Post on 14-Apr-2017
@HelenBevan Source of image: Buildingchangetrust.org
Helen Bevan @HelenBevan
Jodi Brown @JodiOlden
How change platforms can help transform the NHS
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SEISMIC SHIFTS
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@HelenBevan
Kinthi Sturtevant, IBM
13th annual Change Management Conference (June 2015)
We rarely see two, three or four year change projects anymore. Now it’s 30-
60-90 day change projects”
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@HelenBevan @HelenBevan
SEISMIC SHIFTS
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@HelenBevan @HelenBevan
SEISMIC SHIFTS
#Expo15NHS #EdgeTalks @HelenBevan @JodiOlden
@HelenBevan @HelenBevan
SEISMIC SHIFTS
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@HelenBevan @HelenBevan
SEISMIC SHIFTS
Change from the edge
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Introduction to the UK Policy Lab (Summer 2015)
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Starts on the fringe
(at the edge)
Starts with the activists
Gary Hamel
always
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Jeremy Heimens TED talk “What new power looks like”
old power new power Currency
Held by a few
Pushed down
Commanded
Closed
Transaction
Current
Made by many
Pulled in
Shared
Open
Relationship
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“The battle and balancing between the old and new power will be a defining feature of society and
business in the coming years”
Jeremy Heimans and Henry Timms Understanding new power
Harvard Business Review, December 2014
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@HelenBevan
Is your change process a cathedral or a bazaar?
http://www.unterstein.net/su/docs/CathBaz.pdf #Expo15NHS #EdgeTalks @HelenBevan @JodiOlden
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We have a lot of cathedrals
Source: Sewell (2015), “Stop training our project managers to be process junkies”
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@HelenBevan @HelenBevan For more information visit: The Collaboration Pyramid revisited
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The power of co-creation
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The power of the platform “Facebook, YouTube, Twitter and their lesser cousins have proved the
power of the platform.
They have shown that if your average 21st century citizen is given the
tools to connect and the freedom to create, they will do so with
enthusiasm, and often with an originality that blindsides the so-called
creative industries. …..
Good leadership is no longer about ‘taking charge’ or imposing a
strategic vision but about creating the platforms that allow others to
flourish and create”
Ashoka, “What does leadership mean in the 21st century?”
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@HelenBevan
• systematic “change management”
• too often, leaders prescribe outcome and method of change in a top-down way
• change is experienced by people at the front line as “have to” (imposed) rather than “want to” (embraced)
Change Programmes
• everyone with an interest can help tackle the most challenging issues
• value diversity of thought • connect people, ideas and
learning • Role of formal leaders is to
create the conditions and get out of the way
Change Platforms
“Tear down the walls”
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“A space (physical or virtual) that is created so people get the choice and opportunity to collaborate without boundaries to achieve a common purpose, tackle a challenge or improve a situation
Change platforms tackle silo thinking and other barriers to the exchange of knowledge. They enable a diverse group of people to come to the table, share ideas, insight and learned experience, co-create solutions and launch experiments. Platforms thrive on trust, relationships and the collisions of minds. They build energy for change.”
What is a change platform?
Definition by @JodiOlden & @HelenBevan 2015
@HelenBevan @HelenBevan
“Change comes naturally when individuals have a platform that allows them to identify shared interests and to brainstorm solutions.”
Gary Hamel & Michele Zanini, 2014
Build a change platform not a change program
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Evolving kinds of change platforms:
