Most large scale change fails to achieve its objectives
What happens to large scale change efforts in reality?
In order of frequency:
the effort effectively “runs out of energy” and simply fades away;
the change hits a plateau at some level and no longer attracts new supporters; or
the change becomes reasonably well established; several levels across the system have changed to accommodate or support it in a sustainable way.
Money incentives do not create energy for change; the energy comes from connection to meaningful goals...
Change and Innovation: it's time to rewrite the rulesHorizons NHS
The presentation that Helen Bevan made to the London Learning and Organisation Development Network meeting, 6th September 2016
Follow Helen Bevan on Twitter @HelenBevan
Change and Innovation: it's time to rewrite the rulesHorizons NHS
The presentation that Helen Bevan made to the London Learning and Organisation Development Network meeting, 6th September 2016
Follow Helen Bevan on Twitter @HelenBevan
These are the slides from Module 4: Making change happen
This module brings together themes from earlier modules and examines ways of bringing your aspirations for change to fruition. We will look at the NHS Change model and the energy model and consider the importance of balancing different types of energy and recognising the need for both extrinsic and intrinsic motivation.
Agenda:
Why change efforts often fail to achieve their objectives
What happens to large-scale change efforts in reality?
Leaders and their role as ‘signal generators’
10 key principles of large-scale change
Intrinsic vs extrinsic motivation and drivers
What is the NHS Change Model and how does it align with the above?
How can you build both intrinsic and extrinsic motivators of change into your efforts?
How can you managed the tension between the two?
Building energy for change
What is energy for change?
What are the five energies?
Characteristics of the high and low end of the energies
What is an energy for change profile?
Creating shared purpose
What is our approach to change?
What is the value of a shared purpose?
How to avoid de facto purpose?
Questions and call to action
Questions for reflection:
How can I make the most of both intrinsic and extrinsic aspects of change?
How can I build energy for change for the long haul?
How can I ensure shared purpose throughout my change process?
What can I do tomorrow to accelerate change?
Call to action:
Reflect on how you can use both intrinsic and extrinsic motivators in your practice as a leader or agent of change.
Seek to ignite energy for change in everyone involved in your project.
Build commitment to shared purpose in all your change efforts.
How to build a high performance, high energy teamHelen Bevan
Slides from the workshop that Helen Bevan facilitated at the International Forum on Quality and Safety in Healthcare, Kuala Lumpur, 24th August 2017. #Quality2017
School for Change Agents 2017 Module 4NHS Horizons
This module will help us create and sustain the energy we need to make change happen. We will look at a number of practical ideas, tools and resources to help us change the way we do change. We’ll look at why change fails and how you can minimise the risk of it failing by creating a shared purpose and understanding the different energies needed to bring teams with you.
Better Management 2017: Performance e potenziale delle personeMarco Calzolari
Performance e miglioramento non si possono "gestire": vanno facilitati creando condizioni e contesto adeguati. Quando si parla di persone, misurare le performance e collegare gli incentivi al raggiungimento di obiettivi individuali porta a risultati controproducenti. Quali sono le alternative per valutare le performance delle persone, sviluppare le carriere e allinearle agli obiettivi aziendali?
People Performance, People Potential. How to quantify the non measurable Marco Calzolari
Performance and improvement can not be "managed". Improvement must be facilitated by working on fair conditions and context dinamics. Working with people, measuring performance and linking incentives to individual goals leads to counterproductive results. What are the current alternatives to evaluating (people's) performance, developing careers, and to align teams' work with business goals?
Performance e potenziale delle persone: quantificare il non misurabileMarco Calzolari
Agile Business Day 2017
Performance e miglioramento non si possono "gestire": vanno facilitati creando condizioni e contesto adeguati. Quando si parla di persone, misurare le performance e collegare gli incentivi al raggiungimento di obiettivi individuali porta a risultati controproducenti. Quali sono le alternative per valutare le performance delle persone, sviluppare le carriere e allinearle agli obiettivi aziendali?
