Transaction
Current
Made by many
Pulled in
Shared
Open
Relationship
78. #SHCR @HelenBevan @FreerMarySource of image: outskirtsbattledome.wikispaces.com
The easiest way to thrive as an
outlier
...is to avoid being one
Seth Goodin
80. #SHCR @HelenBevan @FreerMary
Power in community
“Power used to come largely through and from big
institutions.
Today power can and does come from connected individuals
in community.
When community invests in an idea, it co-owns its success.
Source of image: orton.org
Instead of trying to
achieve scale all by
ourselves, we have a new
way to have scale. Scale
can be in, with and
through community.”
Nilofer Merchant
81. #SHCR @HelenBevan @FreerMary
Managers know how to command
obedience and diligence, but most are
clueless when it comes to galvanizing the
sort of volunteerism that animates life on
the social web. Initiative, imagination and
passion can’t be commanded—they’re gifts.
Gary Hamel
http://www.mixmashup.org/blog/reinventing-
management-mashup-architecture-ideology
‘
82. #SHCR @HelenBevan @FreerMary
“When we talk of social change, we talk of
movements, a word that suggest vast
groups of people walking together, leaving
behind one way and travelling towards
another”
Rebecca Solnit
83. #SHCR @HelenBevan @FreerMary
Learning from social movement leaders
http://www.slideshare.net/NHSIQ/the-power-of-one-the-power-of-
many?qid=97bb3464-07c2-4883-9531-c3d436a66aa1&v=qf1&b=&from_search=2
86. #SHCR @HelenBevan @FreerMary
Leadership is….
…the art of mobilising others
to want to struggle for shared
aspirations
Jim Kouzes
Source of image: environmentvictoria.org.au
87. #SHCR @HelenBevan @FreerMary
Framing
… is the process by which leaders construct,
articulate and put across their message in a powerful
and compelling way in order to win people to their
cause and call them to action.
Snow D A and Benford R D (1992)
89. #SHCR @HelenBevan @FreerMary
The reality
“What the leader cares about (and typically bases at
least 80% of his or her message to others on) does
not tap into roughly 80% of the workforce’s primary
motivators for putting extra energy into the change
programme”
Scott Keller and Carolyn Aiken (2009)
The Inconvenient Truth about Change Management
Source of image: swedenbourg-openlearning.org.uk
90. #SHCR @HelenBevan @FreerMary
1. People speak intellectually but engage
emotionally
2. Facts are hard to remember and easy to
challenge
3. If we only talk about our success people won’t
believe us
4. People don’t want more communication; they
want meaningful communication
http://www.peterfuda.com/2014/10/30/traditional-comms-fail-engage/
Four gaps between
how we
communicate
change
how people
engage with that
communication
92. #SHCR @HelenBevan @FreerMary
If we want people to take action, we have to
connect with their emotions through values
action
values
emotion
Source: Marshall Ganz
94. #SHCR @HelenBevan @FreerMary#IQTGOLD#SCHR @HelenBevan
But not all emotions are equal.........
inertiaurgency
anger apathy
solidarity isolation
you can make a
difference
Self-doubt
hope fear
Overcomes
Action motivators Action inhibitors
Source: Marshall Ganz
95. #SHCR @HelenBevan @FreerMary
‘‘Leaders must wake people out of
inertia. They must get people excited
about something they’ve never seen
before, something that does not yet
exist”
Rosa Beth Moss Kanter
Source of image: www.linkedin.com/company/activate-brand-agency
96. #SHCR @HelenBevan @FreerMary
Effective framing:
what do we need to do?
1. Tell a story
2. Make it personal
3. Be authentic
4. Create a sense of “us” (and be clear who the “us”
is)
5. Build in a call for urgent action
Source of image: woccdoc.org
99. #SHCR @HelenBevan @FreerMary
Talk to the person next to you
• Tell your story about why the change you are
involved in now is so important to you
• Relate it to a personal experience
You have:
• 2 minutes to prepare your story
• 3 minutes each to tell your story
100. #SHCR @HelenBevan @FreerMary
How do we create a sense of
“us” to build momentum for
change?
Source of image: www.tannerfriedman.com
102. #SHCR @HelenBevan @FreerMary
The Network Secrets of Great Change Agents
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
103. #SHCR @HelenBevan @FreerMary
strong ties (cohesive)
v.
weak ties (disconnected)
Source of image: http://www.forbes.com/fdc/welcome_mjx.shtml
104. #SHCR @HelenBevan @FreerMary
When we spread change through strong ties:
• 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
105. #SHCR @HelenBevan @FreerMary
When we spread change through strong ties:
• 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
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
107. #SHCR @HelenBevan @FreerMary
When we seek to spread change through weak
ties
• 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 resources in our
organisation, system or community to help
achieve our goals
108. #SHCR @HelenBevan @FreerMary
Why we need to build weak ties AS WELL AS
strong ties
• Weak ties are more likely to lead to change at scale
because they enable us to access more people with
fewer barriers
More on weak ties: https://www.youtube.com/watch?v=w7AzRVxhEXA#t=45
109. #SHCR @HelenBevan @FreerMary
Why we need to build weak ties AS WELL AS
strong ties
• 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
110. #SHCR @HelenBevan @FreerMary
Why we need to build weak ties AS WELL AS
strong ties
• 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
112. #SHCR @HelenBevan @FreerMary
Three components of a great narrative
• Diagnostic – what is the problem that
we are addressing? What is the extent
of the problem? What is the specific
source or sources?
