Find Your Inner Radical: How Organizational Radicals Can Change the World

Organizational Radicals

Today

• What is an organization radical? • Identify methods to harness the

radicals on your team • Identify and practice tactics for

being an effective organizational radical

Change • On average, it takes 17 years for research

to translate into practice • Big change only happens in healthcare

organizations because of radicals • The passionate people who are willing to

take responsibility for change!!

Source: IHI; Helen Beven, NHS

What is an organizational radical?

• One who resists the status quo when they see there could be a better way

• Energise their organization by working from their true self

• Capable of working with others to create success NOT a destructive troublemaker

Source: Lois Kelly, Organizational Radicals, Foghound Study

“The people who are crazy

enough to think that they can

change the world are the ones who do”

http://www.youtube.com/watch?v=tjgtLSHhTPg

Activity: Experience

• Pick an image from the choices at your table that reflects your experience as a radical/a radical thing you have done in your life

• Each person at the table will take turns to: – Introduce yourself to others – Talk about your experience as a radical (and why

you picked the image that you did)

• Group debrief

The Statistical Contradictions

0102030405060708090

To improve acorporate culture,involve rebels infindings ways to

improve

To create a moreinnovative company,

activate thecorporate rebels

Agree

Disagree


92%

92%

88%

86%

86%

78%

Call out problems others are afraid to

Challenge ineffective sacred cow practices

Willing to be the first to try new practices

See new ways to solve problems

Bring outside ideas into the organization

Have ideas to improve products/services

The Statistical Contradictions


Manager Perspective Radicals have value…

33.7%

Yet….only 33.7% of leaders are very satisfied radicals can provide value in their organizations.


Why the Disconnect?

� Culture � Radical Methods

Supportive Cultures

Many ways to contribute People feel appreciated Open to new perspectives Opportunities to challenge assumptions Disagreements welcome


Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development

Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development

“The source of energy at work is not in control, it is in connection to

purpose.” Don Berwick

Compliance Commitment

A minimum performance standard that everyone must achieve

A collective goal that everyone can aspire to

Uses hierarchy, systems and standard procedures for coordination and control

Based on shared goals, values, and sense of purpose for coordination and control

Threat of penalties, sanctions, shame creates momentum for delivery

Commitment to a common purpose creates energy for delivery

What do Radicals Want?


Radicals Want…

• Real work • Work connected to the essential

mission/results • To learn how the organization works and

decisions are made • Relationships with influencial people


Christina Costello, Babson Entrepreneur Experience Lab

Activity: Leading Radicals

• TRIZ • How to drive your radicals from your

organization • One idea from each group

10 Things A Manager Should Never Say to a Rebel!

1. What gives you the authority to ask that question? 2. That’s the way we’ve always done it 3. Know your place 4. That’s nice 5. Impossible 6. You can’t fight city hall 7. We need to see more best practices 8. Better the devil you know than the devil you don’t know 9. Do what I say and stop asking so many questions 10. If you continue to speak your mind, you’ll ruin your career

Autonomy

Got Fairness?

Leading Radicals Requires Leaders To

• Understand the organizational landscape

• Present ideas to influence opinion

• Learn to constructively use conflict

• Know when to persist, retreat, let go

Why the Disconnect?

� Culture

� Radical Methods

Troublemaker Versus Radical “Troublemaker” “Radical”

Break Rules Change Rules

Complain Create

Assertions Questions

Me-Focused Mission-Focused

Anger Passion

Pessimist Optimist

Energy-Sapping Energy-Generating

Alienate Attract

Problems Possibilities

Worry That Wonder If

Doubt Believe

Social Loner Social


Activity: Troublemakers/Radicals

• Talk to others at your table about your experiences related to “radicals” and “troublemakers”

• Which have you been and why? • What moves people from being “radical” to

“troublemaker” • How do we protect against this?

Radical Methods: Strategies for Success

� Start With Self � Build Alliances � Create Energy

What do we know about successful boat rockers?

• Convictions and values driven • Strong sense of self-efficacy • Action oriented • Able to join forces with others • Able to achieve small wins • Optimistic in the face of challenge • Positive

Helen Beven, IHI

I’M A RADICAL (I THINK POSITIVELY)

Constructive Conversations

• Constructive what/if conversations examine assumptions, open up possibilities, invite everyone to contribute and value all points of view

Lois Kelly, Foghound

Judge Ideas Not People

• The first creates useful conversations, the second hurts, disrupts and usually dead-ends


When Angry, Stop and Wonder Why

• The more we understand hidden motivations, the more we can frame our ideas


Possibilities

• Ask questions that highlight possibilities vs. damn the problems

• Problems create energy, problem dissing saps it


Create Clarity

• Communicate in ways that creates clarity from complexity

• Define context, relevancy, value


Let It Breathe

• Velocity scares people • If we go to fast, we

can mow over people, hurting our chances to affect change

• People often need time to absorb a new way


Listen

• Ask good questions • Become a keen

listener


How Do We Protect?

• Constructive Conversations • Judge Ideas not People • When Angry, Stop and Wonder Why • Think Possibilities • Manage Discomfort • Create Clarity from Complexity • Learn to Speak the Language • Let it Breathe • Try. Learn. Adapt. • Listen


Activity: Build Alliances

• Pair up • What are successful radical methods that you

have used? • Provide an example

Strategies for Success

� Start With Self

� Build Alliances

� Create Energy

Build Alliances

“If you want to go fast, go alone. If you want to go far, go together.”

African proverb quote by Al Gore

Powerful Relationships

How To???

• Shared passion • Collective wisdom • Keep your promises • Move ideas to action • Celebrate achievements • Share Credit • Courage

Framing

“People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings.” (John P Kotter (2002), The Heart of Change)

Framing

• Connect with people’s hearts and minds • Turning opportunity into action • Hooks to pull people in • Springboards for mobilizing support • Need to be authentic and connect with

reality

“I have a dream”

“I have some new clinical guidelines

for you….”

http://www.youtube.com/watch?v=SSauhroFTpk

Strategies for Success

� Start With Self

� Build Alliances � Create Energy

Create Energy Burning Platform Versus Burning Ambition

• Need to move from a burning platform to a burning ambition

• We need to articulate personal reasons for change as well as organizational reasons

• If the fire goes out, all other factors are redundant

@PeterFuda

Activity

• When have you felt the most energized and passionate about the work that you have been involved in?

• What were the key features in that situation? • How would you describe how you felt?

Resources

http://www.slideshare.net/Foghound/foghound-20-ways-to-be-effective-rebel http://www.foghound.com/resources/ http://www.davidrock.net/files/NLJ_SCARFUS.pdf http://corporaterebelsunited.com/ http://www.changeagentsworldwide.com/

http://www.slideshare.net/Foghound/foghound-20-ways-to-be-effective-rebel

http://www.slideshare.net/Foghound/foghound-20-ways-to-be-effective-rebel

http://www.foghound.com/resources/

http://www.davidrock.net/files/NLJ_SCARFUS.pdf

http://corporaterebelsunited.com/

http://www.changeagentsworldwide.com/

Organizational Radicals

Find Your Inner Radical: How Organizational Radicals Can Change the World

Health & Medicine

Transcript of Find Your Inner Radical: How Organizational Radicals Can Change the World