@HelenBevan Three paradoxes to manage for big change 20 th May 2014 Helen Bevan @HelenBevan “something that is made up of two opposite things and that seems impossible but is actually true or possible”
Helen Bevan Manchester
Aug 23, 2014
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.
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.
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
@HelenBevan
Three paradoxes to manage for big change
20th May 2014Helen Bevan@HelenBevan
“something that is made up of two opposite things and that
seems impossible but is actually true or possible”
@HelenBevan
@HelenBevan Source of image: Whatsthebigideascwartzy.blogspot.com
@HelenBevan
Most change initiatives don’t fullydeliver 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
@HelenBevan
Source: McKinsey Performance Transformation Survey, 3000 respondents to global, multi-industry survey
70%
25%5% Delivers and
sustains the change
Most change initiatives don’t fullydeliver their objectives
@HelenBevan
Most change efforts are built upon the shaky foundation of five flawed assumptions; that change can be managed, that human beings are objective, that there are ‘X’ steps to change, that we have a neutral starting point for change, and that change, itself, is the goalPeter Fuda http://www.peterfuda.com/wp-content/themes/peterfuda-bootstrap/content/Why-Change-Efforts-Fail.pdf Source of image: Whatsthebigideascwartzy.blogspot.com
@HelenBevanImage from: @TheWorldStories
@HelenBevanImage from: @TheWorldStories
@HelenBevan
@HelenBevan
Leading change in a new eraDominant approach Emerging direction
@HelenBevan
@HelenBevan
@HelenBevan
John Kotter: “Accelerate!”
• We won’t create big change through hierarchy on its own
• We need hierarchy AND network• Many change agents, many acts of leadership• At least 50% buy-in• Changing our mindset• From “have to” to “want to”
Source of image:www.slideshare.net/mexicanwave/champions-trolls-10-years-of-the-cipd-online-community
@HelenBevan
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
@HelenBevan
@HelenBevan
Different thinking for different results
Transitional change
“Designing a co-ordinated system”
@HelenBevan
Different thinking for different results
Transitional change
“Designing a co-ordinated system”
A focus on methods, systems, and behaviours
Improving what we know already (structures, systems, implementing best practices)
New payment systems Refining incentives Measures of success Make the current system
“leaner” and less wasteful Performance improvement
@HelenBevan
Building an enduring capacity for change
Different thinking for different results
Transformational change
@HelenBevan
Different thinking for different results
Changing the way we think about the problem
Not just changing behaviours but beliefs and assumptions
Exploring unusual and innovative alternatives
• Requires a high tolerance for ambiguity and paradox
• Shifting power by designing a truly person-centred system
• Continuously learns, adapts and improves
Transformational change
Building an enduring capacity for change
@HelenBevan
@HelenBevan
Diagnostic and
dialogic approaches
to resistance to change
@HelenBevan@HelenBevan #transformkp
• Change is something that happens “out there” in the organisation or system
• Resistance is a force to overcome• Resistance prevents change• Change agents must diagnose, manage and/or
overcome resistance • Resisters may be otherwise known as
“laggards”, “blockers”, “in denial”
Resistance: a “diagnostic” approach
@HelenBevanImage from: @TheWorldStories
@HelenBevan@HelenBevan #transformkp
Resistance to change
@HelenBevan@HelenBevan #transformkp
“The role of the change agent is to recognise the causes of resistance and address each one. If this is not done,
then the change will be much harder to implement successfully and may not
succeed at all”David Stonehouse
The change agent: the manager’s role in changeBritish Journal of Healthcare Management, Vol. 19, Iss. 9, 09 Sep 2013, pp 443 - 445
Diagnostic: the role of the change agent
@HelenBevan@HelenBevan #transformkp
• People make their own reality• Change results from transformational
conversations involving more and different people in change discussions altering how and which people engage with each other by stimulating different perspectives to shape how people
think about things
• Resistance is an inevitable consequence of a complex change process (based on diversity)
• Resistance should be embraced and worked with
Resistance: a “dialogic” approach
@HelenBevan@HelenBevan #transformkp
1. Create the conditions for transformational conversations by asking questions that are focussed on future possibilities, by inviting diversity into the system, and by being welcoming
2. Creat e opportunities for everyone to express their views, spot opportunities and build on each other’s ideas
3. Create ways for people to reflect together to find meaning, understanding and shared purpose in the change
Source: Peggy Holman
Dialogic: the role of the change agent
Ten key principles of large scale change 1. Movement towards a new vision that is better and
fundamentally different from the status quo
2. Identification and communication of key themes that people can relate to and that will make a big difference
3. Multiples of things (‘lots of lots’)
4. Framing the issues in ways that engage and mobilise the imagination, energy and will of a large number of diverse stakeholders in order to create a shift in the balance of power and distribute the leadership
5. Mutually reinforcing change across multiple processes/subsystems
6. Continually refreshing the story and attracting new, active supporters
7. Emergent planning and design, based on monitoring progress and adapting as you go
8. Many people contribute to the leadership of change, beyond organisational boundaries
9. Transforming mindsets, leading to inherently sustainable change
10. Maintaining and refreshing the leaders’ energy over the long haul
Ten key principles of large scale change
Related Documents
