Module 2 Building alliances for change

#SHCR @School4Radicals

http://www.theedge.nhsiq.nhs.uk/school/ Module 2:

Building alliances for change

Supported by

#SHCR @School4Radicals

Joining in today and beyond• Please use the chat box to contribute continuously during the

web seminar• Please tweet using hashtag #SHCR and the handle

@School4Radicals• Join our Facebook group School for Health and Care Radicals• We will produce summaries of the discussions on each module

using Storify and Pinterest and put on the website• Join in the Tweetchat each Wednesday at 4-5pm (GMT) using

the hashtag #SHCR

#SHCR @School4Radicals

The team todaySession lead: Helen Bevan @HelenBevan

Learning lead: Pip Hardy@PilgrimPip

Case study alumnus:Simon Platt@NHSPlatt

Chat monitor:Dominic Cushman@domcushnan

Twitter monitor:Jodi Brown@jodimolden

Case study alumna:Michaela Finegan@michaelafinegan

#SHCR @School4Radicals

#SHCR @School4Radicals

What is your attitude to the change that you are currently involved in?

Bring it on. It makes me nervous. It’s my job!

#SHCR @School4Radicals

Modules30th January: Being a health and care radical: change starts with me6th February: Building alliances for change13th February: Rolling with resistance20th February: Making change happen27th February: Moving beyond the edge

#SHCR @School4Radicals

• Connecting back to module one• Why we can’t be radicals on our own: building

communities for change• What we can learn from leaders of social

movements• Effective framing: telling our stories• Bridging disconnected groups• Questions and call to action

Source of image: www.freshnessmag.com

for today

Learning from module 1

YOU can make a differenceAND

You can’t do it ALONESource: TED talk by Barry Posner http://workplacepsychology.net/2014/02/01/the-truth-about-leadership-you-make-a-difference-and-you-cant-do-it-alone/

Source of image: jamessamy.com

#SHCR @School4RadicalsSource : Lois Kelly www.rebelsatwork.com

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

Rebel

From module one

#SHCR @School4Radicals

Often as radicals, we feel different to other people

#SHCR @School4Radicals

Often as radicals, we feel different to other people

Source of image: outskirtsbattledome.wikispaces.com

The easiest way to thrive as an outlier

...is to avoid being oneSeth Goodin

Leading change in a new eraDominant approach Emerging direction

From module one

What is community?1. Locality2. Interest or shared purpose3. Sense of belonging: “community spirit”

“There is no power for change greater than a community discovering what it cares about.” ~ Margaret Wheatley

Source of image: rootedincommunity.org

Power in community“Power 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.”

Nilofer Merchant

Example school communities since module 1

• Dorset and Wessex• West Midlands• Herts Radicals Twitter• South West• East Berks Learning and

Support Group• Value Makers• Nottingham University

and Hospitals

• North West• Cambridge• Leicester• New Zealand• Georgia Regent University

Melbourne• New Zealand• #shcroddballs

Who are your communities?

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

• In your role: through relationships and social networks

• Through external social networks such as Twitter and LinkedIn

• Through communities of practice and learning groups

“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

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

Six characteristics of people or groups within effective social movements

1. They share a sense of PURPOSE: There is purposefulness about collaborations, discussions, actions, decisions and a sense of forward momentum

2. They are UNITED: They have learned to manage their differences well enough that they can unite to accomplish their purpose. Differences are openly debated, discussed, and resolved.

3. They share UNDERSTANDING: There is a widely shared understanding of what's going on, what the challenges are and why what is being done has to be done

4. People PARTICIPATE: Lots of people and organisations in the system are active - not just in discussions and meetings, but getting the work done.

5. They take INITIATIVE: Rather than reacting to whatever happens in their environment, they are proactive, and act upon their environment.

6. They ACT: People do the work they must do to

make the things happen that need to happen Source: adapted from Wellstone Action

Calls to Action

Leadership is….

…the art of mobilising others to want to struggle for shared

aspirationsJim Kouzes

Source of image: environmentvictoria.org.au

What is strategy?

