Module 2 study guide

MODULE 2 STUDY GUIDE

From me to we: creating connections and building communities

‘If you want to build a ship, don’t gather men to find wood, cut planks, hammer nails and assign tasks; rather inspire in

them a longing for the wide open sea.’ Antoine de St Exupery

http://www.theedge.nhsiq.nhs.uk/school/

@Sch4change #S4CA www.facebook.com/sch4change/

http://www.theedge.nhsiq.nhs.uk/school/

School for Change Agents Module 2 Study Guide

www.theedge.nhsiq.nhs.uk/school/ 2 SCA 2017

Contents

Introduction .......................................................................................................................................... 3

This study guide ................................................................................................................................ 3

The overall goals [learning outcomes] for this module ..................................................................... 4

What are YOUR goals for this module? ......................................................................................... 4

Effective framing ................................................................................................................................... 5

‘I have a dream’ – sharing the vision and telling the story ................................................................ 6

Connecting with emotions through values ....................................................................................... 7

Using stories to connect and to prompt action ................................................................................. 8

Bridging disconnected groups ............................................................................................................... 8

Your networks and communities ...................................................................................................... 9

Communities of learning and practice .............................................................................................. 9

Building your own community ........................................................................................................ 10

Co-production within your community ........................................................................................... 11

Our community of change agents ....................................................................................................... 11

Call to action ....................................................................................................................................... 12

Bringing it all together .................................................................................................................... 13

Reference list for Module 2 ................................................................................................................ 13

Additional resources ........................................................................................................................... 14

If you have ten minutes…................................................................................................................ 14

If you have more than ten minutes… .............................................................................................. 14

Movies and films ......................................................................................................................... 15

This Study Guide was prepared for the School for Change Agents by Pip Hardy, Pilgrim Projects Limited.



Module 2

From me to we: creating connections

and building communities

Introduction

‘Learning is in the relationships between people.’ McDermott 1999

Welcome to Module 2 from the School for Change Agents.

In Module 1, we considered what it means to be a health and care change agent; we looked at the

differences between rebels and troublemakers, and thought about some of the risks inherent in

being a change agent. We talked about the importance of living and being the change you want to

see in the world and identified some useful ways of building your own self-efficacy in order to help

you be an effective change agent. We began to sow the seeds of social learning, encouraging you to

engage in an RCT and join with others to share ideas and conversations about how to rock the boat

and stay in it. We hope that you have continued to reflect on the content of Module 1 and on the

various conversations that have continued via Twitter @Sch4Change and #S4CA and the School for

Change Agents Facebook group.

In this module we will shift the focus away from ourselves as individual agents of change to look in

more depth at the importance of community and the power of working together. We cannot be

effective agents or leaders of change on our own. We will be exploring methods for making sense of

change for others and framing our change proposition. We will reflect on what we can learn from

social movement leaders and community organisers about mobilising for change. We will also

consider some techniques for connecting with our own and others’ values and emotions to create a

call to action through effective framing and storytelling.

This study guide

This study guide is intended to enhance and complement the web seminar and help deepen your

thinking and reflection. It is not compulsory, but it may give you some ideas of things to think about

and questions to ask, and you may take some inspiration from some of the examples and

quotations. If you would find it helpful, please feel free to use this guide as a place to keep track of

your own thoughts and ideas so you will have a record of your work on the module and the overall

programme.

Every week, we will make the module study guide available a week before the live web seminar. You

can download the study guide from the website and use it to record your reflections during and after

the web seminar. You can also use the study guide in the discussions you have with your mentor or

learning group after the web seminar.

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Throughout this study guide there are shaded sections for you to reflect on your own experience or

response to key questions related to the content of the module. We hope that you will feel free to

use these questions as prompts to your own thinking, and the space provided to record your ideas.

The schedule for the release of the study guides is as follows:

Module Date of study guide release Date of web seminar

3 Rolling with resistance 24th February 2017 2nd March 2017

4 Making change happen 3rd March 2017 9th March 2017

5 Moving beyond the edge 10th March 2017 16th March 2017

The overall goals [learning outcomes] for this module

By the time you have worked through this module, we hope that you will be able to:

appreciate the role of a health and care change agent as a builder of alliances and

communities in a ‘social’ era

recognise the power of communities, communication and connection

understand why framing, storytelling and narrative are critical skills for health and care

change agents

take steps to build bridges between disconnected groups as well as coherent groups

learn from the practices of the leaders of the great social movements for your own change

efforts

reflect on your existing networks and communities and how you might build them to make

change happen faster and more effectively

consider the application of co-production in your community.