Leading Large Scale Change: A Practical Guide - Part 1
What the NHS Academy for Large Scale Change learnt and how you can apply these principles within your own
health and healthcare setting
Written by:
Helen Bevan
Paul Plsek
Lynne Winstanley
On behalf of the
NHS Academy for Large Scale Change
Workshop introducing appreciative inquiry using Positive Matrix, a collaborative software tool that energizes people and their enterprise to bring about positive change.
Appreciative Inquiry for Organizational Change Amy Lewis
Appreciative Inquiry (AI) is a positive approach to change management that focuses on the strengths of the organization rather than the weaknesses. This model is utilized for large scale change management that will ignite engagement and inspiration into a diverse workforce.
Appreciative Inquiry, an organizational development method, is the study and exploration of what gives life to human systems when they function at their best.
These are the slides from Module 4: Making change happen
This module brings together themes from earlier modules and examines ways of bringing your aspirations for change to fruition. We will look at the NHS Change model and the energy model and consider the importance of balancing different types of energy and recognising the need for both extrinsic and intrinsic motivation.
Agenda:
Why change efforts often fail to achieve their objectives
What happens to large-scale change efforts in reality?
Leaders and their role as ‘signal generators’
10 key principles of large-scale change
Intrinsic vs extrinsic motivation and drivers
What is the NHS Change Model and how does it align with the above?
How can you build both intrinsic and extrinsic motivators of change into your efforts?
How can you managed the tension between the two?
Building energy for change
What is energy for change?
What are the five energies?
Characteristics of the high and low end of the energies
What is an energy for change profile?
Creating shared purpose
What is our approach to change?
What is the value of a shared purpose?
How to avoid de facto purpose?
Questions and call to action
Questions for reflection:
How can I make the most of both intrinsic and extrinsic aspects of change?
How can I build energy for change for the long haul?
How can I ensure shared purpose throughout my change process?
What can I do tomorrow to accelerate change?
Call to action:
Reflect on how you can use both intrinsic and extrinsic motivators in your practice as a leader or agent of change.
Seek to ignite energy for change in everyone involved in your project.
Build commitment to shared purpose in all your change efforts.
How to build a high performance, high energy teamHelen Bevan
Slides from the workshop that Helen Bevan facilitated at the International Forum on Quality and Safety in Healthcare, Kuala Lumpur, 24th August 2017. #Quality2017
School for Change Agents 2017 Module 4NHS Horizons
This module will help us create and sustain the energy we need to make change happen. We will look at a number of practical ideas, tools and resources to help us change the way we do change. We’ll look at why change fails and how you can minimise the risk of it failing by creating a shared purpose and understanding the different energies needed to bring teams with you.
Better Management 2017: Performance e potenziale delle personeMarco Calzolari
Performance e miglioramento non si possono "gestire": vanno facilitati creando condizioni e contesto adeguati. Quando si parla di persone, misurare le performance e collegare gli incentivi al raggiungimento di obiettivi individuali porta a risultati controproducenti. Quali sono le alternative per valutare le performance delle persone, sviluppare le carriere e allinearle agli obiettivi aziendali?
People Performance, People Potential. How to quantify the non measurable Marco Calzolari
Performance and improvement can not be "managed". Improvement must be facilitated by working on fair conditions and context dinamics. Working with people, measuring performance and linking incentives to individual goals leads to counterproductive results. What are the current alternatives to evaluating (people's) performance, developing careers, and to align teams' work with business goals?
Performance e potenziale delle persone: quantificare il non misurabileMarco Calzolari
Agile Business Day 2017
Performance e miglioramento non si possono "gestire": vanno facilitati creando condizioni e contesto adeguati. Quando si parla di persone, misurare le performance e collegare gli incentivi al raggiungimento di obiettivi individuali porta a risultati controproducenti. Quali sono le alternative per valutare le performance delle persone, sviluppare le carriere e allinearle agli obiettivi aziendali?
Leading Large Scale Change: A Practical Guide - Part 1
What the NHS Academy for Large Scale Change learnt and how you can apply these principles within your own
health and healthcare setting
Written by:
Helen Bevan
Paul Plsek
Lynne Winstanley
On behalf of the
NHS Academy for Large Scale Change
Workshop introducing appreciative inquiry using Positive Matrix, a collaborative software tool that energizes people and their enterprise to bring about positive change.