Strategy is the process of turning the RESOURCES you have into the POWER you need to win

the CHANGE you wantSource: Marshall Ganz

Resources to improve health and care

Economic resourcesdiminish with use• money• materials• technology

Natural resourcesgrow with use• relationships• commitment• community

Based on principles from Albert Hirschman, Against Parsimony

diminish grow

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)

What’s the financial incentive?

Who is performance managing?

What’s the project plan?

Source: @RobertVarnam

The reality“What 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 workforce’s primary motivators for putting extra energy into the change

programme.”Scott Keller and Carolyn Aiken (2009)

The Inconvenient Truth about Change Management

Source of image: swedenbourg-openlearning.org.uk

“I have some Key Performance

Indicatorsfor you”

or

“I have a dream”

Source: @RobertVarnam

‘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

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

action

values

emotion

Source: Marshall Ganz

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

inertiaurgency

anger apathy

solidarity isolation

you can make a difference

Self-doubt

hope fear

Ove

rcom

es

Action motivatorsAction inhibitors

Source: Marshall Ganz

‘‘Leaders must wake people out of inertia. They must get people excited about something they’ve never seen before, something that does not yet exist.”

Rosa Beth Moss Kanter

Source of image: www.linkedin.com/company/activate-brand-agency

Effective framing: what do we need to do?

1. Tell a story

Source of image: woccdoc.org

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

Effective framing: what do we need to do?

1. Tell a story2. Make it personal

Source of image: woccdoc.org

Effective framing: what do we need to do?

1. Tell a story2. Make it personal3. Be authentic

Source of image: woccdoc.org

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)

Source of image: woccdoc.org

Effective framing: what do we need to do?

1. Tell a story.2. Make it personal.3. Be authentic.4. 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

Vivid details

Source: Marshall Ganz

Case study 1: Simon Platt

‘Be resilient, take small steps forward on your journey and, above all else, listen as much as you talk.’

Case study 2: Michaela Finegan

How do we create a sense of “us” to build momentum for change?

Source of image: www.tannerfriedman.com

Moving beyond us and them to us and us

Source of image: www.delta7.com

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

From Module 1

strong ties (cohesive)v.

weak ties (disconnected)

Source of image: http://www.forbes.com/fdc/welcome_mjx.shtml

When we spread change through strong ties:• we interact with “people like us”, with

the same life experiences, beliefs and values

• Change is “peer to peer”: 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

When we spread change through strong ties:• we interact with “people like us”, with

the same life experiences, beliefs and values

• Change is “peer to peer”; 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

The pros and cons of strong ties

Pros Cons

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

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

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 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

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 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 ties

Sources of weak ties

Three components of a great narrative• Diagnostic – what is the problem that

we are addressing? What is the extent of the problem? What is the specific source or sources?

• Prognostic – what could the future look like? What is our “plan of attack” and our strategy for carrying out the plan?

• Motivational – why is this urgent? What is our call for action that connects with the motivational and emotional drivers of our audience?

Source: Benford and SnowSource of image: www.ecommercedefense.com

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

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 #SHCR @School4Radicals62

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

@helenbevan #SHCR @School4Radicals

Outwitted

He drew a circle that shut me out -Heretic, rebel, a thing to flout.But Love and I had the wit to win:We drew a circle that took him in.

Edward Markham

@helenbevan #SHCR @School4Radicals

Call to action from this module1. Identify which communities you

are currently part of and how you can utilise your existing communities for change.

2. Reflect on who else you would like to be part of your community for change and take action to connect with them.

3. Create your narrative or “call to action” to win other people to your cause.

Source of image: marymagdalen.blogspot.com

@helenbevan #SHCR @School4Radicals

Next opportunities for learning

• Wednesday 11th February 16:00-17:00 Tweet chat #SHCR

• Next Friday morning 13th February module 3: Rolling with resistance

@helenbevan #SHCR @School4Radicals

Questions for reflection1. 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 “us” with them?

@helenbevan #SHCR @School4Radicals

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

@helenbevan #IQTGOLD#SHCR @School4Radicals

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