70 % percent · 2.5% % of people adopting the idea during each of these five time periods % of people adopting the idea Cumulative % of people adopting Time to adopt . NELA Tipping

NELA Tipping Point & System Change workshop

22/06/2016

1

Developing Supporting

Succeeding

What do we learn about change and transformation

by working to create a tipping point?

www.nelacademy.nhs.uk 0191 371 3634

What do we learn about change and transformation by working to

create a tipping point? Dr David Yarrow [email protected] Dr Maxine Craig [email protected]

WE ARE ALL SYSTEM PLAYERS NOW

IFWECHOOSETOLEADFROMWHATEVERPLACEANDFROM

WHATEVERLEVEL

WEAREALLSYSTEMLEADERS

When change management first began its journey circa 1950’s

70 % percent failure rates


22/06/2016

2

So contemporary change

•  New work about social mobilisation ( Harvard Business School)

•  New forms of organisation ( 3.0 leadership)

•  Neuroscience and what it is helping us understand

CHANGEASASOCIALPROCESS

Contact

Connec;onsRela;onshipResonanceRapport

13.5% 34% 34% 16%

% of people adopting the idea

time to adopt

(Everett Rogers, 2003)

How ideas and practices spread

‘Innovators’

‘Early adopters’

‘Early majority’

‘Late majority’

‘Laggards’

2.5%

% of people adopting the idea during each of these five time periods

% of people adopting the idea

Cumulative % of people

adopting the idea

Time to adopt


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New prescribing practices

Time

% a

dopt

ion

TimeTime

% a

dopt

ion

% a

dopt

ion

…spread is a social process – it is about communication, observation, persuasion, evaluation, adoption or rejection…

1. Awareness 2. Interest 3. Evaluation 4. Trial 5. Adoption

Relative advantage Compatibility Complexity Trialability Communicability

CHANGE/SPREADISASOCIALPROCESS

Contact

Rela;onships

Resonance

Rapport

INSIGHTSTHROUGHNEUROSCIENCE

Peoplewithspecialcharacteris/cscanbeespeciallyinfluen/al

Salesperson

Opinionleader

Connector

Maven

Connec;ons

Prof Paul Brown (2016). NeuroScience & the journey to coaching mastery. Assoc for Coaching training programme. Adapted from Carter Mapping the Mind

Prof Paul Brown (2016). NeuroScience & the journey to coaching mastery. Assoc for Coaching training programme.


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The Tipping Point!

Change, Dialogue, and Action Workshop v9.2 © Andrea Shapiro, 2016

Creating A Positive Epidemic: The Spread of an Idea

Interest in a change is spread when ―people with expertise in the area affected, experience & enthusiasm about the change―come into contact with .

Depending on many factors, some Incubators will become Advocates and others will slip back to Apathetics.

Some of the Apathetics will begin to think about the new ideas and thus become .

Some Incubators will “push back” and become .

Contacts


Shi1 Resisters

Hire Advocates

The Tipping Point Simulation Structure

Lever of Change

Mass Exposure Contacts Hiring ACriDon

Environmental Support

Reward & RecogniDon

Infrastructure

Walk the Talk

Change, Dialogue, and Action Workshop v9.2 © Andrea Shapiro, 2016 www.Dme-for-change.co.uk

The Seven Levers of Change

3 Environmental-Support levers of change

4 Single-Effect levers of change Each affects a single flow (change in aPtude) directly

All affect every flow (change in attitude) indirectly

Contacts Emphasis placed on ensuring that Advocates of the change share their beliefs and experience with the change with those who are apathetic towards it.

Mass Exposure Focus placed on general marketing messages and broad, general training to ensure that information about the change is circulated to everyone.

Hire Advocates The extent to which Advocates (e.g., experts/specialists) are hired for the change effort above and beyond hiring for replacement or growth.

Shift Resisters Importance placed on actions to move or remove people who are resisting the change.

Infrastructure Proportion of the ideal Infrastructure that is put in place to enable the change, including tools, technology, processes, and job-specific training.