Appreciative Inquiry for Organizational Change Amy Lewis
Appreciative Inquiry (AI) is a positive approach to change management that focuses on the strengths of the organization rather than the weaknesses. This model is utilized for large scale change management that will ignite engagement and inspiration into a diverse workforce.
Appreciative Inquiry, an organizational development method, is the study and exploration of what gives life to human systems when they function at their best.
How do we build energy for change in the new era? A questionnaire that helps you measure the gaps that change teams and groups really want to fix, but have never told you about!
DOP conference presentation 8th january 2015Rosanna Hunt
This is the presentation on Energy for Change for Occupational Psychologists at the DOP conference in Glasgow (Division of Occupational Psychology - British Psychological Society)
Short slide deck sharing research evidence on how to improve wellbeing at work as well as practical steps required to implement 30 day improvement cycles aimed at enhancing and maintaining team wellbeing
This is a legacy publication from the NHS Institute for Innovation and Improvement. It outlines a framework of five models for thinking about making change happen, based on the work of McKinsey and Co
The difference between aligned and misaligned teams/organization, is the difference between average and excellent. When strategies are misaligned with culture, organizations and businesses pay extremely high price.
Aligned teams happen to be innovative, perform faster and better in the changing environment.
Leaders and entrepreneurs need to be able to create safe environment – platforms, where the collective intelligence emerges, people align and continuously innovate.
The Diamond Leadership is a simple co-creative guide that puts in one place the tools and practices that liberate innovation and align teams in organizations.
It will assist you to create cohesion in your team where creativity and innovation are natural states of functioning?
Patient Engagement: Health Consumer Insights from Gen Xers and Millennials Kathleen Poulos
Patient Engagement: Health Consumer Insights from Gen Xers and Millennials
Pathways to Patient Engagement is a webinar series designed to foster collaboration and discussion between all involved in the healthcare process.
During the initial webinar we explored physician insights and found 40% of the primary care physicians surveyed were not participating in any patient engagement activities.
During this webinar we highlighted feedback from health consumers, specifically Gen Xers and Millennials. We found Millennials to be more patient engagement savvy than their Gen X counterparts.
Review the deck and to get a health consumer perspective on patient engagement.
Helen Bevan delivered this full-day workshop, where we discussed, with about 80 health care leaders, how to build contagious commitment for change.
Much of the redesign effort in health care is focused on the “anatomical” or technical aspects of improvement; how we transform processes, pathways and structures of care. There is growing recognition globally among leaders that we need to give more credence to the “physiological” aspects of redesign; how we capture the imagination and energy of frontline teams, leaders, and patients and families and mobilize them for system-wide transformation. Individuals and teams can weather the inevitable challenges presented by change, and they will sustain energy for change if they have an intrinsic sense of purpose, hope, and possibility about what the change will achieve.
At this one-day workshop, Helen Bevan – she is energy personified! - took us through some of the latest thinking and practice on how to build this ‘contagious commitment’ to change. She illustrated why energy is such a critical factor in successful change efforts. We learned about the different kinds of energy required for change, reviewed our Saskatchewan 'energy for change' profile, and built our skills for assessing and building energy levels in ourselves and in our team members.
The workshop took place in Regina, Saskatchewan, on Tuesday, April 9th, 2013.
The new era of change and transformationHelen Bevan
The slides that Helen Bevan presented at #LIIPSforum2016 25th November 2016. The event is organised by the Leicestershire Improvement, Innovation and Patient Safety Unit of the University of Leicester
Here are 5 tips on how to stop overthinking. For 5 more tips of this type, click the link: http://vkool.com/how-to-stop-overthinking/
1. Put Things Into A Big Picture
Putting your issue into a large picture will help you think less about it or think more positively about it. You should ask questions like: “Can this matter last for years?”, or: “Is there anyone living without a single issue?” It has been proven that by asking yourself these questions, you can stop overthinking easier.