• Prognostic – what could the future look
like? What is our “plan of attack” and
our strategy for carrying out the plan?
• Motivational – why is this urgent?
What is our call for action that
connects with the motivational and
emotional drivers of our audience?
Source: Benford and Snow
Source of image: www.ecommercedefense.com
113. #SHCR @HelenBevan @FreerMary
Four keys to collaboration
• Lean into your discomfort
• Listen as an ally
• State your intent
• Share your “street corner”
Source: Judith Katz and Fred Miller
118. #SHCR @HelenBevan @FreerMary
Questions for reflection
1. What learning and inspiration can you take
from social movement leaders to help you in
your role as an agent of change in health and
care?
2. How will you attract the attention of the people
you want to call to action?
3. Who are the people who are currently
disconnected that you want to unite in order to
achieve your goal for change? How can you
build a sense of “us” with them?
119. #SHCR @HelenBevan @FreerMary
Employee resistance is the
most common reason
executives cite for the
failure of big
organizational-change
efforts
Scott Keller and Colin Price
(2011), Beyond Performance: How
Great Organizations Build Ultimate
Competitive Advantage
Source of image:
Businessconjunctions.com
120. #SHCR @HelenBevan @FreerMary
“
Thousands of patients have died
needlessly because of a
damaging reluctance amongst
doctors and the public to accept
changes in the NHS, according to
the country’s top emergency
doctor
“
121. #SHCR @HelenBevan @FreerMary
Leaders ask their staff to be ready for change,
but do not engage enough in
sensemaking........
Sensemaking is not done via marketing...or
slogans but by emotional connection with
employees
Ron Weil
122. #SHCR @HelenBevan @FreerMary
Resistant behaviour is a good
indicator of missing relevance
Harald Schirmer
http://de.slideshare.net/haraldschirmer/strategies-for-corporate-change-the-new-
role-of-hr-driving-social-adoption-and-change-in-the-enterprise
Source of image: driverlayer.com
‘‘
126. #SHCR @HelenBevan @FreerMary
• smoking cessation
• exercise adoption
• alcohol and drug use
• weight control
• fruit and vegetable intake
• domestic violence
• HIV prevention
• use of sunscreens to prevent skin cancer
• medication compliance
• mammography screening
The model is mostly used around
health-related behaviours
127. #SHCR @HelenBevan @FreerMary
• smoking cessation
• exercise adoption
• alcohol and drug use
• weight control
• fruit and vegetable intake
• domestic violence
• HIV prevention
• use of sunscreens to prevent skin cancer
• medication compliance
• mammography screening
It works for
organisational and
service change too!
The model is mostly used around
health-related behaviours
128. #SHCR @HelenBevan @FreerMary
“Stages of change”
Smoking
I am not aware my
smoking is a
problem – I have no
intention to quit
Prochaska, DiClemente & Norcross (1992)
129. #SHCR @HelenBevan @FreerMary
“Stages of change”
Smoking
I am not aware my
smoking is a
problem – I have no
intention to quit
I know my smoking
is a problem – I
want to stop but no
plans yet
Prochaska, DiClemente & Norcross (1992)
130. #SHCR @HelenBevan @FreerMary
I am not aware my
smoking is a
problem – I have no
intention to quit
I know my smoking
is a problem – I
want to stop but no
plans yet
I am making plans
& changing things
I do in
preparation.
“Stages of change”
Smoking
Prochaska, DiClemente & Norcross (1992)
131. #SHCR @HelenBevan @FreerMary
I am not aware my
smoking is a
problem – I have no
intention to quit
I know my smoking
is a problem – I
want to stop but no
plans yet
I am making plans
& changing things
I do in
preparation.
I have
stopped
smoking!
“Stages of change”
Smoking
Prochaska, DiClemente & Norcross (1992)
132. #SHCR @HelenBevan @FreerMary
I am not aware my
smoking is a
problem – I have no
intention to quit
I know my smoking
is a problem – I
want to stop but no
plans yet
I am making plans
& changing things
I do in
preparation.
I have
stopped
smoking!
I am continuing to
not smoke.
I sometimes miss it
– but I am still not
smoking
“Stages of change”
Smoking
Prochaska, DiClemente & Norcross (1992)
133. #SHCR @HelenBevan @FreerMary
I am not aware my
smoking is a
problem – I have no
intention to quit
I know my smoking
is a problem – I
want to stop but no
plans yet
I am making plans
& changing things
I do in
preparation.