1. Connecting platforms
2. Mobilising platforms
3. Learning platforms
4. Knowledge platforms
5. Crowdsourcing platforms They overlap!
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Platform principles have long been part of change practice
• Building on traditions in the field of organisation development of communities of interest and communities of practice
• Technology enables us to connect more widely and at greater speed
Source of image: Socialserviceinstitute.sg
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@HelenBevan
Example platforms
Source of image: @JenniferClemo #Expo15NHS #EdgeTalks @HelenBevan @JodiOlden
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@HelenBevan
http://www.breakdengue.org/
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@HelenBevan
www.newhcvoices.co.uk
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The Academy of Fabulous NHS Stuff
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A platform for Trust-wide transformation Leeds Teaching Hospitals NHS Trust & Clever Together
WayFinder – a Crowdsourcing methodology and platform
• Step 1: 4,500 staff and stakeholders shared 45,000 contributions to co-create The Leeds Way – a redefinition of their vision and their values
• Step 2: WayFinder local – every department trained to use its own crowdsourcing platform
Examples of results:
• Staff satisfaction is up / buy-in to vision and values at an all time high / complaints down 17% / 18weeks RTT down by 66% / CQC acknowledgement of staff engagement and impact on quality and safety
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@HelenBevan
Carousal: shows all active challenges open for staff participation
Live activity feed
Click here to submit an idea
Gamification
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@HelenBevan
• Board sponsorship and buy-in (it helps)
• Clearly linked to the organisation’s vision, values and strategy
• A culture that promotes open engagement and values staff
• A clear process for innovation and quality improvement
• “No idea is bad” rule
• Demonstrate quick measurable wins
• Take the good with the bad (don’t succumb to risk-aversion)
• Keep it live and fresh
• Build in rewards: say “thank you” and recognise contributions
• Informal innovation champions > organisational radicals
What makes a social innovation platform successful?
Source: Jodi Brown
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@HelenBevan
http://www.insme.org/files/open-innovation-handbook
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@HelenBevan
Knowledge platforms
Source of image: @JenniferClemo #Expo15NHS #EdgeTalks @HelenBevan @JodiOlden
@HelenBevan @HelenBevan
Because there’s a problem….
Source of quote: Harold Jarche Source of image: http://gotcll.com/about-2/
Getting information off the
internet is like taking a drink from a fire hydrant
Mitchell Kapor
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What is the best way to spread new knowledge?
Source of data: Nick Milton (2014), “Why knowledge transfer through discussion is 14 times more effective than writing”
Social connection/discussion is 14 times more effective than written word/best practice databases/toolkits etc.
Source of image: www.happiness-one-quote-time.blogspot.com
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Platforms as the new documentation
Source of image: Flickr user acaben
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If you’re a programmer, you don’t even bother reading the manual, you simply use stackoverflow to answer all your questions”
Source: Oliver Benson
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@HelenBevan
Horizons Team: All our work is via change platforms
Source of image: @JenniferClemo #Expo15NHS #EdgeTalks @HelenBevan @JodiOlden
@HelenBevan
Source: Bromford P (2015), ”What’s the difference between a test and a pilot?”
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@HelenBevan #Expo15NHS #EdgeTalks @HelenBevan @JodiOlden
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Stephen Downes, 2011 Connectivism & Personal Learning
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100,000
2,000
20,000 65
348
25,000+
120 14,000
inc
@HelenBevan @HelenBevan
The School is being formally evaluated by the Chartered Institute for Personnel & Development
#EdgeTalks WebEx Fri 4 Sept, 09.30 BST http://theedge.nhsiq.nhs.uk/expert/how-has-the-school-for-health-and-care-radicals-made-a-difference/
Or Google: #EdgeTalks School
How has the School for Health and Care Radicals made a difference?
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@HelenBevan
As a result of the School, have you…
Shared learning with others in your organisation? 7 6 %
Shared learning with others outside your organisation e.g. social media? 4 4 %
Recommended the School to others? 8 3 %
Become a certified change agent? 4 5 %
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@HelenBevan @HelenBevan
As a result of the school has the following improved… Not at all To little
extent
To some extent To a great
extent
To some or
great extent
Sense of purpose and motivation to improve
practice 4.5 6.2 37.6 50.6 88.2
Knowledge about organisational change 3.4 12.4 48.3 34.3 82.6 Ability to challenge 6.2 19.1 48.9 23.6 72.5 Ability to inspire and build support for change
6.2 19.1 48.9 23.6 72.5 Ability to maintain relationships and keep people
onside 4.5 10.7 51.7 29.8 81.5 Perseverance and resilience 3.9 21.3 41.6 30.3 71.9 Sense of being supported by others 5.1 17.4 38.2 37.1 75.3 How often you seek other people’s views on
change or the need for change 8.4 16.3 43.8 28.7
72.5 Openness to other people’s points of view on
change 5.6 20.8 45.5 24.7 70.2
Confidence talking about the need for change 5.1 15.2 36.0 41.0 77.0
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@HelenBevan #Expo15NHS #EdgeTalks @HelenBevan @JodiOlden #Expo15NHS #EdgeTalks @HelenBevan @JodiOlden
@HelenBevan
Activists from 120 countries
500,000+ Twitter impressions @theedgenhs
21,000 active users
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We have supported NHS Change Day for three years
• 800,000 pledges in 2014 • 4 X the local
activity/connectivity in 2015 compared to 2014
• #nhschangeday: 130m impressions
• Facebook impressions 253,999
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“Top down is a serious disease but
it can be treated”
Celine Schillinger
Source of image: Leadershipfreak.wordpress.com
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@HelenBevan
The Change Challenge
Tapping the collective brilliance of the NHS
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• The biggest-ever digital campaign for EMAP (Health Service Journal and Nursing Times)
• 14,000 contributors to the joint campaign to “challenge top down change”
• Ground-breaking: the first-ever crowd-sourced theory of change in the NHS
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• Build bridges between disconnected groups • Activate radicals and engage them in action for change • Change the story of how we undertake large scale and
transformational change in the NHS • Lead from the edge using new era methodology
Objectives to:
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The process:
Step 1 : The build-up Setting the right foundation for campaign launch
Step 2: Launch campaign, explore barriers and enablers Weeks 1-4 Launch the campaign for bottom up change and questions to the crowd to develop the barriers and building blocks for change.