2. Take Action
You should set deadlines for every task you do so that you will not have much time to overthink about anything. You had better take one step at a time until you complete the work. This will help prevent you from feeling overwhelmed. Taking one step at a time will make you busy with your tasks, thereby stop overthinking.
3. Admit That You Could Not Control Everything
Only saints could control everything. You are human being, so you cannot control everything in life. Sometimes you will have to accept things to go their own ways.
Even famous people or the ones that you admire cannot keep everything under their control. Failure is not something terrible. Failure is actually a good lesson that you can learn from. Failure is the mother of success. Therefore, you ought to stop thinking that you can control everything in life.
4. Make Friends With People Who Do Not Overthink
Social environment can affect the way you think. When you communicate with people who can easily forget things that make them sad, you can learn from them to do so. On the contrary, when you communicate with people who are oversensitive, or overthink about things, you can be impacted. The people around you can apparently affect the way you think. Therefore, you should choose who to make friends with, and who to be around when you are in trouble.
5. Workout
Workout can help in removing your negative thoughts, releasing tensions, and getting rid of anxiety. Swimming, walking, and riding bicycle are the best exercises that you should do to avoid overthinking. When you do workouts, you tend to focus on the movement of your body, thereby you will not think much about other things.
In conclusion, you should remember that you are not a saint, so there may be a lot of things that you cannot do. Do not put too much pressure on yourself, and make your brain work too hard without finding any solution after all. Those 5 tips on how to stop overthinking are very helpful, so you should try them if you are suffering from this issue.
Whether it's prescription or street drugs, when the demise includes a celebrated face, it attracts consideration regarding evil spirits that neither cash nor notoriety can tame. These 16 stars lost their lives to overdoses, yet their legacy lives on in the collection of work they deserted.
Learning resources compiled by S.Rengasamy for Social Group Work for the students doing their graduation course in Social Work in the colleges affiliated to Madurai Kamaraj University
Leading change with big ambition
Presentation by Dr Helen Bevan, NHS Improving Quality Delivery Team
National clinical leadership fellowship programme
Module 5
National event: Yarnfield 21 to 24 May 2013
Helen Bevan spent 20th May with leaders of the Central Manchester health community, helping them with their ambitious strategies to transform local services.
Her role was to challenge these leaders in their approach to large scale change and to help with “thinking differently for different results”. They are aware of the mantra that “70% of large scale change efforts fail” and want to make sure they are in the other 30%. I talked to them about “the three paradoxes in large scale change” (transactional v relational; transitional v transformational; diagnostic v dialogic approaches to change). They are using these frameworks to assure their emerging implementation approach.
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.
These are the slides for the one day School for Health and Care Radicals that Helen Bevan ran in Vancouver on 18th February as part of the British Columbia Quality Forum, organised by the BC Patient Safety and Quality Council
Energy for change - A history of the NHS model and recent developments in the...Rosanna Hunt
The Energy for Change model encourages system leaders and managers in the NHS to approach change in a different way - putting more attention into building shared purpose (spiritual energy), a sense of solidarity (social energy) and creating inclusive spaces for learning and challenge (psychological energy) whilst paying attention to the management of physical energy (through rest and renewal interspersed with progress and milestones for delivery) and intellectual energy (setting out the case for change, analysing, reflecting on and evaluating progress).
Positive Emotion: Engagement in Motion
10 Minutes to Target Employee Engagement Points & Claim your Position as a Leading Influencer of Well-Being at Your Company.
