Post on 21-Jan-2017
Day school
Source: http://www.slideshare.net/alwynlau/learning-theories-learner-needs
Who we are• A small team of people within the
NHS who support improvement and change.
• We tune into and engage with the best change thinking and practice in healthcare and other industries around the world and seek to translate this learning into practical approaches to change.
• The team has emerged through years of supporting change in the NHS and wider health and care systems.
Agenda
1. Being a health and care radical: change starts with me
2. From Me to We: Forming communities and building alliances for change
3. Rolling with resistance4. Moving beyond the edge make change
happen5. Change Challenge unconference
How we make a differenceThe School has been formally evaluated by the Chartered Institute for Personnel& DevelopmentStatistically significant positive effect on EVERY dimension of impact at both individual and organisational level• Change knowledge• Sense of purpose & motivation to improve practice• Ability to challenge the status quo• Rocking the boat & staying in it• Connecting with others to build support for change
Twitter#SHCR
@School4Radicals
Facebook group School for Health and Care Radicals
Join in on social media
Follow us on Twitter
@School4Radicals
@KateSlater2
@OllyBenson
@JoannaHemming
@DaniG4_
My Story: Two wipes
Being a Health and Care Radical, what does this really mean?
What will the future look like? But to get here there will have to be lots of change
SEISMIC SHIFTS
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
DIGITALCONNECTION
SEISMIC SHIFTS
In 2005…• Facebook didn’t widely exist• Twitter was still a sound• The cloud was still in the sky• 4G was a parking place • LinkedIn was a prison• Applications were what you sent to college• Skype was a typo
16
Source: Thomas Friedman, World Economic Forum. Quoted by: http://aveletbaron.com
Work complexity
SEISMIC SHIFTS
DIGITALCONNECTION
Our work and our care is getting more complex
DIGITALCONNECTION
SEISMIC SHIFTS
Hierarchical
power
Work complexity
The power is changing More than 70% of all major transformation efforts fail. Why?
Because organizations do not take a
consistent, holistic approach to changing
themselves, nor do they engage their
workforces effectively. John Kotter
DIGITALCONNECTION
SEISMIC SHIFTS
Hierarchical
power
Work complexityChange from the edge
Starts on the fringe (at the edge)
Starts with the activistsGary Hamel
always
Why go to the edge?
Adapted from 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
John Kotter, the most influential thought leader globally, recognises new approaches are needed
FROM
John Kotter: “Accelerate!”
• We won’t create big change through hierarchy on its own
• We need hierarchy AND network• Many change agents, not just a
few, with many acts of leadership• At least 50% buy-in required• Changing our mindset
• From “have to” to “want to”
TO
People who are highly connected have twice as much power to
influence change as people with hierarchical power
Leandro Herrerohttp://t.co/Du6zCbrDBC
The Network Secrets of Great Change AgentsJulie Battilana &Tiziana Casciaro
1. As a change agent, my centrality in the informal network is more important than my position in the formal hierarchy
2. If you want to create small scale change, work through a cohesive network
If you want to create big change, create bridge networks between disconnected groups
strong ties (cohesive)v.
weak ties (disconnected)
Source of image: http://www.forbes.com/fdc/welcome_mjx.shtml
When we spread change through strong ties:• We interact with “people like us”, with
the same life experiences, beliefs and values
• Change is “peer to peer”; GP to GP, social worker to social worker, nurse to nurse, community leader to community leader
• Influence is spread through people who are strongly connected to each other, like and trust each other
The pros and cons of strong ties
Pros Cons
When we seek to spread change through weak ties
• we build bridges between groups and individuals who were previously different and separate
• we create relationships based not on pre-existing similarities but on common purpose and commitments that people make to each other to take action
• We can mobilise all the resources in our organisation, system or community to help achieve our goals
Why we need to build weak ties AS WELL AS strong ties• Weak ties are more likely to lead to change at scale
because they enable us to access more people with fewer barriers
More on weak ties: https://www.youtube.com/watch?v=w7AzRVxhEXA#t=45
Why we need to build weak ties AS WELL AS strong ties• Weak ties are more likely to lead to change at scale
because they enable us to access more people with fewer barriers
• In situations of uncertainty, we have a tendency to revert to our strong tie relationships yet the evidence tells us that weak ties are
much more important than strong ties when it comes to searching out resources in times of scarcity
• The most breakthrough innovations and most radical change will come when we tap into our weak ties
#IQTGOLD
What happens to heretics/radicals/rebels/mavericks in
organisations?