Step 3 Propose solutions Weeks 5-6 Crowd invited to share, build and validate list of potential solutions
Step 4 Develop toolkit Week 7 best ideas selected by crowd and panel selects Weeks 8-9 crowd develops best ideas into tools Weeks 9-11 works on key outputs
Step 5: Spread and Embed Week 12 Publication of interactive guide / ‘new era’ toolkit / manifesto for change / celebrated cases Development
of the process, questions, objectives and comms plan
Questions:- What things block or help you from delivering bottom-up change: · inside your organisation, to improve or transform services, and · across organisations to improve the health and wellbeing of a local population?
Questions:- What solutions work? What approaches have you used or observed that others could learn from and copy? Please share your stories and learning about what did and didn't work. What solutions should we test? What ideas do you have that we could test out? Share ideas (these can be completely new) that you believe could support bottom-up change in the NHS, if we gave them a chance.
47 ideas selected for the crowd to develop. Crowd asked to develop these into workable tools; tangible and practical enough to be used widely across health and care organisations to deliver bottom up change for patients, staff and the public. To do this, please tell us: - what steps need to be taken, - who needs to be involved, and - what commitments…
The HSJ and Nursing Times share outputs : • project overview, • ‘how to’ guides for
application of crowdsourcing
• ‘how to’ toolkit of prioritised ‘hacks’/ solutions
Result: a foundation for a social movement of bottom up change
Project over 12 weeks
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Reach and scale: • 3,595 people involved - from 45 different
countries
• 13,895 ideas, comments and votes shared - collectively identifying:
Final outputs were
• 10 barriers
• 11 building blocks
• 16 solutions
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@HelenBevan
14,000 contributions identified 10 barriers to change: Confusing strategies
Over controlling leadership
Perverse incentives Stifling innovation
Poor workforce planning
One way communication
Inhibiting environment
Undervaluing staff
Poor project management
Playing it safe
Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015
@HelenBevan
14,000 contributions identified 11 building blocks for change:
Inspiring & supportive leadership Collaborative working
Thought diversity Autonomy & trust
Smart use of resources
Flexibility & adaptability
Long term thinking
Nurturing our people
Fostering an open culture
A call to action
Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015
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Challenging the status quo
@HelenBevan
The power of the platform “...demonstrates, yet again, the collective brilliance of the people who work in the NHS and wider care system” @HelenBevan
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How to create a change platform #1 • Be clear about your intention or goal:
• Solve a problem? • Learn from others? • Create solutions? • Mobilise for change? • Spread innovation?
• Articulate your mission • Design the stages in your process
• Sprints and hacks
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How to create a change platform #2 • Identify the people you want in your community • Identify how to reach them • Find a platform
• Existing or new • Free or paid for • Virtual or face to face
• Measure the outcomes (all the way through) • Engage your community • Set their expectations • Keep the connections flowing • Convert ideas to actions • Always, always follow up
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@HelenBevan
Case study: System redesign principles for care models
Source of image: @JenniferClemo #Expo15NHS #EdgeTalks @HelenBevan @JodiOlden
@HelenBevan
“Help us to capture system redesign principles for care models to get better,
quicker outcomes from change”
#CareDesign
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@HelenBevan @HelenBevan
Platform methodology for our redesign principles Pre-sprint Sprint 1 Sprint 2 Sprint 3
Expert group sense-check of redesign principles & crowdsourcing process
“Have we got the right redesign principles?”
