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Building the future

Helen Bevan

@HelenBevan

#SWBHconf16

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Change is changing

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After World War 2, it took Japanese companies three

decades to seize leadership roles in car making and electronics from their global competitors

Source: P Choudray

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In contrast, Uber, a little over five years old, competes

around the worldSource: P Choudray

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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

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Source: Bromford P (2015), ”What’s the difference between a test and a pilot?”

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DIGITALCONNECTIVIty

Change is changing

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How does the NHS improvement community prefer to communicate?

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Hierarchical power

Change is changing

DIGITALCONNECTIVIty

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Change is changing

Hierarchical power

DIGITALCONNECTIVIty

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DIGITALCONNECTION

Change is changing

Hierarchical power

Leading with PARADOX

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The need for sustainability

16

£M9 deficit £2.26 billion

179 providers reporting an in-year deficit (75% of sector)

A&E Q3 90.7%

RTT Q3 91.6%

Quality54% trusts require improvement

8% trusts inadequate16 in Special Measures

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“The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time and still retain the ability to function”F Scott FitzgeraldAuthor, 1896-1940

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Paradox: co-existence of competing demands• Often difficult to see in such a dynamic

world• Not problems that can be solved, as they

are unsolvable• Can polarise individuals • Managing them involves developing a

mindset beyond either/or logicSource: http://media.ccl.org/wp-content/uploads/2015/11/Managing-Paradox.pdf#_ga=1.191923690.1381254047.1453632999

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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

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The Network Secrets of Great Change AgentsJulie 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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People who are highly connected have twice as much power to

influence change as people with hierarchical power

Leandro Herrerohttp://t.co/Du6zCbrDBC

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Future health and care leaders will need to be leaders at the edge!

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http://www.slideshare.net/Openpolicymaking/policy-lab-slide-share-introduction-final

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Why go to the edge?

“Leading from the edge brings us into contact with a far wider range

of relationships, and in turn, this increases our potential for diversity in terms of thought, experience and

background. Diversity leads to more disruptive thinking, faster

change and better outcomesAylet Baron

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“Tomorrow’s management systems will need to value diversity, dissent

and divergence as highly as conformance, consensus and

cohesion.”Gary Hamel

Image by neilperkin.typepad.com

is the new normal!

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“Tomorrow’s management systems will need to value diversity, dissent

and divergence as highly as conformance, consensus and

cohesion.”Gary Hamel

Image by neilperkin.typepad.com

“The single biggest mistake to avoid? Creating disruption at work. Focus on developing relationships, not disrupting and alienating people. Peter Vander Awera on learning from setbacks and failures

is the new normal!

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We need rebels!•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•Conform AND rebel•They point to new horizons•Without rebels, the storyline never changes

Source : @PeterVan http://t.co/6CQtA4wUv1

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‘If you put fences around people, you get sheep. Give people the room they

needWilliam L McKnight

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We need rebels!•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•Conform AND rebel•They point to new horizons•Without rebels, the storyline never changes

Source : @PeterVan http://t.co/6CQtA4wUv1

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Is your change process a cathedral or a bazaar?

http://www.unterstein.net/su/docs/CathBaz.pdf

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We have a lot of cathedrals

Source: Sewell (2015) : Stop training our project managers to be process junkies

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The Change Challenge

Tapping the collective brilliance of the NHS

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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

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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

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Two kinds of people at work

• Feel connected to a higher purpose

• Controlled & coordinated through shared goals & values

• Collaborate• Embrace change• Work to who they are

The contributors The compliant

• Feel disconnected from purpose• Controlled & coordinated

through performance management & standardised procedures

• Hold back• Resist change• Work to a role specification

Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the-winners-in-business-are-taking-the-time-to-build-a-positive-kind-social-culture/

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Two kinds of people at work

• Feel connected to a higher purpose

• Controlled & coordinated through shared goals & values

• Collaborate• Embrace change• Work to who they are

The contributors The compliant

• Feel disconnected from purpose• Controlled & coordinated

through performance management & standardised procedures

• Hold back• Resist change• Work to a role specification

Gallup global research:

• Only 13% of the workforce are

engaged (contributors)

• Contributors create six times the value

to an organisation compared to the

complianthttp://www.gallup.com/poll/165269/worldwide-empl

oyees-engaged-work.aspx

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‘Avedis Donabedian

Ultimately, the secret of quality is love.…… If you have love, you can then work backward to monitor and improve the system

@HelenBevan #SWBHconf16Project Aristotle: http://qz.com/625870/after-years-of-intensive-analysis-google-discovers-the-key-to-good-teamwork-is-being-nice/

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Tactic for leaders:Out-love everyone else

Source of image: Bradley Burgess

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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 inspireDov Seidman

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