How to be a radical

@HelenBevan #HIC15

How to be an organisational radical!

Helen BevanChief Transformation Officer

@HelenBevan

#HIC15

and staying in it:

@HelenBevan #HIC15

“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

@HelenBevan #HIC15

Starts on the fringe (at the edge)

Starts with the activistsGary Hamel

always

@HelenBevan #HIC15

Leading change in a new era

Dominant approach Emerging direction

@HelenBevan #HIC15

Leading change in a new era

Dominant approach Emerging direction

Most healthcare transformation

efforts are driven from this side

@HelenBevan #HIC15

@HelenBevan #HIC15 Source: Gary Hamel

@HelenBevan #HIC15 Source:@Alfacarlo

@HelenBevan #HIC15

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

FROM

@HelenBevan #HIC15

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

@HelenBevan #HIC15

From “have to” to “want to”

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

@HelenBevan #HIC15

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 can’t be commanded—they’re gifts.

Gary Hamel http://www.mixmashup.org/blog/reinventing-management-mashup-architecture-ideology

‘

@HelenBevan #HIC15

@helenbevan@HelenBevan #HIC15

What happens to heretics/radicals/rebels/mavericks

in organisations?

@helenbevan@HelenBevan #HIC15

@helenbevan #IQTGOLD@HelenBevanSource: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out

@helenbevan@HelenBevan #HIC15

Two kinds of people at work

• Feel connected to a higher purpose

• Improvements driven by shared goals & values

• Collaborate• Embrace change• Work to who they are

The contributors The compliant

• Feel disconnected from purpose• Improvements driven by

performance management & adherence to standardised procedures

• Hold back• Resist change• Work to a role specification

Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the-winners-in-business-are-taking-the-time-to-build-a-positive-kind-social-culture/

@helenbevan@HelenBevan #HIC15

Two kinds of people at work

• Feel connected to a higher purpose

• Controlled & coordinated through shared goals & values

• Collaborate• Embrace change• Work to who they are

The contributors The compliant

• Feel disconnected from purpose

• Controlled & coordinated through performance management & standardised procedures

• Hold back• Resist change• Work to a role specification

Gallup global research:• Only 13% of the workforce are

engaged (contributors)• Contributors create six times the

value to an organisation compared to the compliant

http://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx

@helenbevan@HelenBevan #HIC15

Persistent application of power and authority drains energy

from those in its wakeDan Rockwell

@helenbevan@HelenBevan #HIC15

Peter Fuda’s Transformational Change Agent framework

Skills and methods for creating change

Ability to make sense of, and reshape perceptions of ‘reality’

Personal characteristics and qualities

@helenbevan@HelenBevan #HIC15

Peter Fuda’s Transformational Change Agent framework: my perspective

“Doing”• 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

@helenbevan@HelenBevan #HIC15

Peter Fuda’s Transformational Change Agent framework: my perspective

“Seeing ” and “Being”• We can only do effective

“doing” if we build on strong foundations of “seeing and being”

• Change begins with me• Hopeful futures, creative

opportunities and potential• Multiple lenses for change • See myself in the context of

my higher purpose

@helenbevan@HelenBevan #HIC15

“Being” as a change agent

Personal characteristics and qualities

@helenbevan@HelenBevan #HIC15

Change starts with me

Source of image: jasonkeath.com

@helenbevan@HelenBevan

"There’s only one corner of the

universe you can be certain of

improving, and that’s your own

self." Aldous Huxley

Source of image: timcoffeyart.wordpress.com

@helenbevan@HelenBevan #HIC15

‘I do not think you can really deal with change without a person asking real

questions about who they are and how they belong in the world’

David Whyte, The Heart Aroused 1994

Source of image: fistfuloftalent.com

@helenbevan@HelenBevan #HIC15

1. able to join forces with others to create action2. able to achieve small wins which create a sense

of hope, possibility and confidence3. More likely to view obstacles as challenges to

overcome4. strong sense of “self-efficacy”

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

@helenbevan@HelenBevan #HIC15

Self-efficacy

“If you think you can or think you

can't, you are right.”

Henry Ford

“The ability to act is tied to a belief that it is possible to do so”

Albert Bandura

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

@helenbevan@HelenBevan #HIC15

What’s the difference between

self efficacyand

self esteem,self belief,

self-confidence?

@helenbevan@HelenBevan #HIC15

Source: @NHSChangeDay

@helenbevan@HelenBevan #HIC15

Source: @NHSChangeDay

What is the issue here?“permission” ?

(externally generated)or

Self efficacy ? (internally generated)

@HelenBevan

Building self-efficacy: some tactics1. Create change one small step at a time2. Reframe your thinking:

• failed attempts are learning opportunities• uncertainty becomes curiousity

3. Make change routine rather than an exceptional activity4. Get social support5. Learn from the best

@helenbevan@HelenBevan #HIC15

Being a great change agent is about knowing, doing, living and being improvement

@helenbevan@HelenBevan #HIC15

Avedis Donabedian

“Ultimately, the secret of quality is love.…… If you have love, you can then work backward to monitor and improve the system”.

@helenbevan@HelenBevan #HIC15

Key tactic :Out-love everyone else

Source of image: Bradley Burgess

@helenbevan@HelenBevan #HIC15

“Even the smallest creature can

change the world”Galadriel to FrodoLord of the Rings

@helenbevan@HelenBevan #HIC15Source of image: outskirtsbattledome.wikispaces.com

The easiest way to thrive as an outlier

...is to avoid being oneSeth Goodin

@helenbevan@HelenBevan #HIC15

Leading change in a new eraDominant approach Emerging direction

@helenbevan

“When 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

another”Rebecca Solnit

@helenbevan@HelenBevan #HIC15

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

@helenbevan@HelenBevan #HIC15

@helenbevan@HelenBevan #HIC15

Calls to Action

@helenbevan@HelenBevan #HIC15

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)

@helenbevan@HelenBevan #HIC15

What’s the financial incentive?

