Transformational leadership: themes and trends in the wider world of change and implications for...

@helenbevan #solacesummit17

Transformational leadershipThemes and trends in the wider world of

change and implications for leaders

Source of image: @voinonen


The Horizons team:Change agents and change agency

• A small, diverse team of people within the English National Health Service

• 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


Every revolution begins with a transformation in

consciousness

3

Paul Bate

‘


The greatestdanger today is NOT

micro-managing: it is MACRO-LEADING

Henry Mintzberg


Change is changing


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

http://www.innovationexcellence.com/blog/2015/07/09/13th-annual-change-management-conference-highlights/?utm_source=hs_email&utm_medium=email&utm_content=20535245&_hsenc=p2ANqtz--W0963q5vEUgL7ecueQKfQ5nK0QPbROyo7BwHs10orC8Mhs-KVEWZbwEyxXf1c8rSQahhkhUXAPaEFtqlTzK5nEygUTw&_hsmi=20535245


Change is changing

@helenbevan #solacesummit17Source of image: @voinonen


Connect with the 3%

Just 3% of people in the organisation or system influence 85% of the other people

Source: research by Innovisor


The 3% rule also appears true for social media

Source: research by Graham MacKenzie using NodeXL

In health and healthcare globally, tweets by 3.3% of

tweeters accounted for 85% of retweets


Change is changing


We still organise the public sector like the Tabulating Machine Co. of 1917

Source of image: @corp_rebels


Source: Innovisor


Three time points of collaboration among cancer clinicians and researchers

from Braithwaite and colleagues 2017

https://www.dropbox.com/s/mluhmam41vijrso/Braithwaite 2017 - Complexity Science in Healthcare - A White Paper.pdf?dl=0


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

http://thisisnewpower.com/


WHO will make the change happen?List A

• The Delivery Board

• The Cabinet

• The Programme Management Office

• The Delivery Board work streams

• The Working Groups

• The Directors of participating organisations

• The Change Facilitators

Source: adapted by Helen Bevan from Leandro Herrera

http://leandroherrero.com/people-who-perform-and-live-in-formal-org-land-and-people-who-have-makebreak-power-two-different-lists




• The Cabinet



• The Working Groups



List B• The mavericks and rebels

• The deviants (positive). Who do things differently and succeed

• The nonconformists who see things through glasses no one else has

• The hyper-connected who spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on

• The hyper-trusted. Multiple reasons, doesn’t matter which onesSource: adapted by Helen Bevan

from Leandro Herrera





• The programme sponsors



• The Clinical Leads



List B• The mavericks and rebels

• The deviants (positive). Who do things differently and succeed

• The nonconformists who see things through glasses no one else has

• The hyper-connected who spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on

• The hyper-trusted. Multiple reasons, doesn’t matter which ones

Source: adapted by Helen Bevan from Leandro Herrera



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

http://iedp.com/articles/vertical-leadership/?utm_source=Sign-Up.to&utm_medium=email&utm_campaign=13787-257163-Campaign+-+01/09/2016


Do you remember that 3% of people in an organisation influence 85% of other people?

Most of them are NOT people on list A

Formal leaders typically make up 12% of an organisation and drive conversations with

55% of other people

Source: Innovisor


Mark Jaben on the science behind resistance

What NOT to do

But what we do do

Engage people here


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


The predominant approach in recent years has been STRUCTUREbut globally there is a big shift towards AGENCY

The design dilemma at the heart of change

Systemic approachesPerformance goalsRegulation CompetitionProgramme ManagementIncentive systems

ActivationAbility to make choices

CapabilityLeaders everywhere

Social actionSolidarity

Social movements


Making sure that only people who should be in hospital are in hospital• The number of hospital beds occupied by

patients whose transfer of care has been delayed should be reduced to 3.5%

• Less than 15% of assessments [for continuing care] should take place in an acute hospital setting;

• a standardised performance dashboard


Royal Devon and Exeter Hospital


East Sussex Healthcare


“Because we want to, not because we have to”


Individual AND collective agency

Individual agency:People get more power and control in their own lives: 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


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

@helenbevan #solacesummit17 Source: Jason Leitch and Derek Feeley


New Public Passion:

a growing global

movement


http://biggerboat.org/exploring-moodocs/MOODOCs(Massive, Online, Open, Disease Oriented Communities)

35

http://biggerboat.org/exploring-moodocs/


Big drive to bring social movement thinking and practice into delivery

36


COMPLIANT POWERFUL!

CHANGE AGENTS

WANT TO ROCK THE BOAT BUT NOT FALL OUT?

• Starts 15th February 2018• For 5 weeks• Every Thursday 15.00-16.00 GMT• Live webinar• Recordings available

• Completely free and open to all• Handbooks and study guides• Meet fellow change agents from

across the globe

theedge.nhsiq.nhs.uk/school/#S4Change@SCH4Change

Join the

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


The era of the PLATFORMPlatforms today power learning and innovation

at the speed of change by providing collaborative and sometimes exponentially

productive spaces for people to create value

John Hagel

Source of image: Pinipa


Platform-based, collaborative innovation methods are outpacing traditional R&D

Source: PWC Innovation benchmarking survey 2017


We are witnessing the collapse of expertise and rise of collaborative sensemaking

David Holzmer

Source of image: ACCA

The Collapse of Expertise and Rise of Collaborative Sensemaking


The implosion of trust

Source: http://www.edelman.com/news/2017-edelman-trust-barometer-reveals-global-implosion /41

Peers are now as credible as experts

http://www.edelman.com/news/2017-edelman-trust-barometer-reveals-global-implosion/


“Adaptive space” allows people, ideas, information, and resources to flow across

the system and spurs innovation

Source: Michael Arena, Rob Cross, Jonathan Sims, and Mary Uhl-Bien (2017)

http://sloanreview.mit.edu/article/how-to-catalyze-innovation-in-your-organization/?utm_campaign=crowdfire&utm_content=crowdfire&utm_medium=social&utm_source=twitter#3377071083-tw


• systematic “change management”

• too often, leaders prescribe outcome and method of change in a top-down way

• change is experienced by people at the front line as “have to” (imposed) rather than “want to” (embraced)

Change Programmes

• everyone (including service users and families) can help tackle the most challenging issues

• value diversity of thought• connect people, ideas and

learning• Role of formal leaders is to

create the conditions and get out of the way

Change Platforms

“Tear down the walls”


What is the best way to spread new knowledge?

Source of data: Nick Milton http://www.nickmilton.com/2014/10

/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

http://www.nickmilton.com/2014/10/why-knowledge-transfer-through.html

http://www.happiness-one-quote-time.blogspot.com/


Our platform: a “Snowstorm”

• Write down one key thing you have learnt from this session on a sheet of white paper



• Screw the paper up





• On the signal, throw your paper snowball in the air





• On the signal, throw your paper snowball in the air

• Pick up a snowball that lands near you and read it aloud to the people around you


Transformational leadership: themes and trends in the wider world of change and implications for...

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