Harnessing organizational energy for transformational change by Helen Bevan 6 June 2016
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Transcript of Harnessing organizational energy for transformational change by Helen Bevan 6 June 2016
@HelenBevan #NHLC2016
Dr Helen Bevan, OBEChief Transformation Officer
@HelenBevan#NHLC2016 Source of image: ivysea.com
Harnessing organizational
energy for transformational
change
@HelenBevan #NHLC2016
@HelenBevan #NHLC2016
Tomorrow belongs to those who can hear it coming
David Bowie
“
@HelenBevan #NHLC2016
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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Acceleration of connectedness
Change is changing
@HelenBevan #NHLC2016
@HelenBevan #NHLC2016
@HelenBevan #NHLC2016
100,000
1.8 million Twitter impressions a monthReaching nearly 2000,000 individual accounts50,000+ Twitter followers across all main accounts
See contact details at the end
@HelenBevan #NHLC2016
How does the NHS improvement community prefer to communicate?
@HelenBevan #NHLC2016
Hierarchical power
Change is changing
Acceleration of connectedness
@HelenBevan #NHLC2016
Change is changing
Hierarchical power
Acceleration of connectedness
@HelenBevan #NHLC2016
@HelenBevan #NHLC2016
@HelenBevan #NHLC2016
Change is changing
Hierarchical power
Change from the edge
Acceleration of connectedness
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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 outcomes
Aylet Baron
@HelenBevan #NHLC2016
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
@HelenBevan #NHLC2016
People who are highly connected have twice as much power to
influence change as people with hierarchical power
Leandro Herrerohttp://t.co/Du6zCbrDBC
@HelenBevan #NHLC2016
What happens to large scale change efforts in reality?
In order of frequency:1. the effort effectively “runs out of energy” and
simply fades away2. the change hits a plateau at some level and no
longer attracts new supporters3. the change becomes reasonably well established;
several levels across the system have changed to accommodate or support it in a sustainable way
Source: http://www.nhsiq.nhs.uk/8530.aspx
@HelenBevan #NHLC2016
Typically, around any change effort, there is an initial spike of tangible energy, and change, but when leadership loses interest, the momentum
of change slows down drastically.”Tara Paluck
@HelenBevan #NHLC2016
Anatomicalapproach
Physiologicalapproach
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Anatomicalapproach
Improving clinical systems
Seeking to reduce harm and reduce risk
Redesigning pathways Standardising Measuring
The shape and structure of the system; structures and processes to deliver health and healthcare
@HelenBevan #NHLC2016
Anatomicalapproach
Improving clinical systems
Seeking to reduce harm and reduce risk
Redesigning pathways Standardising Measuring
The shape and structure of the system; structures and
processes to deliver health and healthcare
Physiologicalapproach
The vitality and life-giving forces that enable the system and its
people to develop, grow & change
creating higher purpose and deeper meaning
Leading through values building commitment creating hope and
optimism about the future calling to action
@HelenBevan #NHLC2016
Anatomicalapproach
Improving clinical systems
Seeking to reduce harm and reduce risk
Redesigning pathways Standardising Measuring
The shape and structure of the system; structures and
processes to deliver health and healthcare
Physiologicalapproach
The vitality and life-giving forces that enable the system and its
people to develop, grow & change
creating higher purpose and deeper meaning
Leading through values building commitment creating hope and
optimism about the future calling to action
It’s all about
energy!
@HelenBevan #NHLC2016
@HelenBevan #NHLC2016
The reality“What the leader cares about (and typically bases at
least 80% of his or her message to others on) does not tap into roughly 80% of the workforce’s primary motivators for putting extra energy into the change
programme”Scott Keller and Carolyn Aiken (2009)
The Inconvenient Truth about Change Management
Source of image: swedenbourg-openlearning.org.uk
@HelenBevan #NHLC2016
Intrinsic motivationPeople engage in the activity for the pleasure and satisfaction of doing it
Invokes many positive behaviours
Extrinsic motivationPeople engage in the activity for the rewards or avoiding punishmentAny external influence is referred to as extrinsic motivation
Images: pixgood.com
@HelenBevan #NHLC2016
The power of extrinsic drivers
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Three types of levers for large scale change
‘Prod mechanisms’ targets
performance management
price & payment incentives regulation
competition
‘Proactive support’
relies on building ‘intrinsic motivation’ in
staff to make the right changes to
improve
‘People focused’ education and training
national contractsprofessional regulation
clinical quality standards
Type one:
Type two: Type three:
Source: Health Foundation report Constructive comfort: accelerating change in the NHS 2015
@HelenBevan #NHLC2016
Three types of levers for large scale change
‘Prod mechanisms’ targets
performance management
price & payment incentives regulation
competition
‘Proactive support’
relies on building ‘intrinsic motivation’ in
staff to make the right changes to
improve
‘People focused’ education and training
national contractsprofessional regulation
clinical quality standards
Type one:
Type two: Type three:
Source: Health Foundation report Constructive comfort: accelerating change in the NHS 2015
@HelenBevan #NHLC2016
Three types of levers for large scale change
‘Prod mechanisms’ targets
performance management
price & payment incentives regulation
competition
‘Proactive support’
relies on building ‘intrinsic motivation’ in
staff to make the right changes to
