Unleashing energy for change

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Unleashing energy for change Presented by Helen Bevan on 16 April to an audience of Norweigan healthcare students

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  • 1. @helenbevan #Quality2013Unleashing energyfor changeHelen Bevan@helenbevan@NHSIQ#Quality2013

2. @helenbevan@helenbevan #Quality2013@helenbevan #Quality2013Most large scale change fails toachieve its objectivesSource: McKinsey Performance Transformation Survey, 3000 respondents toglobal, multi-industry survey 3. @helenbevan #Quality2013What happens to large scalechange efforts in reality?In order of frequency:1.the effort effectively runs out of energy andsimply fades away2.the change hits a plateau at some level and nolonger attracts new supporters3.the change becomes reasonably wellestablished; several levels across the systemhave changed to accommodate or support it ina sustainable way.Source: Leading Large Scale Change:a practical guide (2011), NHS Institute 4. NHS Institute for Innovation and Improvement, 2011@helenbevan #Quality2013Anatomy of change Physiology of changeDefinition The shape and processes ofthe system; detailed analysis;how the components fittogether.The vitality and life-giving forces thatenable the system and its people todevelop, grow and change.FocusProcesses and structuresto deliver health andhealthcareEnergy/fuel for changeLeadershipactivities measurement andevidence improving clinical systems reducing waste andvariation in healthcareprocesses redesigning pathways creating a higher purpose anddeeper meaning for the changeprocess building commitment to change connecting with values creating hope and optimism aboutthe future calling to actionSource: Crump and Bevan 5. NHS Institute for Innovation and Improvement, 2011@helenbevan #Quality2013Anatomy of change Physiology of changeDefinition The shape and processesof the system; detailedanalysis; how thecomponents fit togetherFocus Processes and structuresto deliver health /healthcareLeadershipactivities measurement andevidence improving clinicalsystems reducing waste andvariation in healthcareprocesses redesigning pathways 6. NHS Institute for Innovation and Improvement, 2011@helenbevan #Quality2013Anatomy of change Physiology of changeDefinition The shape and processesof the system; detailedanalysis; how thecomponents fit togetherThe vitality and life-giving forcesthat enable the system and itspeople to develop, grow andchangeFocus Processes and structuresto deliver health /healthcareEnergy as a fuel for changeLeadershipactivities measurement andevidence improving clinicalsystems reducing waste andvariation in healthcareprocesses redesigning pathways creating a higher purpose anddeeper meaning for the changeprocess building commitment to change connecting with values creating hope and optimismabout the future calling to actionSource: Crump and Bevan 7. @helenbevan #Quality2013Intrinsicmotivatorsconnecting toshared purposeengaging, mobilisingand calling to actionmotivational leadershipbuild energy andcreativity 8. @helenbevan #Quality2013Intrinsicmotivatorsconnecting toshared purposeengaging, mobilisingand calling to actionmotivational leadershipbuild energy andcreativity create focus&momentumfor deliveryDriversof extrinsicmotivation 9. @helenbevan #Quality2013Driversof extrinsicmotivationcreate focus&momentumfor deliveryIntrinsicmotivatorsconnecting toshared purposeengaging, mobilisingand calling to actionmotivational leadershipbuild energy andcreativitySystem drivers &incentivesPayment by resultsPerformancemanagementMeasurement foraccountability 10. @helenbevan #Quality2013Internalmotivatorsconnecting toshared purposeengaging, mobilisingand calling to actionmotivationalleadershipbuild energy andcreativityDrivers ofextrinsicmotivationSystem drivers &incentivesPerformancemanagementMeasurement foraccountabilitycreate & focusmomentum fordelivery 11. Transformation is not a matter ofintent.........it is a matter of alignmentPeter Fuda 12. @helenbevanNHS Change Modelwww.changemodel.nhs.uk 13. @helenbevan@helenbevan #Quality2013012345678910Our shared purposeSpread of innovationImprovementmethodologyRigorous deliveryTransparentmeasurementSystem driversEngagement tomobiliseLeadership for changeWhats our prognosis for thisasthma pathway project? 14. @helenbevanNHS Change Modelwww.changemodel.nhs.uk 15. @helenbevan #Quality2013Does fear motivate peopleto change? 16. @helenbevan #Quality2013burning platformversusburning ambition@PeterFuda 17. @helenbevan #Quality2013Show Peter Fuda film here 18. @helenbevan #Quality2013Lessons for transformational change1. In order to sustaintransformational change we needto move from a burning platform(fear based urgency) to a burningambition (shared purpose for abetter future)2. We need to articulate personalreasons for change as well asorganisational reasons3. If the fire (the compelling reason)goes out, all other factors areredundant@PeterFuda 19. @helenbevan #Quality2013TaskTalk to the person next to you What is my burning ambition for my service,my community and /or my patients? Try to make it personal: tell others why thisambition connects with your personalmotivations 20. @helenbevan@helenbevan #Quality2013You get the best efforts fromothers not by lighting a firebeneath them but by buildingSource: Bob Nelson 21. @helenbevan@helenbevan #Quality2013 22. @helenbevan@helenbevan #Quality2013Show energy for change filmhere 23. @helenbevan@helenbevan #Quality2013the capacity anddrive of a team,organisation orsystem to actand make thedifferencenecessary toachieve its goalsPsychologicalPhysicalSpiritualSocial IntellectualEnergy for change is: 24. @helenbevan@helenbevan #Quality2013The five energies for change 25. @helenbevan@helenbevan #Quality2013High and low ends of each energy domainLow HighSocial isolated solidaritySpiritual uncommitted higher purposePsychological risky safePhysical fatigue vitalityIntellectual Illogical reason 26. @helenbevan@helenbevan #Quality2013The 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 AgreeI 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 dont 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___ 27. @helenbevanSocial energy is the energy of personal engagement, relationships andconnections between people. It reflects a sense of us and istherefore a collective concept that captures a situation wherepeople are drawn into an improvement or change because they feela 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 safeto do things differently. It involves feeling supported to make achange as well as belief in self and the team, organisation orsystem, 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 andmaking progress. It is the flexible, responsive drive to make thingshappen, 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 wellas 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 = highSpiritual energy is the energy of commitment to a common vision forthe future, driven by shared values and a higher purpose. It involvesgiving people the confidence to move towards a different futurethat is more compelling than the status quo, by finding the deepmeaning 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 28. @helenbevan@helenbevan #Quality2013 Are particularenergy domainsmore dominantthan others forour team at themoment? Is this theoptimal energyprofile to helpus achieve ourimprovementgoals?Energy for change profile 29. @helenbevan@helenbevan #Quality2013 Are particularenergy domainsmore dominantthan others forour team at themoment? Is this theoptimal energyprofile to helpus achieve ourimprovementgoals?Energy for change profile 30. @helenbevanTeam 1: whats your assessment oftheir energy for change? 31. @helenbevanTeam 1: whats your assessment o