What are YOUR goals for this module?

In order to make the most of this module and of the overall programme, you may find it helpful to

give some thought to your own personal goals – what do you hope to achieve by engaging with The

School for Change Agents? What do you hope to take away from this module?

If you have engaged with Module 1, you may find it helpful to reflect briefly on what you have

learned so far.You could begin to connect where you are now in your thinking with your goals for

this module, carrying forward what you have already learned to inform your future intentions. In

Module 1, you were encouraged to think about being the change you want to see and you will have

begun to realise that you are unlikely to accomplish your goal single-handedly. Now, in addition to

thinking about your overall intention to bring about positive change, you may like to give some

thought to your networks and communities – both existing and potential.



ACTIVITY: THE STORY CONTINUES

What do you hope to achieve from this module? How can a focus on relationships, networks and

communities help you accomplish your goals as a leader or agent of change?

As human beings, we are inherently social animals. We form pairs, families, communities, societies

and cultures. As Module 1 reminded us, we are all interconnected. It is when the connections are

broken that rebels may become trouble makers. Without those connections it is unlikely that we can

bring about significant social change.

So how can we harness the power of our shared humanity to help us accomplish positive change?

As we settle into the 21st century, organisations are shifting away from hierarchical models of

leadership that seek to shape the workforce to the goals and ethos of the organisation and towards

the recognition of the need for shared purpose, shared values and a sense of community. So what

can we learn from those leaders who had few economic resources and little power in a formal sense,

yet were able to change the course of history? These people are the leaders of the great social

movements, for example, the women’s suffrage movement, the Civil Rights movement, the Anti-

Apartheid movement, the climate campaigners of the 1970s and leaders of the Arab Spring.

ACTIVITY: SOCIAL MOVEMENTS

What learning and inspiration can we take from social movement leaders to help us in our roles as

agents of change in health and care?

Effective framing

Framing is the process by which leaders and agents of change construct, articulate and convey their

message in a powerful and compelling way in order to win people to their cause and call them to



action. Effective framing is a critical first stage to creating the conditions that lead to mobilisation

and large-scale change.

ACTIVITY: FRAMING

How can you frame your messages about change in a way that will win others to your cause and

call them to action?

‘I have a dream’ – sharing the vision and telling the story

‘Storytelling is the mode of description best suited to transformation in new situations

of action.’ Schön, 1988

Most of us, if we are passionate about something,

want to share our passion with others in the hope

of drawing them into the future we want to

create for our patients, service users, colleagues

and communities. This requires more than just

vision or passion. We need to give something of

ourselves, to connect with others and let them

know that we are authentic in our attempts to

bring about change. A story that offers some

insight into us as individuals will have a more

powerful effect than a story that is based on

statistics or targets. A vision of improving care

that is based on an experience of care that was

either wonderful or terrible is more likely to

engage people than a vision that is based on the number of people affected by a particular

condition.

The most effective stories also reveal the storyteller’s ability to meet and overcome challenges by

making the most appropriate choice or choices to achieve the desired outcome.

‘No matter what form the dragon may take, it is of this mysterious passage past him,

or into his jaws, that stories of any depth will always be concerned to tell….’

O’Connor 1969



Connecting with emotions through values

‘The foundation of a story is an emotional foundation; in other

words, it’s a good idea that moves.’ Yann Martell

If you want people to join you in your change attempts, you will need to

engage them. Here are some guidelines:

1. Tell a story.

2. Make it personal.

3. Be authentic.

4. Create a sense of ‘us’ (and be clear who ‘us’ is).

5. Build in a call for urgent action.

ACTIVITY: CHALLENGES AND CHOICES

Give some thought to your story. How will you attract the attention of the people you want to call

to action? What personal experience will enable them to connect their experiences with yours?

How will you make your story authentic?

Imagine that you have to write the story that will convey your mission for change in four

sentences.

1 In the first sentence, make a connection with your audience.

2 In the second sentence, give us the context of your story.

3 In the third sentence, tell us about the challenge or crisis in your story.

4 In the final sentence, provide closure to your story – tell us the outcome of your choices.

Of course, telling a story in four sentences is a tall order, especially if you are trying to be specific

and provide vivid detail. It is a good way of establishing the skeleton of your story though, and you

can always go back later to fill in the details. It is also worth bearing in mind that the average



attention span of 21st century humans is about two minutes, so if you can keep your story short and

to the point, you will win the admiration and respect of your community!

