Full slide deck for Minicourse M5 "Leading radical change a day of transformation"
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Transcript of Full slide deck for Minicourse M5 "Leading radical change a day of transformation"
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Leading Radical
A day of transformationMinicourse M5
Monday 8th December
Helen Bevan @HelenBevanElaine Bayliss @Elaine_BaylissJon Hannah @JCHannah77
#IHI26Forum#Radicals
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
We can’t drive into the future using only our rear view mirror
We will spend an inspiring day with like-minded individuals to consider the implications and opportunities for
transforming health care in a world where the power of hierarchy is diminishing in the face of complexity and
change is happening faster and becoming more disruptive
Join our new breed of change leaders who are rewriting the rules and leading change from the future
“
“Source of image: Abhishekshilpa.blogspot.com
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Objectives of our minicourse
• Identify major themes and trends in the global world of change and transformation that are likely to shake the world of health care improvement
• Consider the opportunities and implications of these for their own practice as a leader of change and improvement
• Model new forms of collective learning, collaboration, and community building
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
The Fundamental Law of Conventional Conferences
The sum of the expertise of the
people in the audience is greater
than the sum of expertise of the people on stage
Dave Winer
““
Source of image: www.citynet.com
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Flipped classroom
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Prework for our Minicourse
• Watch the film
• Read the White Paper “A new era of thinking and practice in change and transformation: a call to action for leaders of health and care” and watch the embedded films
• Complete your transformational profile
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Today is based on two kinds of learningTransactional learning Transformational learning
A “toolkit” of ideas & approaches
Learning through motivation, practice &feedback
Seeks to transfer useful knowledge
Seeks to transform beliefs & underlying assumptions
Learning events, presentations & materials
Experiential, interactive & action-based
Generates understanding of “what to do”
Generates increased capacity in “how to do it”
Source: John Wenger https://medium.com/corporate-learning/3deb1bb2e865
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Today we are part of a global community of change agents!
• We will monitor and synthesise tweets all day, including those from fellow change agents who are connecting virtually
• We will be using polling technology Poll Everywhere
• We will produce summaries of the minicourse:
– Storify
• Please use both Twitter hashtags #IHI26Forum and #Radicals
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Lunchtime Twitter clinic!
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Design framework for our minicourse
Designed by M G Taylor
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Design framework for our minicourse
• Understand everything that has happened to date
• Understand the opportunity to improve things
• Create a level starting point for change
• Imagine a different future
• Think the unthinkable
• Identify and test ideas
• Narrow down options
• Find creative solutions
• Make choices
• Uncover and remove barriers to change
• Build shared purpose around intention to act
• Make definitive decisions
• Establish action plans
• Agree review process
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26ForumSource of image: www.freshnessmag.com
for today
Part 1:• Background to Minicourse• Our community
• Learning processes
• Context: emerging directions
in transformation and change
Part 2:• Applying the principles to our
own settings and challenges
• The 15 actions for leaders
• Mini talks and discussions
Part 3:• Background to the
“unconference”• First round of “unconference”
• Postcards from the future
Part 4:
• Second round of
“unconference”• Voting
• Next immediate steps
RCT
RCT
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Four keys to collaboration
• Lean into discomfort
• Listen as an ally
• State your intent
• Share your “street corner”Source: Judith Katz and Fred Miller
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
“I have some Key
Performance
Indicators
for you”
or
“I have a
dream”
Source: @RobertVarnam
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Task
We are going to talk to others on our table about our goals and ambitions for radical change
• Pick a picture card from the pack that reflects your goals and dreams for improvement/change/transformation
• In turn each person at the table should take turns to:
• Introduce yourself to others
• talk about your goals and dreams (and why you picked the picture)
Time allowed (for whole table): 20 minutes
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
What is transformational change?
Transformational change is a systems approach, deriving its power by attending equally to hearts & minds (the inner life of human beings), human behaviour, and the social systems and structures in which they exist. It therefore tends to be multi-disciplinary, integrating a range of approaches and methodologies. Transformational change aims to be irreversible and enduring.
Robert Gass, Rockwood Leadership Institute
““
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26ForumSource: Tim Stock http://www.slideshare.net/AnalyzingTrends/5-luxury-codes-stories
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Leading change in a new era
Dominant approach Emerging direction
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
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
Recommended reading: Understanding new power, Harvard Business Review, December 2014 https://hbr.org/2014/12/understanding-new-power?utm_campaign=Socialflow&utm_source=Socialflow&utm_medium=Tweet
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26ForumSource: Gary Hamel
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Gary Hamel’s 4 Ms for transformation
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26ForumFor more information/explanation visit: http://linkis.com/www.oscarberg.net/20/QwGqW
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Some challenges:• Create organisations that are activist at their
core
• Find ways to:– marry innovation with complexity and scale
– balance control and freedom
• out-love everyone else
Source of image: rachelstivers.com
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
What is a
RCT?