“Tell us about the redesign principles in action”
“How do we make the redesign principles happen?”
V1.0 of redesign principles paper “Starter-for-ten” shared with expert group of “systems engineers” both from within and outside the NHS
The ten redesign principles will be presented via the crowdsourcing platform to our collaborators (widespread engagement)
Invite practical examples and case studies that demonstrate the refined ten redesign principles working and in action
Invite collaborators to signpost us to tools, methods, resources and methodologies that can help in the implementation of the redesign principles
Output from each sprint becomes a new version of the paper. The socially derived redesign principles are then open for the next sprint and round of crowdsourcing
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How you can get involved: • Look out for our tweets • Email: jodi.brown@nhsiq.nhs.uk to receive updates
& an invite to join the collaboration platform
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@HelenBevan @HelenBevan
● Only 1% participate fully so start with a big crowd ● Inject thought diversity to guard against groupthink ● Mix high domain knowledge with those with high creativity
Choose the right crowd Choose the right incentives
● Crowdsourcing cannot happen without a vibrant, committed community ● Rewards must balance intrinsic & extrinsic motivators
Crowds do not replace the team
● You’ll get volume & diversity from the crowd but be prepared to match it with equal time & effort to herd, sift & identify contributions
Crowds need love too!
● Crowds need direction & guidance to help them feel part of their community & give of their best
Keep it simple
● Break complex tasks down ● Tasks must be small, simple & fun & fit into your crowd’s spare time
Remember Sturgeon’s Law
Communities are always right!
Fulfilling self-actualisation
● “90% of everything is crap / 10% of everything is not crap” ● Allow the crowd to surface its best through voting to the top
● Crowdsourcing works because creativity, spontaneity, problem-solving & affiliation achieve self-actualisation (Maslow / Howe)
● Top-down management style does not work in crowds, nor does grass-roots anarchy ● Lead with the moral authority the crowd allows
Adapted by @JodiOlden from: A Guide to Open Innovation and Crowdsourcing, Ed. Paul Sloane
The rules of crowdsourcing
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”If people give to a cause, they expect a relationship, not
a transaction” Nilofer Merchant
Once you start down this path, you have to follow up and continue
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@HelenBevan
Platforms are only as good as the people leading them
Source of image: www.activationjourney.com
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Four ways to connect! 1. Follow us on Twitter
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2. Subscribe to theedge.nhsiq.nhs.uk
3. Get materials from theedge.nhsiq.nhs.uk/school
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Ashoka (2014) What does leadership mean in the 21st century?
Berg O (2014) The Collaboration Pyramid revisited
Briggs D (2015) The elements of council as a platform
Bromford P (2015) What’s the difference between a test and a pilot?
Dawson R (2015) The future of work and organisations
Deloitte University Press (2015) Business ecosystems come of age
Deloitte University Press (2014) The power of platforms
Hagel J (2015) John Hagel at SXSW 2015: Narratives, platforms and movements
Hagel J (2014) Platforms are not created equal: harnessing the full potential of platforms
Hamel G, Zanini J (2014) Build a change platform not a change program
Health Services Journal, Nursing Times, NHS Improving Quality (2015) ‘Change Challenge’ interactive toolkit
Heimans J (2014) What new power looks like [YouTube]
Heimens J, Timms J (2014) Understanding “New Power”
Innovations- Kontor Väst (2013) Open innovation – a handbook for Researchers
Ivanov E (2013) The Strength Within
References cited in the slide deck (1/2)
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@HelenBevan @HelenBevan
Jarche H (2014) The Seek > Sense > Share Framework
Milton N (2014) Why knowledge transfer through discussion is 14 times more effective than writing
O’Reilly T (2010) Government as a platform
Pearce D (2013) Social business discussions are the new documentation
Raymond E S (2001) The Cathedral and the Bazaar
Satell G (2015) 4 things you should know about platforms
Satell G (2012) How power is shifting from corporations to platforms
Satell G (2015) Leaders must do more than inspire – we must shape networks
Schillinger C (2015) Forget social networks, think social impact [YouTube]
Scrivens J (2015) Enabling the experience of wholeness within enterprise social networks
Sewell S (2015) Stop training our project managers to be process junkies
Shaw K (2015) Placing a digital platform at the heart of organisational change with Oxfam
Simon P (2011) The Age of the Platform
References cited in the slide deck (2/2)
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