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...Oleg Kshivets
Overall life span (LS) was 1671.7±1721.6 days and cumulative 5YS reached 62.4%, 10 years – 50.4%, 20 years – 44.6%. 94 LCP lived more than 5 years without cancer (LS=2958.6±1723.6 days), 22 – more than 10 years (LS=5571±1841.8 days). 67 LCP died because of LC (LS=471.9±344 days). AT significantly improved 5YS (68% vs. 53.7%) (P=0.028 by log-rank test). Cox modeling displayed that 5YS of LCP significantly depended on: N0-N12, T3-4, blood cell circuit, cell ratio factors (ratio between cancer cells-CC and blood cells subpopulations), LC cell dynamics, recalcification time, heparin tolerance, prothrombin index, protein, AT, procedure type (P=0.000-0.031). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and N0-12 (rank=1), thrombocytes/CC (rank=2), segmented neutrophils/CC (3), eosinophils/CC (4), erythrocytes/CC (5), healthy cells/CC (6), lymphocytes/CC (7), stick neutrophils/CC (8), leucocytes/CC (9), monocytes/CC (10). Correct prediction of 5YS was 100% by neural networks computing (error=0.000; area under ROC curve=1.0).
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
Basavarajeeyam is an important text for ayurvedic physician belonging to andhra pradehs. It is a popular compendium in various parts of our country as well as in andhra pradesh. The content of the text was presented in sanskrit and telugu language (Bilingual). One of the most famous book in ayurvedic pharmaceutics and therapeutics. This book contains 25 chapters called as prakaranas. Many rasaoushadis were explained, pioneer of dhatu druti, nadi pareeksha, mutra pareeksha etc. Belongs to the period of 15-16 century. New diseases like upadamsha, phiranga rogas are explained.
These lecture slides, by Dr Sidra Arshad, offer a quick overview of the physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar lead (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
6. Describe the flow of current around the heart during the cardiac cycle
7. Discuss the placement and polarity of the leads of electrocardiograph
8. Describe the normal electrocardiograms recorded from the limb leads and explain the physiological basis of the different records that are obtained
9. Define mean electrical vector (axis) of the heart and give the normal range
10. Define the mean QRS vector
11. Describe the axes of leads (hexagonal reference system)
12. Comprehend the vectorial analysis of the normal ECG
13. Determine the mean electrical axis of the ventricular QRS and appreciate the mean axis deviation
14. Explain the concepts of current of injury, J point, and their significance
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. Chapter 3, Cardiology Explained, https://www.ncbi.nlm.nih.gov/books/NBK2214/
7. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
CDSCO and Phamacovigilance {Regulatory body in India}NEHA GUPTA
The Central Drugs Standard Control Organization (CDSCO) is India's national regulatory body for pharmaceuticals and medical devices. Operating under the Directorate General of Health Services, Ministry of Health & Family Welfare, Government of India, the CDSCO is responsible for approving new drugs, conducting clinical trials, setting standards for drugs, controlling the quality of imported drugs, and coordinating the activities of State Drug Control Organizations by providing expert advice.
Pharmacovigilance, on the other hand, is the science and activities related to the detection, assessment, understanding, and prevention of adverse effects or any other drug-related problems. The primary aim of pharmacovigilance is to ensure the safety and efficacy of medicines, thereby protecting public health.
In India, pharmacovigilance activities are monitored by the Pharmacovigilance Programme of India (PvPI), which works closely with CDSCO to collect, analyze, and act upon data regarding adverse drug reactions (ADRs). Together, they play a critical role in ensuring that the benefits of drugs outweigh their risks, maintaining high standards of patient safety, and promoting the rational use of medicines.
The Gram stain is a fundamental technique in microbiology used to classify bacteria based on their cell wall structure. It provides a quick and simple method to distinguish between Gram-positive and Gram-negative bacteria, which have different susceptibilities to antibiotics
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
2. Most large scale change fails to
achieve its objectives
Source: McKinsey Performance Transformation Survey, 3000 respondents to
global, multi-industry survey
@helenbevan #Quality2013
@helenbevan
@helenbevan #Quality2013
3. What happens to large scale
change efforts in reality?
In order of frequency:
1. the effort effectively “runs out of energy” and
simply fades away
2. the change hits a plateau at some level and no
longer attracts new supporters
3. the change becomes reasonably well
established; several levels across the system
have changed to accommodate or support it in
a sustainable way.