#IQTGOLDSource: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out
What is a rebel?•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
We need to create more boat rockers!
• Rock the boat but manage to stay in it
• Walk the fine line between difference and fit, inside and outside
• Conform AND rebel• Capable of working with
others to create success NOT a destructive troublemaker
Source: adapted from Debra E Meyerson
What are the risks for a boat rocker?1. Our experiences of “being different” can be
fundamentally disempowering. This can lead us to conform because we see no other choice we surrender a part of ourselves, and silence
our commitment, in order to survive2. leave the organisation
we cannot find a way to be true to our values and commitments and still survive
3. stridently challenge the status quo in a manner which is increasingly radical and self-defeating this just confirms what we already know – that
we don’t belongSource: adapted from Debra E Meyerson
Source : Lois Kelly www.foghound.com
There’s a big difference between a rebel and a troublemaker
Rebel
Source : Lois Kelly www.rebelsatwork.com
There’s a big difference between a rebel and a troublemaker
Rebel
What led you into health?
We asked via twitter the question what led you into nursing?
The responses were around the rebel values.
You can’t be a rebel alone
• Stay close to where you started • Remain focused on the goal • Understand the story • Strengthen and widen your network and ties • Believe in yourself • Be not be afraid
What is a
RCT?
Randomised Coffee Trial!
Outcomes of randomised coffee trials
Moving from me to we
Photo credit: Flickr / hugobernard
So how can we harness the power of our shared humanity to help us
accomplish positive change?
#IQTGOLD Photo credit: Flickr / mikemcsharry
“Communities are characterized by three things: common interests, frequent interaction, and identification.“Wally Block
#IQTGOLD Photo credit: Flickr / geoffandsherry
“Power used to come largely through and from big institutions. Today power can and does come from connected individuals in community.”Nilofer Merchant
“There is no power for change greater than a community discovering what it cares about.” Margaret Wheatley
Where are your communities?
#IQTGOLD Photo credit: Flickr / stjc
Learning from previous social movements
How do organisations develop activists?
#IQTGOLD Photo credit: Flickr / Angell Williams.
#IQTGOLD Photo credit: Flickr / memespring
#IQTGOLD Photo credit: Flickr / santanuvasant
“Great social movements get their energy by growing a distributed leadership”Joe Simpson
“Framing is the process by which leaders construct, articulate and put across their message in a powerful and compelling way in order to win people to their cause and call them to action.”Snow D A and Benford R D (1992)
#IQTGOLD
“I have some Key Performance
Indicators for you”“I have a dream”
“I think people have begun to forget how powerful human stories are, exchanging their sense of empathy for a fetishistic fascination with data, networks, patterns and total information. Really, the data is just part of the story. The human stuff is the main stuff, and the data should enrich it.”
Jonathan Harris
#IQTGOLD
inertiaurgency
anger apathy
solidarity isolation
you can make a difference
Self-doubt
hope fear
Ove
rcom
esAction motivatorsAction inhibitors
Using stories to connect and prompt action
“Leaders must wake people out of inertia. They must get people excited about something they’ve never seen before, something that does not yet exist.”
Rosabeth Moss Kanter
Tell a story Make it personal.
Be authentic.Create a sense of ‘us’ (and be clear
who ‘us’ is) Build in a call for urgent action.
Challenges and choices
• In the first sentence, make a connection with your audience.
• In the second sentence, give us the context of your story.
• In the third sentence, tell us about the challenge or crisis in your story.
• In the final sentence, provide closure to your story – tell us the outcome of your choices.