I have
stopped
smoking!
I am continuing to
not smoke.
I sometimes miss it
– but I am still not
smoking
“Stages of change”
Smoking
Prochaska, DiClemente & Norcross (1992)
135. #SHCR @HelenBevan @FreerMary
• Which stage do most change activities in
health and care focus on?
• Which stage are most people actually at?
Some questions
136. #SHCR @HelenBevan @FreerMary
The reality of our change situation
• Our tools are often not effective at the stage of change
that most people we work with are at
• It’s hard to engage people in change
• It’s hard to get people to make the changes we want
them to make
• People get irritated, defensive, irrational
• We feel powerless in our ability to lead or facilitate the
change
90% of the tools available for health and care change
agents are designed for the “action” stage
137. #SHCR @HelenBevan @FreerMary
• Designed for Stage 4 –
ACTION!
• Mandated it through
targets
• Despite compelling
case for change –
people resisted it – no
values connection
• People did the task
and missed the point
Example – WHO Surgical Safety Checklist
138. #SHCR @HelenBevan @FreerMary
IN A NUTSHELL
• Evidence from observational studies that the use of surgical safety
checklists results in striking improvements in outcomes
• Led to rapid adoption of such checklists worldwide
• Researchers studied effect of mandatory adoption of checklists in
Ontario, Canada
• Use of checklists not associated with significant reductions in
operative mortality or complications
139. #SHCR @HelenBevan @FreerMary
• Lower our ambitions for improvement
• Focus our energies on those who are
already in the “action” stage
• Put negative labels on those who are
not yet at the action stage such as
“blocker” or “resister” or “laggard”
• Blame “the management” for not
enforcing change
So what do we TEND to do when people
resist?
140. #SHCR @HelenBevan @FreerMary
The single biggest problem
in communication is the
illusion that it has taken
place
George Bernard Shaw
‘‘
141. #SHCR @HelenBevan @FreerMary
• Listen and understand
• appreciate the starting point
• elaborate interests
• Roll with resistance (Singh)
• Don’t argue against it
• Encourage elaboration of resistance
•What makes it so hard?
•What would help?
• Build meaning and conviction in the change
So what SHOULD we do?
142. #SHCR @HelenBevan @FreerMary
• The focus should be on
creating awareness for me of
the need to change
• Remember the goal is not to
make me (as a
precontemplator) change
immediately, but to help me
move to contemplation
• I am not thinking about
changing my behaviours,
actions or work processes
• The problem or issue is
outside my frame of
awareness or my perceived
need
143. #SHCR @HelenBevan @FreerMary
Focussing on Prochaska, DiClemente and
Norcross’s Stages of Change model:
• What stage of change are some of the key
people that you need to influence for your
change initiative at?
• What actions can you take to help them move
to the next stage?
Thinking about your own situation
145. #SHCR @HelenBevan @FreerMary
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theedge.nhsiq.nhs.uk/edgetalks
4. Save the date for
theedge.nhsiq.nhs.uk/transformathon
147. #SHCR @HelenBevan @FreerMary
References and links
Baron A (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
148. #SHCR @HelenBevan @FreerMary
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
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activism
Verjans S (2013) How social media changes the way we work together
References and links
Editor's Notes
Examples form the NHS of social movements often called a call to action
Large scale action - Not requiring large leadership team or compliance framework
Definition used in “The Power of One, the Power of Many” = a voluntary collective of individuals committed to promoting or resisting change through co-ordinated activity.
Link belowhttp://www.bbc.co.uk/news/magazine-23790147http://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.
So Emotions help us understand what we value in the world.
Why did the story of Alice work ?
So why was this story powerful?
Why do we respond differently when we hear about Alice rather than when we see the policy data and financial balance sheet?
So public narrative when used intentionally for a purpose to connect with others to move to action is a powerful skills set and leadership gift. When we hear stories that make us feel a certain way those stories remind us of our core values. We experience our values through emotions. Then we are prepared to take action on those values. Through our emotions we are more likely to take action
Research by Martha Nussbaum a Moral philosopher, tells us that people who have a damaged (a-mig-da- la) Amygadla the part of the brain which controls emotions, when faced with decisions can come up with many options from which to choose but cannot make a decision because the decision rests upon judgements of value. If we cannot feel emotion we cannot experience values that orient us to the choices we must make
Shortly we will be thinking about the lived experiences that have moved you to action…we’ll be drawing on those a few minutes as you start to craft your own stories.
LIST some emotions
Remember the power of “Killer Facts”
Have one that really illustrates this for you.
JG – I often use one from Kath Evans. If we had the health care system in England that matched the best in Europe 1500 children a year, would not die in our care.
I thank you for being here and doing what you do.
Have a wonderful three days in Birmingham.