Using stories to connect and to prompt action

You might be interested to watch an example of a very short story that was created with the

intention of calling to action the air medical transport community to improve safety and reduce the

number of helicopter crashes. Click on the word cloud to watch the video.

As you watch the story, notice how Cathy creates a

connection with her audience, provides context for

her story, leads us to the crisis, informing us of her

choices, and finally, resolves the story.

Her story has successfully engaged not only the air

medical transport community, but is now also used

widely in training for other emergency services and

throughout the health and care community,

particularly as a call to work inter-professionally,

rather than uni-professionally.

Bridging disconnected groups

If we want to create large-scale change, we need to build bridges between groups that are currently

disconnected or who have ‘weak ties’. Many of the great social-movement leaders have succeeded

by building connections between previously disparate groups and individuals, creating relationships

based not on pre-existing similarities but on shared hope, purpose, possibilities and goals for change.

ACTIVITY: BRIDGING DISCONNECTED GROUPS

Who are the people who are currently disconnected that you want to unite in order to achieve your

goals for change? How can you build a sense of ‘us’ with them?

Cathy Jaynes 2008

http://www.patientvoices.org.uk/flv/0369pv384.htm



Your networks and communities

You already belong to a number of networks and communities. Increasingly, there is an emphasis in

healthcare on the need to work in and with communities, so it is a good idea to be aware of the

communities of which you are a part.

REFLECTION: YOUR COMMUNITIES

1 As part of your role, what communities do you belong to through relationships and social

networks such as Twitter, LinkedIn and Facebook?

2 What communities of practice and learning groups do you belong to?

3 Draw a diagram or picture of your communities and illustrate the way they intersect and

interconnect with one another and so create opportunities for change.

Most of us belong to a number of communities: some may be virtual, such as Facebook and LinkedIn

groups, while others will be actual, real-time, perhaps even face-to-face groups. It is worthwhile to

consider how each of these communities contributes to your efforts to bring about change – and

whether they are the right communities for you.

Communities of learning and practice

Research by Michael West and others has shown that improvement is much less likely to occur if

people are trained individually; it seems that, in order for change to be embedded and sustained,

team training is much more likely to bring about the desired results (West, Guthrie et al. 2006).

Learning is changing as people become busier and e-learning

replaces face-to-face learning. There are certain characteristics

that, together, can be called ‘social learning’. Understanding

these characteristics can help to understand the value of a

‘guided social learning’ approach, and also to understand why

we encourage you, whenever possible, to engage with others on

your School for Change Agents work. These characteristics have

been clearly articulated by Jane Hart:

It is social – people are learning – not simply with others

but from the shared experiences and ideas of others – in the

professional learning networks of trusted connections that each of them has individually

built.



It is continuous – people are benefiting from a constant drip-feed or flow of information,

resources, or conversations with colleagues, all of which over time builds up into a large

amount of knowledge and shared experiences.

It happens in short bursts – people tend to have short interactions with one other and read

bite-sized pieces of content.

It is autonomous – people are in control of what they do, the relationships they build, and

how much time they spend time on any activity – based on what value it gives them and to

what extent it meets a personal interest or professional need.

It is often serendipitous – although some of what they learn is planned, people are also

learning just by hanging out in social networks, gradually assimilating new ideas and

experiences, in many instances without even realising it. (Hart 2014)

Building your own community

As you develop your skills as a change agent, you should be growing more aware of the centrality of

your own role in your informal networks. As you begin to build your own community that will

support your vision of change, give some thought to the resources and the people you need to build

capacity to effect the changes you want to see.

REFLECTION: BUILDING YOUR OWN COMMUNITY

1 Who is already part of your community?

2 What resources do they bring to the community?

3 Who else needs to be part of your community?

4 What resources will they bring?



Your membership in each of these groups is both an opportunity for you to contribute something of

yourself and to benefit from the expertise or experience of others.

‘Each affects the other and the other affects the next and the world is full of

stories and the stories are all one.’ Mitch Albom

Co-production within your community

Co-production is an approach that involves a diverse group of people (for example, patients and

service providers, decision-makers and citizens) working together to reach a decision that will work

for everyone. It is not easy to do co-production well, but when it is done effectively, the benefits can

be enormous. Successful co-production relies not only on shared values, but especially on respect

for everyone’s opinions and listening carefully to what they have to say.

