"Leading into the future": the Academy of Fabulous Stuff
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Transcript of "Leading into the future": the Academy of Fabulous Stuff
@HelenBevan
Leading into the future in
health and care
Helen Bevan
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Tomorrow belongs to those who can hear it coming
David Bowie
“
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Change is changing
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After World War 2, it took Japanese companies three
decades to seize leadership roles in car making and electronics from their global competitors
Source: P Choudray
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In contrast, Uber, a little over five years old, competes
around the worldSource: P Choudray
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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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Source: Bromford P (2015), ”What’s the difference between a test and a pilot?”
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Acceleration of connectedness
Change is changing
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Hierarchical power
Change is changing
Acceleration of connectedness
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Change is changing
Hierarchical power
Acceleration of connectedness
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Change is changing
Hierarchical power
Change from the edge
Acceleration of connectedness
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http://www.slideshare.net/Openpolicymaking/policy-lab-slide-share-introduction-final
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Why go to the edge?
“ Leading from the edge brings us into contact with a far wider range
of relationships, and in turn, this increases our potential for diversity in terms of thought, experience and background. Diversity leads to more
disruptive thinking, faster change and better outcomes
Aylet Baron
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Jeremy Heimens TED talk “What new power looks like” https://www.youtube.com/watch?v=j-S03JfgHEA
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 Network Secrets of Great Change AgentsJulie Battilana &Tiziana Casciaro
As a change agent, my centrality in the informal network is more important
than my position in the formal hierarchy
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People who are highly connected have twice as much power to
influence change as people with hierarchical power
Leandro Herrerohttp://t.co/Du6zCbrDBC
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“Tomorrow’s management systems will need to value diversity, dissent
and divergence as highly as conformance, consensus and
cohesion.”Gary Hamel
Image by neilperkin.typepad.com
“The single biggest mistake to avoid? Creating disruption at work. Focus on developing relationships, not disrupting and alienating people. Peter Vander Awera on learning from setbacks and failures
is the new normal!
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We need to be rebels!•The principal champion of a change initiative, cause or action•Rebels don’t wait for permission to lead, innovate, strategise•They are responsible; they do what is right•They name things that others don’t see yet•They point to new horizons•Without rebels, the storyline never changes
Source : @PeterVan http://t.co/6CQtA4wUv1
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‘If you put fences around people, you get sheep. Give people the room they
needWilliam L McKnight
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What happens to heretics/radicals/rebels/mavericks
in organisations?
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@HelenBevanSource: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out
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“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.
—
@HelenBevanSource : Lois Kelly www.foghound.com
There’s a big difference between a rebel and a troublemaker
Rebel
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Reflection
• What are your insights around “rebels” and “troublemakers”?
• What moves people from being “rebel” to “troublemaker”?
• How do we protect against this?
@HelenBevanSource : Lois Kelly www.rebelsatwork.com
There’s a big difference between a rebel and a troublemaker
Rebel
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• Randomised Coffee Trial!• Randomised Coffee Trial!
What is a RCT?
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The world’s largest
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Outcomes of Randomised Coffee Trials