Source: Leading Large Scale Change:
a practical guide (2011), NHS Institute
@helenbevan #Quality2013
9. Intrinsic
motivators
•connecting to
shared purpose
•engaging, mobilising
and calling to action
•motivational leadership
build energy and
creativity
@helenbevan #Quality2013
Drivers
of extrinsic
motivation
•System drivers &
incentives
•Payment by results
•Performance
management
•Measurement for
accountability
create focus
&
momentum
for delivery
10. InternalDrivers of
extrinsic
motivators
motivation
•connecting to
shared purpose •System drivers &
incentives
•engaging, mobilising
•Performance
and calling to action
management
•motivational
•Measurement for
leadership
accountability
build energycreate & focus
and
creativity momentum for
delivery
@helenbevan #Quality2013
11. Transformation is not a matter of
intent.........
it is a matter of alignment
Peter Fuda
18. Lessons for transformational change
1. In order to sustain
transformational change we need
to move from a burning platform
(fear based urgency) to a burning
ambition (shared purpose for a
better future)
2. We need to articulate personal
reasons for change as well as
organisational reasons
3. If the fire (the compelling reason)
goes out, all other factors are
redundant
@PeterFuda
@helenbevan #Quality2013
19. Task
Talk to the person next to you
• What is “my burning ambition” for my service,
my community and /or my patients?
• Try to make it personal: tell others why this
ambition connects with your personal
motivations
@helenbevan #Quality2013
20. You get the best efforts from
others not by lighting a fire
beneath them but by building
Source: Bob Nelson
@helenbevan
@helenbevan #Quality2013
22. Show “energy for change” film
here
@helenbevan
@helenbevan #Quality2013
23. Energy for change is:
the capacity and
drive of a team,
organisation or
system to act
and make the
difference
necessary to
achieve its goals
Spiritual
Social
Psychological
Physical
@helenbevan
@helenbevan #Quality2013
Intellectual
25. High and low ends of each energy domain
Low
High
Social
isolated
solidarity
Spiritual
uncommitted
higher purpose
Psychological
risky
safe
Physical
fatigue
vitality
Intellectual
Illogical
reason
@helenbevan
@helenbevan #Quality2013
26. The SSPPI Energy Index – Part I
This questionnaire enables teams to measure their energy for change.
Please agree the nature of the change context with your team before answering the following statements.
Then answer all statements with your particular change context in mind.
1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree
I am energised by the momentum of change____
I have gained insight into the case for change____
I feel a sense of solidarity with those I work with ____
I am weary of change____
I am able to keep expressing hope for the change when presented with setbacks_____
The reasoning for the change is not compelling___
I don’t feel appreciated by others at work_____
I will be blamed if I try something new and it fails____
I feel isolated from others____
I feel depleted of energy when others express doubt about the change_____
The case for change has stimulated my creativity_____
I feel disconnected from others____
I am committed to our common vision for the future____
I feel safe enough to do things differently____
I am driven by shared values____
I am experiencing change fatigue____
The change does not fit with my sense of purpose_____
I am not driven by a shared purpose for change_____
I think there is no rational argument for change____
The case for change is interesting to me_____
I feel that we are getting things done to achieve the change_____
I feel the change may conflict with my values___
I feel personally engaged in the change___
Clear thinking and analysis underpins the change___
I feel fearful about the change___
I sense openness about the potential to change___
@helenbevan
@helenbevan #Quality2013
27. The SSPPI Energy Index – V2, Part 2
Complete these statements on a scale of 1 = low - 5 = high
Social energy is the energy of personal engagement, relationships and
connections between people. It reflects a “sense of us” and is
therefore a collective concept that captures a situation where
people are drawn into an improvement or change because they feel
a connection to it as part of the collective group.
Psychological energy is the energy of courage, trust and feeling safe
to do things differently. It involves feeling supported to make a
change as well as belief in self and the team, organisation or
system, and trust in leadership and direction.
My social energy is ____
The social energy of those I work with is____
The importance of social energy to me is____
My psychological energy is ____
The psychological energy of those I work with is____
The importance of psychological energy to me is____
Spiritual energy is the energy of commitment to a common vision for
the future, driven by shared values and a higher purpose. It involves
giving people the confidence to move towards a different future
that is more compelling than the status quo, by finding the deep
meaning in what they do.