'Most people do not listen with the intent to understand; they listen with the

intent to reply.' Stephen R Covey

REFLECTION: CO-PRODUCTION

You might like to work with a colleague (or your learning group) on these questions.

1 What is your own experience of co-production? If it worked well, why was that? If it was less

successful, what could be done differently to increase the chances of success?

2 What kind of a listener are you?

3 What could you do to improve your listening skills?

Our community of change agents

Since the Module 1 web seminar, we have been watching communities emerge and form, and we

would like to encourage you to participate actively in these groups.



REFLECTION: YOUR NEW COMMUNITIES

1 What did you notice about how people began to connect with each other during the Module 1

web seminar?

2 Were you attracted to any of these communities and, if so, why was that?

3 What have you observed from the tweets on #S4CA and postings in the School for Change

Agents Facebook group as communities have started to form?

4 How will you engage with some of these emerging communities?

Call to action

Try to keep the momentum and enthusiasm going by taking some concrete actions. Here are our

suggestions:

Let others know what’s happening in my own change community.

Identify opportunities for co-production.

Create my own story/narrative to win other people to my cause.

QUESTIONS FOR REFLECTION

1 What learning and inspiration can I take from social movement leaders to help me in my role as

an agent of change?

2 How can I connect with new individuals and groups to achieve my goal/s for change?



3 How can I promote co-production in my communities?

Bringing it all together

Make a note of the things that stand out for you from this module and then give some thought to

how you will use your new learning to make a difference.

REFLECTION: MAKING IT REAL

1 What have you learned?

2 How do you know you’ve learned it?

3 How will you take your learning forward? What will you do differently?

Reference list for Module 2

These are the references that we have referred to in the web seminar and/or that we have used to

help shape the content. Click on the reference to get the link.

Bate P, Bevan H, Robert G (2004) Towards a million change agents: a review of the social movements

literature: implications for large scale change in the NHS

Ehrenreich, B (2008) Dancing in the Streets: A History of Collective Joy

Galoppin L (2013) Community development is the new change management

Ganz M (2007) Telling your public story: self, us, now

Ganz M (2009) Why stories matter Sojourners

http://discovery.ucl.ac.uk/1133/1/million.pdf

http://discovery.ucl.ac.uk/1133/1/million.pdf

http://www.amazon.co.uk/Dancing-Streets-History-Collective-Joy/dp/1847080081

http://www.reply-mc.com/2013/01/21/community-development-is-the-new-change-management/

https://philstesthomepage.files.wordpress.com/2014/05/public-story-worksheet07ganz.pdf

http://www.hks.harvard.edu/organizing/

http://sojo.net/magazine/2009/03/why-stories-matter



Granovetter M (1983), The Strength of Weak Ties: a Network Theory Revisited Sociological Theory

(Blackwell) 1: 201–233

Merchant N (2012) 11 rules for creating value in a social era

Posner B (2013) TED talk ‘The truth about leadership: “You make a difference and you can’t do it

alone”’

Rockwell D (2014) Ten ways to eliminate isolation and connect

Smith P (2012) Lead with a Story: A Guide to Crafting Business Narratives that Captivate, Convince,

and Inspire

Schillinger C (2013) Disrupted, Disruptors…..Unite!

Wenger E (1998) ‘Communities of Practice. Learning as a social system’, Systems Thinker

Wilson D (2010) Building Bridges for Change: How Leaders Enable Collective Change in

Organizations, Development and Learning in Organizations, Vol. 24 Iss: 1, pp.21 - 23

Additional resources

Here are some additional resources that you might find helpful if you would like to learn more about

social movements, communities of practice, and building sustainable networks.

If you have ten minutes…

You may like to read this short pdf about communities of practice written by Etienne Wenger:

Introduction to communities of practice

If you have more than ten minutes…

Find out about communities of practice and social learning theory, learning across boundaries and

the use of social media on Etienne Wenger’s website: http://wenger-trayner.com/

You can learn more about stories and storytelling in this Edge Talk by Pip Hardy: The power of

storytelling as a force for transformational change

Reveille for Radicals (1946) and Rules for Radicals (1971) by Saul Alinsky

These are classic explorations of community organising.

Pedagogy of the Oppressed by Paulo Freire

Ground-breaking educational text drawing together threads of education, practice, community

development and liberation.