Walk the Talk Extent to which leaders lead by example and monitor the change, taking opportunities to demonstrate value of the change & dangers of not changing.

Reward & Recognition Emphasis placed on reward and recognition programs that support the change relative to total rewards and recognition, whether formal or informal.

No Advocates are contacting Apathetics Each Advocate is contacting Apathetics more than once each working day

No Mass Exposure Maximum Mass Exposure with bells & whistles, hitting max. number of people

Intense hiring of Advocates specifically for the change

No Advocates hired specifically for the change

No Resisters shifted

Concerted effort to shift Resisters

No Infrastructure

100% of the ideal Infrastructure

No leading by example Leaders take all available opportunities to lead by example

No Reward & Recognition is tied to this change All reward & Recognition is tied to this change

www.Dme-for-change.co.uk

The Seven Levers of Change

Small group acDvity

• Findtheperson(s)youknowleastwellintheroom• Sittogetherandreflectonyourpersonalexperienceofwhatwehavepresented

o doesitresonate?o doesitnot?o no/ceyourreac/ons

Socially complex issues ( Rittel 1973 )

( Dr Ronald Heifetz)


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Adiagnos9ctheoryofchange Aground(dialogic)theoryofchange

Reduc;onist Expansive

Seekingasinglesolu;onortruthofasitua;on

Seekingmeaningandsensemakingwithinasitua;on

Basedoncompliance Buildingcommitment

( Ref : www.maxinecraig.com 2014)

Designing your change strategies using the simulator ( 10.45)

The Hand You’ve Been Dealt Tipping Point Simulation “Rules of the Game”

You are working

in an

organisation

that is just

beginning an

important

change.

Your job is to

tip the

organisation

towards

Advocates in a

reasonable

time.

There is a cost associated with

the levers of change.

You must keep costs down.

At the beginning of the change

effort, there are: 95% Apathetics

2.5% Incubators 2.5% Advocates

You can adjust

the levers of

change any way

to tip the organisation toward

Advocates.


We’re going to work with the Tipping Point simulation, it’s time for some Action Learning…..


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6

Summing up what we can learn from our work with the Tipping Point simulation

Group activity

•  Divide into 2 groups •  As a group create a diagramme of what you

have learned about contemporary change and the creation of a tipping point

•  Consider that the diagramme should make sense to someone who has not attended the workshop

•  What do they need to know ?

WEAREALLSYSTEM

LEADERS


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https://hbr.org/2007/11/a-leaders-framework-for-decision-

making/

Characteristics to think about in complex systems Open – energy and information are constantly being

imported and exported across system boundary. Even through constant change things appear stable Behaviours and patterns emerge as a result of relationships between elements. Short-range relationships are really important – information is normally received from near neighbours. The richness of connection means communication will probably be modified on the way. Feedback loops are vital – both negative (damping) and positive (amplifying) feedback which constantly adapts behaviour.

Key points from this workshop •  We are all system players now •  We are all system leaders

•  Our understanding of ‘change’ has evolved quite dramatically

•  Change is a social process – it’s about contact, connection, relationship, rapport & resonance

•  Neuroscience is reinforcing the social nature of change, providing fresh insights

•  Remember the Law of the Few – some people exert more influence than others

•  7 levers as a shared mental model offers practical lessons to help us lead change more effectively

•  Think systemically. Think interrelationships. Beware unintended consequences!

“In this ‘post heroic age’, it is the ability to hold together the diversity of talents that

distinguishes a successful from an unsuccessful leader”

( The Kings Fund 2011 : 20)

References and resources •  Tipping point archetypes -

http://www.productiveflourishing.com/maven-connector-or-salesperson-whats-your-archetype/

•  Don Berwick (2003) Disseminating Innovations in Health Care - http://jama.jamanetwork.com/article.aspx?articleid=196400

•  The 7 levers of change – Andrea Shapiro (2016) Contagious Commitment at Work

70 % percent · 2.5% % of people adopting the idea during each of these five time periods % of people adopting the idea Cumulative % of people adopting Time to adopt . NELA Tipping

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