Helen BevanChief Transformation Officer

@HelenBevan

Curating knowledge and making connections

of the future

@HelenBevan

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

@HelenBevan

DIGITALCONNECTION

SEISMIC SHIFTS

@HelenBevan

Work complexity

SEISMIC SHIFTS

DIGITALCONNECTION

@HelenBevan

DIGITALCONNECTION

SEISMIC SHIFTS

Hierarchical

power

Work complexity

@HelenBevan

DIGITALCONNECTION

SEISMIC SHIFTS

Hierarchical

power

Work complexityChange from the edge

@HelenBevan

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

@HelenBevan

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

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

People who are highly connected have twice as much power to

influence change as people with positional power

Leandro Herrerohttp://t.co/Du6zCbrDBC

“I have some Key Performance

Indicatorsfor you”

or

“I have a dream”

Source: @RobertVarnam

@HelenBevan

is the new normal!“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

@HelenBevan

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

@HelenBevan

We need to create more boatrockers!• Rock the boat but manage to stay

in it• Walk the fine line between

difference and fit, inside and outside

• Able to challenge the status quo when we see that there could be a better way

• Conform AND rebel• Capable of working with others to

create success NOT a destructive troublemaker

Source: Debra Meyerson

@HelenBevanSource : Lois Kelly www.rebelsatwork.com

There’s a big difference between a rebel and a troublemaker

Rebel

@HelenBevan

Reflection• What are your insights around “rebels” and

“troublemakers”?• What moves people from being “rebel” to

“troublemaker”?• How do we protect against this?

@HelenBevanSource : Lois Kelly www.rebelsatwork.com

There’s a big difference between a rebel and a troublemaker

Rebel

@HelenBevan For more information/explanation visit: http://linkis.com/www.oscarberg.net/20/QwGqW

@HelenBevan

Is your change process a cathedral or a bazaar?

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

@HelenBevan

We have a lot of cathedrals

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

@HelenBevan

What are the biggest opportunities for change agents in our system?

• As bridge builders between disconnected groups

• As curators and sharers of knowledge

@HelenBevan

Improvement teams will move from “bench

scientists” (programme managers) to knowledge leaders and connectors

http://connect.forwardmetrics.com/business-management/the-strength-within.html

@HelenBevan

Because there’s a problem….

Source of quote: Harold JarcheSource of image: http://gotcll.com/about-2/

Gettinginformation off the

internet is like taking a drink from a fire hydrant

Mitchell Kapor

@HelenBevan

@HelenBevan

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

@HelenBevan

Connections as the new documentation

Source of image:Flickr user acaben

Source: Oliver Benson

If you’re a programmer, you don’t even bother reading the manual, you simply

use stackoverflow to answer all your questions”

21,000 active usersActivists from 120

countries@theedgenhs:

500,000+ Twitter impressions

@HelenBevan #Expo15NHS #EdgeTalks @HelenBevan @JodiOlden

4pm - 4pm, 27-28th January 2016

@HelenBevan

1. Follow on Twitter @HelenBevan @NHSIQ

2. Subscribe to

3. Get materials from The School for Health and Care Radicals: www.theedge.nhsiq.nhs.uk/school

4. Sign up for “Edge Talks”

TheEdge.nhsiq.nhs.uk

Four ways to connect!

@School4Radicals@TheEdgeNHS

@HelenBevan

References and linksBaron A (2014) Preparing for a changing world: the power of relationships Battilano J, Casciaro T (2013) The network secrets of the great change agents Harvard Business Review, July-August Bevan H, Plsek P, Winstanley (2011) Leading Large Scale Change - Part 1, A Practical Guide Bevan H (2011) Leading Large Scale Change - Part 2, The Postscript Bevan H, Fairman S (2014) The new era of thinking and practice in change and transformation, NHS Improving Quality Change Agents Worldwide (2013) Moving forward with social collaboration SlideShareDiaz-Uda A, Medina C, Schill E (2013) Diversity’s new frontierFuda P (2012) 15 qualities of a transformational change agentGrant, M (2014) Humanize: How people centric organisations succeed in a social world http://prezi.com/usju20i0nzhd/humanize-how-people-centric-organizations-succeed-in-a-social-world/ Hamel G (2014)Why bureaucracy must dieJarche, H (2013) Rebels on the edges

@HelenBevan

Jarche H (2014) Moving to the edges

Kotter J (2014) Accelerate! Harvard Business Review Press

Merchant N (2013) eleven rules for creating value in the social era

Llopis G (2014) Every leader must be a change agent or face extinction

Meyerson D (2001) Tempered Radicals: how people use differences to inspire change at work Harvard

Meyerson D (2008) Rocking the boat: how to effect change without making trouble Harvard BP

Perkins N (2014) Bats and pizzas (agility and organisational change)

Schillinger C (2014) Top-Down is a Serious Disease. But It Can Be Treated

School for health and Care radicals (2014) www.changeday.nhs.uk/healthcareradicalsShinners C (2014) New Mindsets for the Workplace Web Stoddard J (2014)The future of leadershipWilliams B (2014) Working Out Loud: When You Do That… I Do This Weber Shandwick (2014) Employees rising: seizing the opportunity in employee activismVerjans S (2013) How social media changes the way we work together

References and links