Time to rewrite the rules of change in health and care

It’s time to rewrite the rules of change in health and care

Source of image: www.ohiolibertycoalition.org

Helen BevanAPAC Forum

Wednesday 3rd September 2014

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“New truths begin as heresies” (Huxley, defending Darwin’s theory of natural selection)

Source of image: installation by the artist Adam Katzwww.thisiscolossal.com

Via @NeilPerkin

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The ideas in this talk come from our White Paper

• Examines leading trends in change and transformation globally

• How to make change happen at a faster rate and be more disruptive

• Join the new breed of leaders of health and care globally, rewriting the rules of change and leading change from the future for different results

www.nhsiq.nhs.uk/whitepaper

What is the single biggest thing that is happening in the world now that impacts on our ability to deliver?

Source: http://peopledevelopmentmagazine.com/dr-john-kotter/

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SEISMIC SHIFTS

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DIGITALCONNECTION

SEISMIC SHIFTS

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Facebook didn’t exist, Twitter was still a sound, the cloud was still in the sky, 4G was a parking place, LinkedIn was a prison, applications were what you sent to college,Skype was a typo

Thomas Friedman, World Economic Forum, Quoted by http://ayeletbaron.com

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Work complexity

SEISMIC SHIFTS

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DIGITALCONNECTION

SEISMIC SHIFTS

Hierarchical

power

Work complexity

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DIGITALCONNECTION

SEISMIC SHIFTS

Hierarchical

power

Work complexity

Change from the edge

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Many of the ways we go about improving health

and care were designed in a different mindset

for a different set of circumstances

We are operating with 20th century

change practice in a 21st century world

:

Source of images : http://www.slideshare.net/dachisgroup/dave-gray-the-connected-company

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Leading change in a new era

Dominant approach Emerging direction

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Leading change in a new era

Dominant approach Emerging direction

Most healthcare transformation

efforts are driven from this side

Most healthcare transformation

efforts are driven from this side

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John Kotter, the most influential thought leader globally, recognises new approaches are needed

FROM

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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

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From “have to” to “want to”

Source of image s:www.slideshare.net/mexicanwave/champions-trolls-10-years-of-the-cipd-online-community

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Unleashing the spirit of the volunteer

You may be able to ‘buy’ a person’s back with a paycheck, position, power or fear but a human being’s genius, loyalty and tenacious creativity are volunteered only.

The world’s greatest problems will be solved by passionate, unleashed ‘volunteers’

Stephen Covey, Turn the ship around, via @MarkGraban

Source of image: www.volunteerweekly.org

‘‘

’’

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The Network Secrets of Great Change AgentsJulie 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

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What’s your theory of change?

Source of cartoon: Networkednonprofit.org

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Five enabling themes

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is the new normal!

“By questioning existing ideas, by opening new fields for action, change agents actually help

organisations survive and adapt to the 21st Century.”

Céline Schillinger

Image by neilperkin.typepad.com

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@corprebelscorporaterebelsunited.com

Across the world, the change agent movement Is exploding!

@rebelsatworkrebelsatwork.com

@chagwwchangeagentsworldwide.com

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What happens to heretics/radicals/rebels/mavericks

in organisations?

Source of image: findingmyself.net

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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• Rebels aim for greatness, healthy fire,

worthiness• They name things that others don’t see yet• They point to new horizons• Without rebels, the storyline never

changesSource : @PeterVan http://t.co/6CQtA4wUv1

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The 90/30 conundrum

of senior leaders say that to create more

innovation, they need to activate the radicals/

disruptive innovators in their organisations or

systems

of senior leaders are very satisfied that

radicals/innovators can provide this value in their organisations

or systems

Source: rebelsatwork.com

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We need boatrockers!

• Rock the boat but manage to stay in it

• Walk the fine line between difference and fit, inside and outside

• Able to challenge the status quo when we see that there could be a better way

• Conform AND rebel• Capable of working with others

to create success NOT a destructive troublemaker Source: Debra Meyerson

@HelenBevan Source : Lois Kelly www.rebelsatwork.com

There’s a big difference between a rebel and a troublemaker

Rebel

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Reflection• What are your insights around “rebels” and

“troublemakers”?• What moves people from being “rebel” to

“troublemaker”?• How do we protect against this?

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Probably the largest simultaneous improvement initiative in the history of healthcare

A disruptive case study

@HelenBevan #Quality2014 #f1

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NHS Change Day

Aim:to create a mass movement of grass roots NHS staff and people who work with and use the NHS to pledge a simple act that can contribute to better patient care

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NHS Change Day 2014More than 700,000 pledges to take action • 81 separate Campaigns• 86 million twitter

impressions• 35,400 video views • 95,000 daily reach on

Facebook• More than 98% of the

activity through volunteers

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It started with a tweet in June 2012!

Young clinical leaders and improvement

leaders decided to start a social movement to

improve care

Damian RolandStuart Sutton Helen Bevan

@HelenBevan #Quality2014 #f1

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Probably the only winner of a global

challenge to develop leaders in the

corporate world that names Saul Alinsky

and Marshall Ganz as major influencers

@HelenBevan #Quality2014 #f1

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Evaluating NHS Change Day

• We’re evaluating intention (pledging), initiation (doing) and outcomes (delivering)

• We’re developing and testing new methods to show impact

• We want to build new theory of large scale change

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Change Day is spreading…….

AustraliaSwedenN IrelandDenmarkCanadaNetherlandsSaudi ArabiaUSAFinland…….and many more

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Source: @NHSChangeDay

Can I, dare I?

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• A virtual school• Anyone can join• All the resources are

completely open• Five weeks of virtual

lectures, study guides, materials, tweetchats

• Demonstrate learning to earn a virtual badge

The School for Health and Care Radicals

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The School for Health and Care Radicals

More than 1,600 enrollees from 40 countries 90 volunteer mentorsAverage weekly twitter reach 2.6 millionOver 25,000 shares of the slides on SlideShareMore than 10,000 shares of the study guides More than 10,000 tweets using #SCHRchatStorify has been viewed 2,000 times150 people achieved full graduation

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We learnt...

1. The core audience is different to that which we anticipated

2. The most important need is for connection and community

3. How to build the relationship between tacit and explicit knowledge

4. There is a massive untapped reservoir of energy and talent out there and the potential is outstanding

www.changeday.nhs.uk/healthcareradicals

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Underpinning theme:

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Leading change from the edges

Go out to your edges.Explore the possibilities.Because you will find more opportunity in the edges, where you will be able to imagine, invent and thriveAyelet Baron

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View the four minute film I will be showing at this point in the presentation

HERE:http://bit.ly/1zblWHj

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• Identify your own opportunities to move to the edge

• Think about how to ignite the disruptive innovators in your midst

• Consider how you can enable change at a faster rate than the outside world

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ReferencesBaron A (2014) Preparing for a changing world: the power of relationships Bate P, Robert G, Bevan H. The next phase of healthcare improvement: what can we learn from social movements? Quality and Safety in Health Care. 2004 Feb;13(1):62-6. 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 SlideShareDiaz-Uda A, Medina C, Schill E (2013) Diversity’s new frontierFuda P (2012) 15 qualities of a transformational change agentHamel G (2014)Why bureaucracy must dieJarche, H (2013) Rebels on the edges

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ReferencesJarche 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 Shinners C (2014) New Mindsets for the Workplace Web Stoddard J (2014)The future of leadershipWilliams B (2014) Working Out Loud: When You Do That… I Do This Weber Shandwick (2014) Employees rising: seizing the opportunity in employee activismVerjans S (2013) How social media changes the way we work together