#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton
Rolling with resistance
Image copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/
Employee resistance is the most common reason executives cite for the
failure of big organizational-change
effortsScott Keller and Colin Price
(2011), Beyond Performance: How Great Organizations Build Ultimate
Competitive Advantage Source of image: Businessconjunctions.com
C http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
#SCHR #Quality2015 @HelenBevan @BoelGare @jackielyntonSource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
#SCHR #Quality2015 @HelenBevan @BoelGare @jackielyntonSource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
#SCHR #Quality2015 @HelenBevan @BoelGare @jackielyntonSource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
#SCHR #Quality2015 @HelenBevan @BoelGare @jackielyntonSource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
#SCHR #Quality2015 @HelenBevan @BoelGare @jackielyntonSource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
Make it a personal PERFORMANCE target.
#SCHR #Quality2015 @HelenBevan @BoelGare @jackielyntonSource: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton
Research from the sales industry:How many NOs should we be seeking to get?
• 2% of sales are made on the first contact
• 3% of sales are made on the second contact• 5% of sales are made on the third contact• 10% of sales are made on the fourth contact• 80% of sales are made on the fifth to twelfth
contact
Source: http://www.slideshare.net/bryandaly/go-for-no
#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton
“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.
—
Seeing with new eyes
Resistant behaviour is a good indicator of missing relevance
Harald Schirmerhttp://de.slideshare.net/haraldschirmer/strategies-for-corporate-change-the-new-role-of-hr-driving-social-adoption-and-change-in-the-enterprise
Source of image: driverlayer.com
Key tactic :Out-love everyone else
Source of image: Bradley Burgess
“Stages of change” Transtheoretical model of behaviour change
Prochaska, DiClemente & Norcross (1992)
• smoking cessation • exercise adoption• alcohol and drug use• weight control • fruit and vegetable intake• domestic violence• HIV prevention• use of sunscreens to prevent skin cancer • medication compliance • mammography screening
The model is mostly used around health-related behaviours
• smoking cessation • exercise adoption• alcohol and drug use• weight control • fruit and vegetable intake• domestic violence• HIV prevention• use of sunscreens to prevent skin cancer • medication compliance • mammography screening
It works for organisational and service change too!
The model is mostly used around health-related behaviours
“Stages of change” Smoking
I am not aware my smoking is a
problem – I have no intention to quit
Prochaska, DiClemente & Norcross (1992)
“Stages of change” Smoking
I am not aware my smoking is a
problem – I have no intention to quit
I know my smoking is a problem – I
want to stop but no plans yet
Prochaska, DiClemente & Norcross (1992)
I am not aware my smoking is a
problem – I have no intention to quit
I know my smoking is a problem – I
want to stop but no plans yet
I am making plans & changing things
I do in preparation.
“Stages of change” Smoking
Prochaska, DiClemente & Norcross (1992)
I am not aware my smoking is a
problem – I have no intention to quit
I know my smoking is a problem – I
want to stop but no plans yet
I am making plans & changing things
I do in preparation.
I have stopped
smoking!
“Stages of change” Smoking
Prochaska, DiClemente & Norcross (1992)
I am not aware my smoking is a
problem – I have no intention to quit
I know my smoking is a problem – I
want to stop but no plans yet
I am making plans & changing things
I do in preparation.
I have stopped
smoking!
I am continuing to not smoke.
I sometimes miss it – but I am still not
smoking
“Stages of change” Smoking
Prochaska, DiClemente & Norcross (1992)
I am not aware my smoking is a
problem – I have no intention to quit
I know my smoking is a problem – I
want to stop but no plans yet
I am making plans & changing things
I do in preparation.
I have stopped
smoking!
I am continuing to not smoke.