Jane Hart’s Centre for Learning and Performance Technologies has lots of useful resources about social learning

rEvolution How to Thrive in Crazy Times – Bill Lucas ISBN 978-184590129-5

Look especially at Rule 8: use the brainpower of those around you

http://www.soc.ucsb.edu/faculty/friedkin/Syllabi/Soc148/Granovetter%201983.pdf

http://www.slideshare.net/missrogue/11-rules-for-the-social-era-book-by-nilofer-merchant

http://workplacepsychology.net/2014/02/01/the-truth-about-leadership-you-make-a-difference-and-you-cant-do-it-alone/

http://workplacepsychology.net/2014/02/01/the-truth-about-leadership-you-make-a-difference-and-you-cant-do-it-alone/

http://leadershipfreak.wordpress.com/2014/01/30/10-ways-to-eliminate-isolation-and-connect/

http://www.amazon.com/Lead-Story-Crafting-Narratives-Captivate/dp/0814420303/ref=sr_1_1?s=books&ie=UTF8&qid=1344862047&sr=1-1&keywords=Lead+with+a+Story

http://www.amazon.com/Lead-Story-Crafting-Narratives-Captivate/dp/0814420303/ref=sr_1_1?s=books&ie=UTF8&qid=1344862047&sr=1-1&keywords=Lead+with+a+Story

http://weneedsocial.com/blog/2013/8/25/disrupted-disruptors-unite

https://thesystemsthinker.com/communities-of-practice-learning-as-a-social-system/

http://www.deepdyve.com/lp/emerald-publishing/building-bridges-for-change-how-leaders-enable-collective-change-in-0LTbJZNsdW

http://www.deepdyve.com/lp/emerald-publishing/building-bridges-for-change-how-leaders-enable-collective-change-in-0LTbJZNsdW

http://wenger-trayner.com/introduction-to-communities-of-practice/

http://wenger-trayner.com/

http://theedge.nhsiq.nhs.uk/the-power-of-storytelling-as-a-force-for-transformational-change/

http://theedge.nhsiq.nhs.uk/the-power-of-storytelling-as-a-force-for-transformational-change/

http://www.amazon.co.uk/Reveille-Radicals-Vintage-Saul-Alinsky-ebook/dp/B003Z9KFI0/ref=sr_1_sc_1?s=books&ie=UTF8&qid=1391446675&sr=1-1-spell&keywords=revielle+for+radicals

http://www.amazon.co.uk/Rules-Radicals-Vintage-Saul-Alinsky/dp/0679721134/ref=sr_1_1?s=books&ie=UTF8&qid=1391446752&sr=1-1&keywords=rules+for+radicals+saul+alinsky

http://www.amazon.co.uk/Pedagogy-Oppressed-Penguin-Education-Freire/dp/014025403X

http://www.c4lpt.co.uk/

http://www.amazon.co.uk/Revolution-Thrive-Author-Oct-27-2009-Paperback/dp/B009QS7HF8/ref=sr_1_2?ie=UTF8&qid=1391264230&sr=8-2&keywords=rEvolution+How+to+Thrive+in+Crazy+Times



X-teams: how to build teams that lead, innovate and succeed by Deborah Ancona and Henrik

Bresman

On social activists, how to use activist tools to get results, and how success, profit and principle are

achievable.

Reducing patient mortality in hospitals: The role of human resource management by Michael West et al. Published in Journal of Organizational Behavior 27(7): 983-1002. Important research into the value of learning in teams.

Movies and films

I have a dream speech – Martin Luther King’s famous speech

Harvey Milk Speech about hope

And, finally, if you have plenty of time and want to be inspired, watch Gandhi, the film of Mohandas

K Gandhi, the lawyer who employed non-violent means to lead social change, becoming one of the

most inspirational leaders of the 20th century.

We always welcome your suggestions of resources that you have found helpful, so please do contact

us with your ideas and contribute to the growing collection. We look forward to seeing you in School

– and please keep in touch!

Email: [email protected] Telephone: +44 2476 627543

Facebook: www.facebook.com/sch4change/ Twitter: @Sch4change #S4CA

http://www.amazon.co.uk/X-teams-Innovate-Succeed-Edition-Deborah/dp/B00DS8ZUH4/ref=sr_1_2?ie=UTF8&qid=1391264317&sr=8-2&keywords=x-teams%3A+how+to+build+teams+that+lead%2C+innovate+and+succeed

http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.331.4047&rep=rep1&type=pdf

http://www.youtube.com/watch?v=HRIF4_WzU1w

https://www.youtube.com/watch?v=rFB7-zkrqZ0

mailto:[email protected]

Module 2 study guide

Healthcare

Transcript of Module 2 study guide