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.
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Workshop to inspire, motivate and connect future leaders
1. @HelenBevan
In the near future, the edges
will be where almost all high-
value work will be doneâŚ..
http://www.jarche.com/2014/01/movi
ng-to-the-edges/
Leading from the edge
â
2. @HelenBevan
For those of you who attended the
Greater Manchester Graduate Xchange
20th November 2015
Some learning reinforcement after a short
space of time helps to retain learning
Casebourne I (2015)
Spaced Learning: An Approach to Minimize the Forgetting Curve
https://www.td.org/Publications/Blogs/Science-of-Learning-Blog/2015/01/Spaced-
Learning-an-Approach-to-Minimize-the-Forgetting-Curve
4. @HelenBevan
The School has been formally evaluated by the Chartered
Institute for Personnel & Development
http://theedge.nhsiq.
nhs.uk/school/school-
evaluation/
How has the School for Health and Care
Radicals made a difference?
5. @HelenBevan
The School has been 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
6. @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
â
â
Source of image: www.citynet.com
9. @HelenBevan
âNew truths begin as heresiesâ
(Huxley, defending Darwinâs theory of natural selection)
Source of image:
installation by the
artist Adam Katz
www.thisiscolossal.com
Via @NeilPerkin
13. @HelenBevan
If I put my ear down on the
railroad track, I can hear the train
coming, and we ainât ready
Ray Smith, former Chairman and CEO of
Bell Atlantic
Source of image: cubimention.net
â
14. @HelenBevan
The Five Year Forward View
Mentions
âradicalâ
12 times
âtransformation/transformationalâ
13 times
âchangeâ
42 times
21. @HelenBevan
Moving to the edge
â Traditional R&D is no longer sufficient. Big
companies invest in innovation centers; some aim
to act like start ups, others set out to partner with
or acquire them.
Either way, innovation centers spark new ideas,
experiment faster, fail faster and gain momentum to
affect HQ and force change from the outside inâ
Disruptive technology trends 2016-2018
22. @HelenBevan
Why go to the edge?
â 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. @HelenBevan
Jeremy Heimens TED talk âWhat new power looks likeâ
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. @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
25. @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
26. @HelenBevan
People at every level recognise that things
arenât right
âLegacy constructs that enforce
bureaucracy through command-
and-control structures âŚwith gated
handovers between organizational
silos are pervasive across large
organisations. These processes
were built to mitigate risk for an
environment that doesnât exist
today.
âWith this in mind, many
organisations are looking for
ways to improve employee
participation in the
organisationâs strategy and in
turn, increase retention rates
and hold on to the great
people theyâve already
invested in. This results in a
radical shift in the existing
work constructsâŚâŚâ
Thoughtworks, The unfinished business of organizational transformation
27. @HelenBevan
SuccessâŚ.depends on having an open, engaging,
and iterative process that harnesses the energies of
clinicians, patients, carers, citizens, and local
community partners including the independent and
voluntary sectors, and local government
Sustainability and Transformation Plans
28. @HelenBevan
âTomorrowâs management systems
will need to value diversity, dissent
and divergence as highly as
conformance, consensus and
cohesion.â
Gary Hamel
Image by neilperkin.typepad.com
âThe single biggest mistake to
avoid? Creating disruption at work.
Focus on developing relationships,
not disrupting and alienating
people. Peter Vander Awera on
learning from setbacks and failures
is the new normal!
29. @HelenBevan
We need rebels!
â˘The principal champion of a change initiative, cause
or action
â˘Rebels donât wait for permission to lead, innovate,
strategise
â˘They are responsible; they do what is right
â˘They name things that others donât
see yet
â˘They point to new horizons
â˘Without rebels, the storyline never
changes
Source : @PeterVan http://t.co/6CQtA4wUv1
30. @HelenBevan
If you put fences around people, you
get sheep. Give people the room they
need
William L McKnight
34. @HelenBevan
We need to be boatrockers!
⢠Walk the fine line between
difference and fit, inside and
outside, rock the boat but
manage to stay in it
⢠Able to challenge the status
quo when we see that there
could be a better way
⢠Conform AND rebel
⢠Capable of working with others
to create success NOT a
destructive troublemaker Source: Debra Meyerson
35. @HelenBevan
What are the risks for a boat rocker?
1. Our experiences of âbeing differentâ can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
Source: adapted from Debra E Meyerson
36. @HelenBevan
What are the risks for a boat rocker?