Physical energy is the energy of action, getting things done and
making progress. It is the flexible, responsive drive to make things
happen, with vitality and kinetic force (motion)
My spiritual energy is ____
The spiritual energy of those I work with is____
The importance of spiritual energy to me is____
My physical energy is ____
The physical energy of those I work with is ____
The importance of physical energy to me is____
Intellectual energy is the energy of curiosity, analysis, thinking and cognition. It involves gaining insight, a thirst for new knowledge as well
as planning and supporting processes, evaluation, and arguing a case on the basis of logic and evidence.
My intellectual energy is ____
The intellectual energy of those I work with is____
The importance of intellectual energy to me is____
@helenbevan
28. Energy for change profile
• Are particular
energy domains
more dominant
than others for
our team at the
moment?
• Is this the
optimal energy
profile to help
us achieve our
improvement
goals?
@helenbevan
@helenbevan #Quality2013
29. Energy for change profile
• Are particular
energy domains
more dominant
than others for
our team at the
moment?
• Is this the
optimal energy
profile to help
us achieve our
improvement
goals?
@helenbevan
@helenbevan #Quality2013
30. Team 1: what’s your assessment of
their energy for change?
@helenbevan
31. Team 1: what’s your assessment of
their energy for change?
@helenbevan
This energy profile is
characterised by an
environment that has
harnessed people’s
interest and momentum
for change, but which has
failed to engage people
fully. This imbalance
results in their feeling
some uncertainty
regarding how they can
contribute fully to the
change, and therefore a
sense of risk and lack of
hope for the future. We
can build energy by
building team solidarity
and developing shared
purpose
32. Team 2: what’s your assessment of
their energy for change?
@helenbevan
33. Team 2: what’s your assessment of
their energy for change?
@helenbevan
This energy profile shows
strong connections
between people, a true
sense of solidarity, which
gives them enough hope
for the future, but this
energy is undirected,
because the rational
argument and shared
purpose has not been
agreed. We can build
energy by agreeing shared
goals for change and
using systematic
approaches to thinking
through and planning the
change
34. Resources for building and aligning energy
Title and source
Quality and Service Improvement Tools – NHS
S
X
S
X
Energy Project tips – The Energy Project
X
P
X
X
P
X
I
X
X
X
Emotional Resilience Toolkit – DH/Business in the Community X
X X X
IHI Improvement Map – Institute for Healthcare Improvement X
X X
X
P3M Resource Centre – NHS Connecting for Health
X
X
X
i-resilience assessment – RobertsonCooper
X
X
X
X
X
Appreciative Inquiry – Appreciative Inquiry Commons X
X
X
Good Day at Work network – RobertsonCooper
X
@helenbevan
X
X
35. “Money incentives do not create energy
for change; the energy comes from
connection to meaningful goals”
Ann-Charlott Norman, Talking about improvements: discursive
patterns and their conditions for learning,
Clinical Microsystem Festival, Jönköping March 2012
@helenbevan #Quality2013
@helenbevan #qs13
36. [Shared] purpose goes way deeper than
vision and mission; it goes right into your gut
and taps some part of your primal self. I
believe that if you can bring people with
similar primal-purposes together and get
them all marching in the same direction,
amazing things can be achieved.
Seth Carguilo
@helenbevan
@helenbevan #Quality2013
37. Avoiding “de facto” purpose
• What leaders pay attention to matters to staff, and consequently
staff pay attention to that too
• Shared purpose can easily be displaced by a “de facto” purpose:
hitting a target
reducing costs
reducing length of stay
eliminating waste
completing activities within a timescale
complying with an inspection regime
• If purpose isn’t explicit and shared, then it is very easy for
something else to become a de facto purpose in the minds of the
workforce
Source: Delivering Public Services That Work: The Vanguard Method in the Public Sector
@helenbevan #Quality2013
@helenbevan #qs13
43. What focus for our improvement projects?
Source: 100 improvement projects on national improvement
leadership programme October 2012
@helenbevan
44. ....the last era 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
@helenbevan #Quality2013
@helenbevan #qs13