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Randomized Coffee Trial!
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Outcomes of randomised coffee trials
1. Change starts with me
Source of image: jasonkeath.com
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
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
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
“Being” as a change agent
Personal characteristics and qualities
‘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
"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
1. able to join forces with others to create action
2. able to achieve small wins which create a sense of hope, self-efficacy and confidence
3. More likely to view obstacles as challenges to overcome
4. 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
Self-efficacy
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
Source: @NHSChangeDay
Source: @NHSChangeDay
What is the issue here?
“permission” ? (externally generated)
or
Self efficacy ? (internally generated)
What’s the difference between
self efficacyand
self esteem,self belief,
self-confidence?
Building self-efficacy: some tactics
1. Create change one small step at a time
2. Reframe your thinking:
• failed attempts are learning opportunities
• uncertainty becomes curiousity
3. Make change routine rather than an exceptional
activity
4. Get social support
5. Learn from the best
Image copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/
Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
Make it a personal PERFORMANCE target.
Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
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 twelfthcontact
Source: http://www.slideshare.net/bryandaly/go-for-no
“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.
—
2. Frame the issues in ways that connect with a wide group of
stakeholders
Source of image: www.nytimes.com
Source of image: outskirtsbattledome.wikispaces.com
The easiest way to thrive as an outlier
...is to avoid being one
Seth Goodin
“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
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)
http://www.slideshare.net/amitkaps/fifth-elephant-2014-talk-crafting-visual-stories-with-data?sf3881865=1
Stories are a key part of the new improvement
If we want people to take action, we have to connect with their emotions through values
action
values
emotion
Source: Marshall Ganz
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
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
Effective framing: what do we need to do?
1. Tell a story
Effective framing: what do we need to do?
1. Tell a story
2. Make it personal
Effective framing: what do we need to do?
1. Tell a story
2. Make it personal
3. Be authentic
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”
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”
5. Build in a call for urgent action
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
• 2 minutes each to tell your story
3. Build shared purpose
Leading change in a new era
Dominant approach Emerging direction
Compliance
States a minimum standard of
performance or target that
everyone must achieve
Uses hierarchy, performance
management systems and
standardised procedures for co-
ordination and control
Threat of penalties/ sanctions/
shame creates momentum for
delivery
Focus on transaction
Commitment
States a collective, meaningful
goal that everyone can aspire to
Based on shared purpose and
shared goals (“us and us” rather
than “us and them”) for co-
ordination and control
Commitment to a common
purpose creates energy for
delivery
Focus on relationship
How are we leading?
Source: Helen Bevan
Leaders who focus on meaning also
get compliance, without focusing on it
@JeremyScrivens
A 3-word concept
[Shared] purpose goes way deeper than vision and mission; it goes right into your gut
and taps some part of your primal self. I believe that if you can bring people with similar primal-purposes together and get them all marching in the same direction,
amazing things can be achieved.Seth Carguilo
@HelenBevan
As leaders, we are “signal generators”
“As a leader, think of yourself as a “signal generator” whose words and actions are constantly being scrutinised and interpreted, especially by those below you” [in the hierarchy]
“Signal generators reduce uncertainty and ambiguity about what is important and how to act”
Charles O’Reilly,
Leaders in Difficult Times
Source of image: vintage-radio.com
Avoiding “de facto” purpose• What leaders pay attention to matters to staff, and consequently
staff pay attention to that too
• Shared purpose can easily be displaced by a “de facto” purpose:
hitting a target
reducing costs
reducing length of stay
eliminating waste
completing activities within a timescale
complying with an inspection regime
• If purpose isn’t explicit and shared, then it is very easy for something else to become a de facto purpose in the minds of the workforce
Source: Delivering Public Services That Work: The Vanguard Method in the Public Sector
@SimonJGuilfoyle Police Inspector and systems thinker
@SimonJGuilfoyle Police Inspector and systems thinker
Healthcare
@SimonJGuilfoyle Police Inspector and systems thinker
6. Identify the heretics, disrupters and gamechangers in your organisation or system and engage them in your most
significant changes
@PeterVan http://t.co/6CQtA4wUv1 Source of image: scotteagan.blogspot.com
“Without rebels, the storyline never changes”
Source : Lois Kelly www.rebelsatwork.com
There’s a big difference between a rebel and a troublemaker
Rebel
Reflection• What are your insights around “rebels” and
“troublemakers”?