1. Our experiences of âbeing differentâ can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
ď§ we surrender a part of ourselves, and silence
our commitment, in order to survive
Source: adapted from Debra E Meyerson
37. @HelenBevan
Research shows the psychological distress
that comes with inauthentic behaviour
"Staying true to yourself matters, even if it is
difficult, because we notice that there is a cost
involved in straying too far from your personal
values.â
âIt seems to be true that to act in accordance
with oneâs own self, emotions, and values is a
fundamental aspect of well-being,â
F. Gino, Maryam Kouchaki and Adam D. Galinsky (2015) The moral virtue of
authenticity: how inauthenticity produces feelings of immorality and impurity
Psychological Science July 2015
39. @HelenBevan
What are the risks for a boat rocker?
1. Our experiences of âbeing differentâ can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
ď§ we surrender a part of ourselves, and silence
our commitment, in order to survive
2. leave the organisation
ď§ 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 self-defeating
ď§ this just confirms what we already know â that
we donât belong Source: adapted from Debra E Meyerson
40. @HelenBevan
Research shows the psychological distress
that comes with inauthentic behaviour
âit is important to note that a threat to someoneâs
moral self-concept is different from other negative
states of mind such as feeling confused, disrespected,
or overwhelmed. Clear instructions, positive
feedback, and flexible hours are all undoubtedly
appreciated, but for leaders who want to keep their
employees engaged for as long as possible,
understanding their need for a positive moral self-
concept might be keyâ
F. Gino, Maryam Kouchaki and Adam D. Galinsky (2015) The moral
virtue of authenticity: how inauthenticity produces feelings of
immorality and impurity Psychological Science July 2015
41. @HelenBevan
Source : Lois Kelly www.foghound.com
Thereâs a big difference between a rebel
and a troublemaker
Rebel
43. @HelenBevan
Reflection
⢠What are your insights around ârebelsâ and
âtroublemakersâ?
⢠What moves people from being ârebelâ to
âtroublemakerâ?
⢠How do we protect against this?
44. @HelenBevan
Source : Lois Kelly www.rebelsatwork.com
Thereâs a big difference between a
rebel and a troublemaker
Rebel
45. @HelenBevan
Peter Fudaâs Transformational Change Agent
framework
Skills and methods for creating
change
Ability to make sense of, and reshape
perceptions of ârealityâ
Personal characteristics and
qualities
46. @HelenBevan
Peter Fudaâs Transformational Change Agent
framework: my perspective
âDoingâ
⢠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
47. @HelenBevan
Peter Fudaâs Transformational Change Agent
framework: my perspective
âSeeing â and âBeingâ
⢠We can only do effective
âdoingâ if we build on strong
foundations of âseeing and
beingâ
⢠Change begins with me
⢠Hopeful futures, creative
opportunities and potential
⢠Multiple lenses for change
⢠See myself in the context of
my higher purpose
50. @HelenBevan
"Thereâs only one
corner of the
universe you can
be certain of
improving, and
thatâs your own
self."
Aldous Huxley
Source of image: timcoffeyart.wordpress.com
51. @HelenBevan
âThe success of our actions as change-
makers does not depend on what we do or
how we do it, but on the inner place from
which we operateâ
Otto Scharmer
Leading from the emerging future
52. @HelenBevan
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 âself-efficacyâ
ď§ 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
53. @HelenBevan
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
57. @HelenBevan
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
58. @HelenBevan
Module 1
Being a health and care radical:
Change starts with me
Supported by:
Image copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/
67. @HelenBevan
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
68. @HelenBevan
âPapers that are more likely to contend against
the status quo are more likely to find an
opponent in the review systemâand thus be
rejected âbut those papers are also more
likely to have an impact on people across the
system, earning them more citations when
finally publishedâ
V. Calcagno et al., âFlows of research manuscripts among
scientific journals reveal hidden submission patterns,â
Science, doi:10.1126/science.1227833, 2012.
â
77. @HelenBevan
Power in community
âPower 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.â
Nilofer Merchant
78. @HelenBevan
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 canât be commandedâtheyâre gifts.
Gary Hamel
http://www.mixmashup.org/blog/reinventing-
management-mashup-architecture-ideology
â
79. @HelenBevan
âWhen 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
anotherâ
Rebecca Solnit
80. @HelenBevan
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
84. @HelenBevan
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)
86. @HelenBevan
The reality
âWhat 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 workforceâs primary
motivators for putting extra energy into the change
programmeâ
Scott Keller and Carolyn Aiken (2009)
The Inconvenient Truth about Change Management
Source of image: swedenbourg-openlearning.org.uk
87. @HelenBevan
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 wonât
believe us
4. People donât 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
88. @HelenBevan
âI have some Key
Performance
Indicators
for youâ
or
âI have a
dreamâ
Source: @RobertVarnam
89. @HelenBevan
If we want people to take action, we have to
connect with their emotions through values
action
values
emotion
Source: Marshall Ganz
92. @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
93. @HelenBevan
ââLeaders must wake people out of inertia.