improve
‘People focused’ education and training
national contractsprofessional regulation
Clinical quality
Type one:
Type two: Type three:
Source: Health Foundation report Constructive comfort: accelerating change in the NHS 2015
@HelenBevan #NHLC2016
Three types of levers for large scale change
‘Prod mechanisms’ targets
performance management
price & payment incentives regulation
competition
‘Proactive support’
relies on building ‘intrinsic motivation’ in
staff to make the right changes to
improve
‘People focused’ education and training
national contractsprofessional regulation
Clinical quality
Type one:
Type two: Type three:
Source: Health Foundation report Constructive comfort: accelerating change in the NHS 2015
Less than 10%of the
potential for improvement
at system level can be
delivered through type one change
#SHCR @School4Radicals@HelenBevan #NHLC2016
Bruch and Vogel researchOrganisations with HIGH productive energy scored higher on: overall performance - 14% higher productivity – 17% efficiency – 14% customer satisfaction – 6% customer loyalty – 12%
#SHCR @School4Radicals
#SHCR @School4Radicals@HelenBevan #NHLC2016
Energy for change
The capacity and drive of a team, organisation or system to act and make the difference necessary to
achieve its goals
http://www.institute.nhs.uk/tools/energy_for_change/energy_for_change_.html
#SHCR @School4Radicals@HelenBevan #NHLC2016
Psychological
Physical
Spiritual
Social Intellectual
Energy for change
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Social energy
Energy of personal engagement, relationships and
connections between people
It’s where people feel a sense of “us and us” rather than “us and them”
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Spiritual energy
Energy of commitment to a common vision for the future, driven by shared
values and a higher purposeGives people the confidence to move towards a
different future that is more compelling than the status quo
#SHCR @School4Radicals@HelenBevan #NHLC2016
Psychological energy
Energy of courage, resilience and feeling safe to do things differently
Involves feeling supported to make a change and trust in leadership and direction
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Physical energy
Energy of action, getting things done and making progress
The flexible, responsive drive to make things happen
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Intellectual energy
Energy of analysis, planning and thinking
Involves gaining insight as well as planning and supporting processes, evaluation, and arguing a
case on the basis of logic/ evidence
#SHCR @School4Radicals@HelenBevan #NHLC2016
High and low ends of each energy domain
Low High
Social isolated solidarity
Spiritual uncommitted higher purpose
Psychological risky safe
Physical fatigue vitality
Intellectual Illogical reason
#SHCR @School4Radicals@HelenBevan #NHLC2016
Some questions
Which group likely to have higher spiritual energy scores (clinicians/non clinicians?)
Nearer to CEO, higher or lower energy scores?
@helenbevan@helenbevan #Quality2013
• Are particular energy domains more dominant than others for our team at the moment?
• Is this the optimal energy profile to help us achieve our improvement goals?
Energy for change profileSocial
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
#SHCR @School4Radicals@HelenBevan #NHLC2016
Social
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
Team 1: what’s your assessment of their energy for change?
#SHCR @School4Radicals@HelenBevan #NHLC2016
Social
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
Team 2: what’s your assessment of their energy for change?
#SHCR @School4Radicals@HelenBevan
Where is your team?
Social
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
#SHCR @School4Radicals@HelenBevan #NHLC2016
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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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
‘‘
#SHCR @School4Radicals
There has never been a time in the history of healthcare when this advice has been more
pertinent
“Leadership is not about making clever decisions and doing bigger deals.
It is about helping release the positive energy that exists naturally within
people”Henry Mintzberg
#SHCR @School4Radicals
The Change Challenge
Tapping the collective brilliance of the NHS
#SHCR @School4Radicals@HelenBevan
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
@HelenBevan #HACWEnergisingForChange
Leaders ask their staff to be ready for change, but do not engage enough in sensemaking........
Sensemaking is not done via marketing...or slogans but by emotional connection with employees
Ron Weil
#SHCR @School4Radicals@HelenBevan
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
#SHCR @School4Radicals@HelenBevan #NHLC2016
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/
#SHCR @School4Radicals@HelenBevan #NHLC2016
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
#SHCR @School4Radicals@HelenBevan #NHLC2016
‘Avedis Donabedian
Ultimately, the secret of quality is love.…… If you have love, you can then work backward to monitor and improve the system
#SHCR @School4Radicals@HelenBevan #NHLC2016
Project Aristotle: http://qz.com/625870/after-years-of-intensive-analysis-google-discovers-the-key-to-good-teamwork-is-being-nice/
#SHCR @School4Radicals@HelenBevan #NHLC2016
Tactic for leaders:Out-love everyone else
Source of image: Bradley Burgess
#SHCR @School4Radicals@HelenBevan #NHLC2016
....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
@helenbevan@HelenBevan #NHLC2016
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@HelenBevan @NHSIQ
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Learn more about the Horizons team: http://theedge.nhsiq.nhs.uk/horizons
TheEdge.nhsiq.nhs.uk
Ways to connect!
@School4Radicals@TheEdgeNHS