• What moves people from being “rebel” to “troublemaker”?
• How do we protect against this?
Source : Lois Kelly www.rebelsatwork.com
There’s a big difference between a rebel and a troublemaker
Rebel
A disruptive case study:
Probably the biggest day of collective action for improvement in the history of the NHS
Creating a mass movement of people working together in and with the NHS demonstrating the difference they can
make, by one simple act for sustainable improvement
2013 2014 2015
“The audacity to imagine……..”
Change starts with me..
Maker
...Making a
difference
Anyone can pledge – it’s personal to you!
Change Activist
‘Can I really make the change?’
Will ‘the system’ really ALLOW me?
Owned by the grassroots
The more you do what you love the more energy you have Leadership Freak
Vs
Unleashing the energy
Volunteers – leaders everywhere
98% of activity via volunteers
Holding each other to account
rather than performance management
13th March 2013
189,000actions
13th March 2013
more than 800,000 pledges to take action
• 81 separate Campaigns
• 86 million twitter impressions
• 35,400 video views
• 95,000 daily reach on Facebook
Change Day 2014:
10. Build your extended network of weak ties
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
strong ties (cohesive)v.
weak ties (disconnected)
Source of image:brucemacvaresh.com
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, nurse to nurse, gynaecologist to gynaecologist
• 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, nurse to nurse, gynaecologist to gynaecologist
• 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
Strong and weak tiesWhen we seek to 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, nurse to nurse, gynaecologist to gynaecologist
• Influence is spread through people who are strongly connected to each other, like and trust each other
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
• our aim is to mobilise all the resources in our organisation, system or community that can help achieve our goals
A great film that explains weak ties
http://www.youtube.com/watch?v=-Bm93gN1zJg
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
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 will come when we tap into our weak ties
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 will come when we tap into our weak ties
History suggests that weak ties will probably give us the best chance to deliver large scale improvements in a challenging
timescale
109
http://weneedsocial.com/blog/2013/8/25/disrupted-disruptors-unite
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 the audience?
Source: Benford and Snow
Discussion
• What are our strong ties and weak ties?
• Is there a balance between diagnostic, prognostic and motivational aspects of our message for change?
• What might we do?
14. Take steps to be a more social leader
Source: http://www.digitalsherpa.com/blog/how-social-media-has-changed-in-the-last-few-years/
“Social Media is a conversation.Between millions of people.Word of mouth on steroids. ”
@ FutureGP Dave Townsend
48% of 18 to 34 year olds check Facebook right when they wake up...About 28% check their Facebook on their smartphones before getting out of bed...
OBSESSED WITH FACEBOOKENGAGING WITH GENERATION Y
SOCIAL MEDIA IS JUST FOR YOUNG PEOPLE
The fastest growing age group on Facebook is 50+73% of business people visit it every dayLinkedIn - largest segment –45- 54 years (36%)Twitter – Largest segment – 45-54 years (35%)
“Social media is so powerful because it taps into what makes us human… and we like it.”
Maddie Grant and James Notter.
•Open – decentralised, systems thinking
•Trustworthy- transparency, truth, authenticity
•Generative- inclusion, collaboration, relationship building
•Courageous – learning, experimentation , personal development.
Four aspirational human elements (as seen through social media examples)
Maddie Grant and James Notter
1. Have a cause2. Talk like a human3. Post interesting
links -inform, educate, entertain
4. Don’t wear a mask
10 Ways to be a digital influencer or super connector @PaulBromford
Curating content
My followers
Source: @NHSChangeDay
Can I, dare I?
Helen Bevan’s pledge for Change Day 2013
To support 500 leaders and activists
to develop their capability as radical change agents: to rock the boat and
stay in it
““
1,900
28,000
2,000
3,000
150
Health and care radicals
15. Take deliberate action to maintain energy for change over
the long haul
Does fear motivate people to change?
burning platform
versus
burning ambition
@PeterFuda
Lessons for transformational change1. In order to sustain
transformational change we need to move from a burning platform (fear based urgency) to a burning ambition (shared purpose for a better future)
2. We need to articulate personal reasons for change as well as organisational reasons
3. If the fire (the compelling reason) goes out, all other factors are redundant
@PeterFuda
What happens to large scale change efforts in reality?
