The Mary Seacole Memorial Lecture 2015 Royal College of Nursing Congress
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@HelenBevan #RCN15 BIG themes in the world of transformation and innovation: opportunities for nurses In the rebel spirit of Mary Seacol Helen Bevan Chief Transformation Officer NHS Improving Quality @HelenBevan
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Transcript of The Mary Seacole Memorial Lecture 2015 Royal College of Nursing Congress
@HelenBevan #RCN15
BIG themes in the world of transformation and innovation: opportunities for nurses
In the rebel spirit of Mary Seacole
Helen Bevan
Chief Transformation Officer
NHS Improving Quality
@HelenBevan
“New truths begin as heresies” (Huxley, defending Darwin’s theory of natural selection)
Source of image: installation by the artist Adam Katzwww.thisiscolossal.com
Via @NeilPerkin
@HelenBevan #RCN15
Starts on the fringe (at the edge)
Starts with the activistsGary Hamel
always
SEISMIC SHIFTS
DIGITALCONNECTION
SEISMIC SHIFTS
Work complexity
SEISMIC SHIFTS
DIGITALCONNECTION
DIGITALCONNECTION
SEISMIC SHIFTS
Hierarchical
power
Work complexity
DIGITALCONNECTION
SEISMIC SHIFTS
Hierarchical
power
Work complexity
Change from the edge
John Kotter, the most influential thought leader globally, recognises new approaches are needed
FROM
@HelenBevan #RCN15
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
@HelenBevan #RCN15
From “have to” to “want to”
Source of image s:www.slideshare.net/mexicanwave/champions-trolls-10-years-of-the-cipd-online-community
The Network Secrets of Great Change Agents
Julie Battilana &Tiziana Casciaro
As a change agent, my centrality in the informal network is more important
than my position in the formal hierarchy
People who are highly connected have twice as much power to
influence change as people with positional power
Leandro Herrerohttp://t.co/Du6zCbrDBC
@HelenBevan #RCN15
“I have some Key Performance
Indicators
for you”
or
“I have a dream”
Source: @RobertVarnam
What is a rebel?
Source : @PeterVan http://t.co/6CQtA4wUv1
•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
What happens to heretics/radicals/rebels/mavericks
in organisations?
Source of image: findingmyself.net
We need 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
@HelenBevan #RCN15
Source : Lois Kelly www.rebelsatwork.com
Look beyond the labels but see the difference
Rebel
@HelenBevan #RCN15
@HelenBevan #RCN15
“Why did you go into nursing?”
Source: crowdsourced on Twitter April 2015 Kate Pound
Source : Lois Kelly www.rebelsatwork.com
Look beyond the labels but see the difference
Rebel
@HelenBevan #RCN15
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 and targets, policies and procedures
• Hold back, don’t take risks• Uncomfortable with change• Work to job boundaries
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/
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 compliant
http://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx
"There’s only one corner of the universe you can be certain of improving, and that’s your own self." Aldous Huxley
Source of image: timcoffeyart.wordpress.com
Self-efficacy
“If you think you can or think you
can't, you are right.”
Henry Ford
“The ability to act is tied to a belief that it is possible to do so”
Albert Bandura
There is a positive, significant relationship between the self-efficacy beliefs of a
change agent and her/his ability to facilitate change
and get good outcomes
Source of image:www.h3daily.com@HelenBevan #RCN15
Source: @NHSChangeDay
@HelenBevan #RCN15
Source: @NHSChangeDay
What is the issue here?“permission” ?
(externally generated)or
Self efficacy ? (internally generated)@HelenBevan #RCN15
Building self-efficacy: some tactics1. Create change one small step at a time2. Reframe your thinking:
• failed attempts are learning opportunities• uncertainty becomes curiousity
3. Make change routine rather than an exceptional activity4. Get social support5. Learn from the best
@HelenBevan #RCN15@HelenBevan #RCN15
@HelenBevan #RCN15Image copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/
@HelenBevan #RCN15
@HelenBevan #RCN15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@HelenBevan #RCN15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@HelenBevan #RCN15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@HelenBevan #RCN15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@HelenBevan #RCN15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
Make it a personal PERFORMANCE target.
@HelenBevan #RCN15Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@HelenBevan #RCN15
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
@HelenBevan #RCN15
“I trust that England will not forget the one who nursed her sick and
sought out her wounded to aid and succour them and who performed
the last office for some of her illustrious dead“
W H Russell
Source of image:
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 #RCN15
Key tactic :Out-love everyone else
Source of image: Bradley Burgess@HelenBevan #RCN15
@HelenBevan #RCN15
"Mary Seacole's life is proof that it is possible to transcend the boundaries set for us by others. Set your own goals then
reach for them."
Fowokan George Kelly
@HelenBevan #RCN15
....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
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
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