They must get people excited about
something theyâve never seen before,
something that does not yet existâ
Rosa Beth Moss Kanter
Source of image: www.linkedin.com/company/activate-brand-agency
94. @HelenBevan
Effective framing:
what do we need to do?
1. Tell a story
2. Make it personal
3. Be authentic
4. Create a sense of âusâ (and be clear who the âusâ
is)
5. Build in a call for urgent action
Source of image: woccdoc.org
96. @HelenBevan
Source: Hahrie Han (2014) How organisations develop activists
Lone wolves
Mobilisers
Organisers
Whatâs different about activist organisations/
communities with high participation rates?
100. @HelenBevan
Question: whatâs the most reliable way to
predict the future effectiveness of a
team?
Source:
http://www.fastcompany.com/3049524/know-it-all/the-
science-behind-team-intelligence
101. @HelenBevan
Effective framing:
what do we need to do?
1. Tell a story
2. Make it personal
3. Be authentic
4. Create a sense of âusâ (and be clear who the âusâ
is)
5. Build in a call for urgent action
Source of image: woccdoc.org
104. @HelenBevan
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
105. @HelenBevan
How do we create a sense of
âusâ to build momentum for
change?
Source of image: www.tannerfriedman.com
107. @HelenBevan
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
109. @HelenBevan
When we spread change through strong ties:
⢠we interact with âpeople like usâ, with
the same life experiences, beliefs and
values
⢠Change is âpeer to peerâ; 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
110. @HelenBevan
When we spread change through strong ties:
⢠we interact with âpeople like usâ, with
the same life experiences, beliefs and
values
⢠Change is âpeer to peerâ; 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
112. @HelenBevan
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
113. @HelenBevan
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
114. @HelenBevan
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
ď§ 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
115. @HelenBevan
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
ď§ 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
117. @HelenBevan
Three components of a great narrative
⢠Diagnostic â what is the problem that
we are addressing? What is the extent
of the problem? What is the specific
source or sources?
⢠Prognostic â what could the future look
like? What is our âplan of attackâ and
our strategy for carrying out the plan?
⢠Motivational â 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
118. @HelenBevan
Four keys to collaboration
⢠Lean into your discomfort
⢠Listen as an ally
⢠State your intent
⢠Share your âstreet cornerâ
Source: Judith Katz and Fred Miller
123. @HelenBevan
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 âusâ with them?
126. @HelenBevan #gpconf15
Most change programmes fail to
deliver their objectives
Source: McKinsey Performance Transformation Survey, 3000 respondents to
global, multi-industry survey
70%
25%
5%
Gets anywhere near
achieving the
change and
delivering the
benefits
127. @HelenBevan #gpconf15
Source: McKinsey Performance Transformation Survey, 3000 respondents to
global, multi-industry survey
70%
25%
5% Delivers and
sustains the change
Most change programmes fail to
deliver their objectives
128. @HelenBevan #gpconf15
What happens to large scale
change efforts in reality?
In order of frequency:
1. the effort effectively âruns out of energyâ 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: http://www.nhsiq.nhs.uk/8530.aspx
129. @HelenBevan #gpconf15
Typically, around any change effort, there is an
initial spike of tangible energy, and change, but
when leadership loses interest, the momentum
of change slows down drastically.â
Tara Paluck
130. @HelenBevan #gpconf15
Anatomical
approach
ďˇ Improving clinical
systems
ďˇ Seeking to reduce
harm and reduce risk
ďˇ Redesigning pathways
ďˇ Standardising
ďˇ Measuring
Physiological
approach
The vitality and life-giving forces
that enable the system and its
people to develop, grow &
change
ďˇ creating higher purpose
and deeper meaning
ďˇ Leading through values
ďˇ building commitment
ďˇ creating hope and
optimism about the future
ďˇ calling to action
131. @HelenBevan #gpconf15
Anatomical
approach
ďˇ Improving clinical
systems
ďˇ Seeking to reduce
harm and reduce risk
ďˇ Redesigning pathways
ďˇ Standardising
ďˇ Measuring
Physiological
approach
The vitality and life-giving forces
that enable the system and its
people to develop, grow &
change
ďˇ creating higher purpose
and deeper meaning
ďˇ Leading through values
ďˇ building commitment
ďˇ creating hope and
optimism about the future
ďˇ calling to action
Itâs all
about
energy!