In order of frequency:
1. the effort effectively “runs out of energy” and simply fades away
2. the change hits a plateau at some level and no longer attracts new supporters
3. the change becomes reasonably well established; several levels across the system have changed to accommodate or support it in a sustainable way
Source: Leading Large Scale Change:
a practical guide (2011), NHS Institute
Bruch and Vogel research
Organisations with HIGH productive energy scored higher on:
• overall performance - 14% higher
• productivity – 17%
• efficiency – 14%
• customer satisfaction – 6%
• customer loyalty – 12%
@HelenBevan
the capacity and drive of a team, organisation or system to act and make the
difference necessary to
achieve its goals
Psychological
Physical
Spiritual
Social Intellectual
Energy for change is:
Five energies for change Energy Definition
Social energy of personal engagement, relationships and connections between people. It’s where people feel a sense of “us and us” rather than “us and them”
Spiritual energy of commitment to a common vision for the future, driven by shared values and a higher purpose. It gives people the confidence to move towards a different future that is more compelling than the status quo
Psychological energy of courage, resilience and feeling safe to do things differently. It involves feeling supported to make a change and trust in leadership and direction
Physical energy of action, getting things done and making progress. It is the flexible, responsive drive to make things happen
Intellectual energy of analysis, planning and thinking. It involves gaining insight as well as planning and supporting processes, evaluation, and arguing a case on the basis of logic/ evidence
High and low ends of each energy domain
Low High
Social isolated solidarity
Spiritual uncommitted higher purpose
Psychological risky safe
Physical fatigue vitality
Intellectual Illogical reason
Some questions
• Which group likely to have higher spiritual energy scores (clinicians/non clinicians?)
• Nearer to CEO, higher or lower energy scores?
@HelenBevan
The SSPPI Energy Index – Part IThis questionnaire enables teams to measure their energy for change.
Please agree the nature of the change context with your team before answering the following statements.
Then answer all statements with your particular change context in mind.
1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree
I am energised by the momentum of change____
I have gained insight into the case for change____
I feel a sense of solidarity with those I work with ____
I am weary of change____
I am able to keep expressing hope for the change when presented with setbacks_____
The reasoning for the change is not compelling___
I don’t feel appreciated by others at work_____
I will be blamed if I try something new and it fails____
I feel isolated from others____
I feel depleted of energy when others express doubt about the change_____
The case for change has stimulated my creativity_____
I feel disconnected from others____
I am committed to our common vision for the future____
I feel safe enough to do things differently____
I am driven by shared values____
I am experiencing change fatigue____
The change does not fit with my sense of purpose_____
I am not driven by a shared purpose for change_____
I think there is no rational argument for change____
The case for change is interesting to me_____
I feel that we are getting things done to achieve the change_____
I feel the change may conflict with my values___
I feel personally engaged in the change___
Clear thinking and analysis underpins the change___
I feel fearful about the change___
I sense openness about the potential to change___
#IQTGOLD
Social energy is the energy of personal engagement,
relationships and connections between people. It reflects a
“sense of us” and is therefore a collective concept that
captures a situation where people are drawn into an
improvement or change because they feel a connection to it
as part of the collective group.
My social energy is ____
The social energy of those I work with is____
The importance of social energy to me is____
Psychological energy is the energy of courage, trust and
feeling safe to do things differently. It involves feeling
supported to make a change as well as belief in self and the
team, organisation or system, and trust in leadership and
direction.
My psychological energy is ____
The psychological energy of those I work with is____
The importance of psychological energy to me is____
Physical energy is the energy of action, getting things done
and making progress. It is the flexible, responsive drive to
make things happen, with vitality and kinetic force (motion)
My physical energy is ____
The physical energy of those I work with is ____
The importance of physical energy to me is____
Intellectual energy is the energy of curiosity, analysis, thinking and cognition. It involves gaining insight, a thirst for new
knowledge as well as planning and supporting processes, evaluation, and arguing a case on the basis of logic and evidence.
My intellectual energy is ____
The intellectual energy of those I work with is____
The importance of intellectual energy to me is____
Complete these statements on a scale of 1 = low - 5 = high
Spiritual energy is the energy of commitment to a common
vision for the future, driven by shared values and a higher
purpose. It involves giving people the confidence to move
towards a different future that is more compelling than the
status quo, by finding the deep meaning in what they do.
My spiritual energy is ____
The spiritual energy of those I work with is____
The importance of spiritual energy to me is____
The SSPPI Energy Index – V2, Part 2
• Are particular energy domains more dominant than others for our team at the moment?
• Is this the optimal energy profile to help us achieve our improvement goals?
Energy for change profile
1
2
3
4
5Social
Spiritual
PsychologicalPhysical
Intellectual
• Are particular energy domains more dominant than others for our team at the moment?