Who is performance managing?

What’s the project plan?

Source: @RobertVarnam

@helenbevan

If we want people to take action, we have to connect with their emotions through values

action

values

emotion

Source: Marshall Ganz

@helenbevan #IQTGOLD@HelenBevan

But not all emotions are equal.........

inertiaurgency

anger apathy

solidarity isolation

you can make a difference

Self-doubt

hope fear

Ove

rco

mes

Action motivatorsAction inhibitors

Source: Marshall Ganz

@helenbevan@HelenBevan #HIC15

@helenbevan@HelenBevan #HIC15

http://www.slideshare.net/amitkaps/fifth-elephant-2014-talk-crafting-visual-stories-with-data?sf3881865=1

@helenbevan@HelenBevan #HIC15

Effective framing: what do we need to do?

1. Tell a story2. Make it personal3. Be authentic4. Create a sense of “us” (and be clear who the “us”

is)5. Build in a call for urgent action

Source of image: woccdoc.org

@helenbevan #IQTGOLD@HelenBevan

Vivid details

Source: Marshall Ganz

@helenbevan #IQTGOLD@HelenBevan

@helenbevan #IQTGOLD@HelenBevan

@helenbevan@HelenBevan #HIC15

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

@helenbevan@HelenBevan #HIC15

Four keys to collaboration

• Lean into your discomfort• Listen as an ally• State your intent • Share your “street corner”

Source: Judith Katz and Fred Miller

@helenbevan@HelenBevan #HIC1555

http://weneedsocial.com/blog/2013/8/25/disrupted-disruptors-unite

@helenbevan@HelenBevan #HIC15

Source of image: http://switchandshift.com/transactional-or-transformational-which-leadership-style-is-best

@helenbevan #IQTGOLD@HelenBevan

“You don’t need an engine when you have wind in your sails”

@helenbevan@HelenBevan #HIC15

Leaders ask their staff to be ready for change, but do not engage enough in sensemaking........

Sensemaking is not done via marketing...or slogans but by emotional connection with employees

Ron Weil

@helenbevan

Resistant behaviour is a good indicator of missing relevance

Harald Schirmerhttp://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

‘‘

@helenbevan@HelenBevanImage copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/

@helenbevan@HelenBevan #HIC15

@helenbevan@HelenBevan #HIC15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@helenbevan@HelenBevan #HIC15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@helenbevan@HelenBevan #HIC15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@helenbevan@HelenBevan #HIC15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@helenbevan@HelenBevan #HIC15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

Make it a personal PERFORMANCE target.

@helenbevan@HelenBevan #HIC15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@helenbevan@HelenBevan #HIC15

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

@helenbevan@HelenBevan #HIC15

“Papers that are more likely to contend against the status quo are more likely to find an

opponent in the review system—and thus be rejected —but those papers are also more

likely to have an impact on people across the system, earning them more citations when

finally published”V. Calcagno et al., “Flows of research manuscripts among

scientific journals reveal hidden submission patterns,” Science, doi:10.1126/science.1227833, 2012.

—

@helenbevan@HelenBevan #HIC15

....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 inspireDov Seidman

The BevansName Dates Place of birth Occupation

Stephen BEVAN 1794- 1850 Bristol, England

Edwin Verry BEVAN

1832-1879 Bristol, England

Edwin Verry BEVAN

1862-1926 Bristol, England

Ernest Verry BEVAN

1904-1981 Bristol, England

Mervyn Ernest BEVAN

1929 - Bristol, England

Helen Joyce BEVAN

1960- Bristol, England

The BevansName Dates Place of birth Occupation

Stephen BEVAN 1794- 1850 Bristol, England Sailmaker

Edwin Verry BEVAN

1832-1879 Bristol, England Shipper

Edwin Verry BEVAN

1862-1926 Bristol, England Ship’s captain

Ernest Verry BEVAN

1904-1981 Bristol, England Ship’s engineer

Mervyn Ernest BEVAN

1929 - Bristol, England Sailmaker

Helen Joyce BEVAN

1960- Bristol, England

“You don’t need an engine when you have wind in your sails”

Paul Bate

The BevansName Dates Place of birth Occupation

Stephen BEVAN 1794- 1850 Bristol, England Sailmaker

Edwin Verry BEVAN

1832-1879 Bristol, England Shipper

Edwin Verry BEVAN

1862-1926 Bristol, England Ship’s captain

Ernest Verry BEVAN

1904-1981 Bristol, England Ship’s engineer

Mervyn Ernest BEVAN

1929 - Bristol, England Sailmaker

Helen Joyce BEVAN

1960- Bristol, England Sailmaker

@helenbevan@HelenBevan #HIC15

References and linksBaron A (2014) Preparing for a changing world: the power of relationships 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 agentGrant, M (2014) Humanize: How people centric organisations succeed in a social world http://prezi.com/usju20i0nzhd/humanize-how-people-centric-organizations-succeed-in-a-social-world/ Hamel G (2014)Why bureaucracy must dieJarche, H (2013) Rebels on the edges

@helenbevan@HelenBevan #HIC15

Jarche 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

School for health and Care radicals (2014) www.changeday.nhs.uk/healthcareradicalsShinners 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

References and links