132. @HelenBevan #gpconf15
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
ââ
133. @HelenBevan #gpconf15
Intrinsic motivation
People engage in the
activity for the pleasure
and satisfaction of doing it
Invokes many positive
behaviours
Extrinsic motivation
People engage in the
activity for the rewards or
avoiding punishment
Any external influence is
referred to as extrinsic
motivation
Images: pixgood.com
136. #SHCR @School4Radicals
Research shows that more than almost
any other factor affecting an
organisation, energy can lead to either a
wellspring of corporate vitality or the
destruction
of its very core
Source: Bruch and Vogel
137. #SHCR @School4Radicals@HelenBevan #gpconf15
Bruch and Vogel research
Organisations with HIGH productive
energy scored higher on:
ď§ overall performance - 14% higher
ď§ productivity â 17%
ď§ efficiency â 14%
ď§ customer satisfaction â 6%
ď§ customer loyalty â 12%
139. #SHCR @School4Radicals@HelenBevan #gpconf15
Energy for change
The capacity and drive of a team,
organisation or system to act and
make the difference necessary to
achieve its goals
http://www.institute.nhs.uk/tools/energ
y_for_change/energy_for_change_.html
141. #SHCR @School4Radicals@HelenBevan #gpconf15
Social energy
Energy of personal
engagement, relationships and
connections between people
Itâs where people feel a sense of
âus and usâ
rather than
âus and themâ
142. #SHCR @School4Radicals@HelenBevan #gpconf15
Spiritual energy
Energy of commitment to a common
vision for the future, driven by shared
values and a higher purpose
Gives people the confidence to move towards a
different future that is more compelling than
the status quo
145. #SHCR @School4Radicals@HelenBevan #gpconf15
Intellectual energy
Energy of analysis, planning and thinking
Involves gaining insight as well as planning and
supporting processes, evaluation, and arguing a
case on the basis of logic/ evidence
146. #SHCR @School4Radicals@HelenBevan #gpconf15
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
147. #SHCR @School4Radicals@HelenBevan #gpconf15
Some questions
ď§ Which group likely to have
higher spiritual energy
scores (clinicians/non
clinicians?)
ď§ Nearer to CEO, higher or
lower energy scores?
148. @helenbevan@helenbevan #Quality2013
⢠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?
Energy for change profile
1
2
3
4
5
Social
Spiritual
PsychologicalPhysical
Intellectual
152. #SHCR @School4Radicals
There has never been a time in the history
of healthcare when this advice has been
more pertinent
âLeadership is not about making clever
decisions and doing bigger deals. It is about
helping release the positive energy that
exists naturally within peopleâ
Henry Mintzberg
154. #SHCR @School4Radicals@HelenBevan #gpconf15 Source: Helen Bevan
Compliance
States a minimum performance
standard that everyone must
achieve
Uses hierarchy, systems and
standard procedures for co-
ordination and control
Threat of penalties/ sanctions/
shame creates momentum for
delivery
What is our approach to change?
Commitment
States a collective goal that
everyone can aspire to
Based on shared goals, values
and sense of purpose for co-
ordination and control
Commitment to a common
purpose creates energy for
delivery
155. #SHCR @School4Radicals@HelenBevan #gpconf15
We know that ...
ď§ Shared purpose is a common thread in
successful change programmes*
ď§ Organisations and change initiatives with strong
shared purpose consistently outperform those
without it.**
*What makes change successful in the NHS? Gifford et al 2012 (Roffey Park Institute)
**Management Agenda 2013 Boury et al (Roffey Park Institute)
157. #SHCR @School4Radicals@HelenBevan #gpconf15
[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
158. #SHCR @School4Radicals@HelenBevan #gpconf15
The power of shared purpose:
Perhaps the single most important influence on program
response by individual unitsâeither in promoting or
resisting changeâwas the extent of consensus and
coalition among the senior medical and nursing staff on
individual Intensive Care UnitsâŚ.
[Consultant says] âI think itâs been successful because itâs
a unifying program, itâs one of the few things that weâve
done that hasnât been just a doctor thing, or just a nurse
thing, itâs involved the doctors and the nurses together.â
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3704826/
159. #SHCR @School4Radicals@HelenBevan #gpconf15
Avoiding âde factoâ purpose
ď§ What leaders pay attention to matters to staff, and
consequently staff pay attention to that too
ď§ Shared purpose can easily be displaced by a âde factoâ
purpose:
ď§ hitting a target
ď§ reducing costs
ď§ eliminating waste
ď§ completing activities within a timescale
ď§ complying with an inspection regime
ď§ If purpose isnât 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
165. #SHCR @School4Radicals@HelenBevan #gpconf15
....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
166. @HelenBevan
If you enjoyed today, youâll love thisâŚ
theedge.nhsiq.nhs.uk/school
New term started 4.2.16
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 âThe Power of One, the Power of Manyâ = 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".
âHe's good - he's damned goodâ
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 actionâŚweâll be drawing on those a few minutes as you start to craft your own stories.
LIST some emotions
Remember the power of âKiller Factsâ
Have one that really illustrates this for you.
JG â 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.
I thank you for being here and doing what you do.
Have a wonderful three days in Birmingham.