I sometimes miss it – but I am still not
smoking
“Stages of change” Smoking
Prochaska, DiClemente & Norcross (1992)
Prochaska, DiClemente & Norcross (1992)
“Stages of change” Transtheoretical model of behaviour change
The reality of our change situation• Our tools are often not effective at the stage of change
that most people we work with are at• It’s hard to engage people in change• It’s hard to get people to make the changes we want
them to make• People get irritated, defensive, irrational• We feel powerless in our ability to lead or facilitate the
change
90% of the tools available for health and care change agents are designed for the “action” stage
• Designed for Stage 4 – ACTION!
• Mandated it through targets
• Despite compelling case for change – people resisted it – no values connection
• People did the task and missed the point
Example – WHO Surgical Safety Checklist
IN A NUTSHELL• Evidence from observational studies that the use of surgical safety
checklists results in striking improvements in outcomes• Led to rapid adoption of such checklists worldwide• Researchers studied effect of mandatory adoption of checklists in
Ontario, Canada• Use of checklists not associated with significant reductions in
operative mortality or complications
• Lower our ambitions for improvement• Focus our energies on those who are
already in the “action” stage• Put negative labels on those who are
not yet at the action stage such as “blocker” or “resister” or “laggard”
• Blame “the management” for not enforcing change
So what do we TEND to do when people resist?
The single biggest problem in communication is the illusion that it has taken
place
George Bernard Shaw
• Listen and understand• appreciate the starting point• elaborate interests
• Roll with resistance (Singh) • Don’t argue against it• Encourage elaboration of resistance
• What makes it so hard?• What would help?
• Build meaning and conviction in the change
So what SHOULD we do?
• The biggest-ever digital campaign for EMAP (Health Service Journal and Nursing Times)
• 14,000 contributors to the joint campaign to “challenge top down change”
• Ground-breaking: the first-ever crowd-sourced theory of change in 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
Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015
14,000 contributions identified 11 building blocks for change:
Inspiring & supportive leadershipCollaborative 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
If your horse dies, get off itCherokee proverb
Source of image: fenwickgallery.co.uk
‘‘
Five stages of grief Kubler Ross
Making change that sticks
of change fails
Dr Peter Fuda
70%
Extrinsic vs Intrinsic
#IQTGOLD
#IQTGOLD
#IQTGOLD
Doing• Where most change
agents in health and care put most of their effort and emphasis
• What others typically judge us on
• What we often perceive we need to do to add value
• What most change and improvement courses focus on
#IQTGOLD
Seeing and Being• We can only do
effective “doing” if we build on strong foundations of “seeing and being”
• Change begins with me
• Hopeful futures, creative opportunities and potential
• Multiple lenses for change
• See myself in the context of my higher purpose
Doing. Seeing. Being.
Doing. Seeing. Being.
• What has been some of the key learning from the School for Health and Care Radicals under each category?
• How is your own current balance between doing, seeing and being in your practice as a change agent?
• What might you want to do differently, or additionally in future?
Traditional conferenceThe agenda is pre-set
One way learning style with Questions & AnswersPeople sit in rows or round tables as prescribedNetworking between sessions
Hard to leave the session once it starts
Absorbing information
Unconference
People set the agenda
Based on discussion
People sit where they want
Networking the whole time
Encouraged to find the right session
Connecting to action
Source: adapted from @BCPSQC
The unconference: 4 principles
Principles:1. Whoever comes are the right people2. Whatever happens is the only thing that could
have happened.3. When it starts is the right time4. When it's over it's over
The Law of Two Feet:"If you find yourself in a situation where you are not contributing or learning, move somewhere where you can."
Our process
• Think about a topic that you would like to explore with other people based on what you have heard today
• It should be a topic that you want to take action on over the next twelve months
• Suggest your idea to the big group
The task
• Discuss your topic and identify key actions that should be taken
• Summarise your discussion on one sheet of flip chart
• On a separate sheet of A4 paper write one “big idea” for an action you can take within a week, a month and a year
Time available: 50 minutes
Topics
• Digital communities• Preventive health• Mental health in physical health• Macmillan change• Student funding• Leading change between community and
acute
Follow us on Twitter
@School4Radicals
@KateSlater2
@OllyBenson
@JoannaHemming
@DaniG4_
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