• Is this the optimal energy profile to help us achieve our improvement goals?
Energy for change profile
1
2
3
4
5Social
Spiritual
PsychologicalPhysical
Intellectual
#IQTGOLD
1
2
3
4
5Social
Spiritual
PsychologicalPhysical
Intellectual
Team 1: what’s your assessment of
their energy for change?
#IQTGOLD
1
2
3
4
5Social
Spiritual
PsychologicalPhysical
Intellectual
Team 1: what’s your assessment of
their energy for change?This energy profile is characterised by an environment that has harnessed people’s interest and momentum for change, but which has failed to engage people fully. This imbalance results in their feeling some uncertainty regarding how they can contribute fully to the change, and therefore a sense of risk and lack of hope for the future. We can build energy by building team solidarity and developing shared purpose
#IQTGOLD
1
2
3
4
5Social
Spiritual
PsychologicalPhysical
Intellectual
Team 2: what’s your assessment of
their energy for change?
#IQTGOLD
1
2
3
4
5Social
Spiritual
PsychologicalPhysical
Intellectual
Team 2: what’s your assessment of
their energy for change?This energy profile shows strong connections between people, a true sense of solidarity, which gives them enough hope for the future, but this energy is undirected, because the rational argument and shared purpose has not been agreed. We can build energy by agreeing shared goals for change and using systematic approaches to thinking through and planning the change
@HelenBevan
There has never been a time in the history of healthcare when this advice has been
more pertinent
“Leadership is not about making clever decisions and doing bigger deals. It is
about helping release the positive energy that exists naturally within people”
Henry Mintzberg
Discussion
Which energies are most prevalent in your setting? How might you get more balance (if you need it?)
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
The Fundamental Law of Conventional Conferences
The sum of the expertise of the
people in the audience is greater
than the sum of expertise of the people on stage
Dave Winer
““
Source of image: www.citynet.com
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Traditional conference
The agenda is pre-set
One way learning style with Q&A
People sit in rows or round tables
Networking between sessions
Hard to leave the session once it starts
Absorbing information
Unconference
People set the agenda
Based on discussion
People sit in a circle with no chairs
Networking the whole time
Encouraged to find the right session
Connecting to action
Source: adapted from @BCPSQC
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The unconference: 4 principles and a law
Principles:1. Whoever comes are the right people2. Whatever happens is the only thing that could
have happened.3. When it starts is the right time4. When it's over it's over
The Law is known as the Law of Two Feet:"If you find yourself in a situation where you are not contributing or learning, move somewhere where you can."
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Our unconference process
• Think about a topic that you would like to explore with other people that will help you with your dreams and goals for change and improvement
• It should be a topic that you want to take action on over the next twelve months
• Come to the middle of the circle and write it on a sheet
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Four keys to collaboration
• Lean into discomfort
• Listen as an ally
• State your intent
• Share your “street corner”Source: Judith Katz and Fred Miller
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What’s our approach to change?
Deficit based
• what is wrong?• solve problems• identify what we
need to improve• fill gaps and
deficiencies
Strength based
• what is strong?• work with our
existing assets and resources
• amplify what works• “positive deviants”
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8th
Dec2015
8th December 2015
Topic:
Where did we start?
Where are we now?
How did we get there?
Who was mobilised?
*be as specific as possibleAdapted from British Columbia Patient Safety and Quality Council
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“Dotocracy”
• One person from each group to stand by their postcard/idea
• Each person has four dots• We are voting for the idea that offers the best
potential for radical/transformational change• You can give all your dots to one idea or one dot
each to four ideas• Switch the “standing” person half way so they
can vote• Time allowed 10 minutes
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
Source: British Columbia Patient Safety and Quality Council
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
The “two levels down” rule
What can I achieve in:
a year?
a month?
a week?
a day?
an hour?
If you think your improvement initiative will take a year to test and implement, consider what you could achieve in a week
If you think it will take a week, what you could achieve in an hour?
Source: Paul Plsek
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
1. Follow us on Twitter@HelenBevan@Elaine_Bayliss@JCHannah77@NHSIQ
2. Subscribe to
3. Enrol for The School for Health and Care Radicals: next term starts 30th January 2015 [email protected]
4. Engage with Change Day NHS Change Day 2015: 11th
March www.ChangeDay.nhs.uk
TheEdge.nhsiq.nhs.uk
Four ways to connect with us!
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum
A further “unconference”
session
@HelenBevan @Elaine_Bayliss @JCHannah77 #Radicals #IHI26Forum