Making transformation happen: creating the conditions
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Transcript of Making transformation happen: creating the conditions
@helenbevan
Making transformation happen: creating the conditions
@HelenBevan
@helenbevan
The Horizons team:Change agents and change agency
• A small, diverse team of people within the NHS that supports change agents and builds change agency
• We tune into the latest change thinking and practice in healthcare and other industries around the world –translating this learning into practical approaches to change
• The team has emerged through years of supporting change in the NHS and the wider health and care system
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Change is changing
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Kinthi Sturtevant, IBM
13th annual Change Management Conference
We rarely see two, three or four year change projects any more. Now it’s 30-60-90 day
change projects
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Change is changing
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@helenbevan #HEAconf17
To stay in touch, connect with the 3%
Just 3% of people
in the organisation
or system typically
drive
conversations with
85% of the other
people
Source: research by Innovisor
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What is the best way to spread new knowledge?
Source of data: Nick
Milton http://www.nickmilton.com/2014/1
0/why-knowledge-transfer-
through.html
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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http://www.nancydixonblog.com/2017/07/the-hidden-knowledge-problem-in-organizations.html
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Change is changing
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We still organise health and care like the Tabulating Machine Co. of 1917
Source of image: @corp_rebels
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Source: Innovisor
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Jeremy Heimens, Henry TimmsThis is New Power
old power new power
Currency
Held by a few
Pushed down
Commanded
Closed
Transaction
Current
Made by many
Pulled in
Shared
Open
Relationship
@helenbevan #HEAconf17
The Network Secrets of Great Change Agents
Julie 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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What’s the evidence?The failure of large scale
transformational change projects is rarely due to the content or
structure of the plans that are put into action
To make transformational change happen we need to connect networks
of people who ‘want’ to contribute
http://iedp.com/articles/vertical-leadership/?utm_source=Sign-Up.to&utm_medium=email&utm_campaign=13787-257163-Campaign+-+01%2F09%2F2016
Source: David Dinwoodie (2015)
It’s much more about the role of informal networks in the organisations and systems
affected by change
@helenbevan #HEAconf17
Mark Jaben on the science behind resistance
What NOT to do
But what we do do
Engage people here
@helenbevan #HEAconf17
Mark Jaben on the science behind resistance to change
What NOT to do (but what we usually do)
We don’t need buyers (who “buy-in” to change)We need investors
What TO do
Engage people here
Engage people here
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The predominant approach in recent years has been STRUCTUREbut globally there is a big shift towards AGENCY
The dilemma at the heart of change
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AGENCY is about power
• The capacity of individuals to make their own choices and to take action in a given environment
• Words that are connected to agency:
• Action
• Activity
• Effect
• Influence• Power• Choice
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Source: @NHSChangeDay
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Source: @NHSChangeDay
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Source: @NHSChangeDay
Problematic: changing a
“permission culture” can take years
The good news: we can usually build agency much more
quickly
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Individual AND collective agency
Individual agency:People get more power and control in their own lives: patient activation, shared decision-making
and self-care
Collective agency: People act together, united by a common cause, harnessing the
power and influence of the group and building
mutual trust
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Building agency for large scale change
We do not become transformed alone, we become transformed when we’re in relationship
with others
Hahrie Han
Source of image: Idahoc Community Action
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http://biggerboat.org/exploring-moodocs/MOODOCs(Massive, Online, Open, Disease Oriented Communities)
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New Public Passion:
a growing global
movement
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Big drive to bring social movement thinking and practice into delivery
@helenbevan #HEAconf17
The Change Challenge
Tapping the collective brilliance of the NHS
14,000 contributions identified 10 barriers to change:
Confusing strategies
Over controlling leadership
Perverse incentivesStifling innovation
Poor workforce planning
One way communication
Inhibiting environment
Undervaluing staff
Poor project management
Playing it safe
14,000 contributions identified 11 building blocks for change:
Inspiring & supportive leadership
Collaborative working
Thought diversityAutonomy & 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
Challenging the status quo
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After years of intensive analysis, Google discovered that the key to high
performing teams that deliver change is psychological safety (being nice)
Project Aristotle: https://www.youtube.com/watch?v=UfGiCnhdU78&feature=youtu.be&list=PLHEw3ja-
xoaZybvz9f0b1_6bJyG7zZO6L
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... the last era of management was about how much performance we could extract from people
... the next is all about how much humanity we can inspire
Dov Seidman
A changing world
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Free five week virtual learning programme
for change agents in public service
•Shown to make a significant improvement in individual &
organisational change agency
•A module a week for five weeks
•Handbook and study guides
•Guided social learning
Join more than 10,000 people who have taken part
from 44 countries globally
How to rock the boat and stay in it!
Join
the
Starts 15th
February
2018
Join here:
http://theedge.nhsiq.nhs.u
k/school/