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
NELA Tipping Point & System Change workshop
22/06/2016
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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
NELA Tipping Point & System Change workshop
22/06/2016
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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.
NELA Tipping Point & System Change workshop
22/06/2016
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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
Change, Dialogue, and Action Workshop v9.2 © Andrea Shapiro, 2016
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)
NELA Tipping Point & System Change workshop
22/06/2016
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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.
Change, Dialogue, and Action Workshop v9.2 © Andrea Shapiro, 2016
We’re going to work with the Tipping Point simulation, it’s time for some Action Learning…..
NELA Tipping Point & System Change workshop
22/06/2016
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
NELA Tipping Point & System Change workshop
22/06/2016
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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