Leading Radical

A day of transformation

Minicourse M5

Monday 8th December

We can’t drive into the future using only our rear view mirror

We will spend an inspiring day with like-minded individuals to consider the implications and opportunities for

transforming health care in a world where the power of hierarchy is diminishing in the face of complexity and

change is happening faster and becoming more disruptive

Join our new breed of change leaders who are rewriting the rules and leading change from the future

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“Source of image: Abhishekshilpa.blogspot.com

So why do we keep reinventing

the past and calling it the future?

Image used under Creative Commons licence: Kicki

Objectives of our minicourse

• Identify major themes and trends in the global world of change and transformation that are likely to shake the world of health care improvement

• Consider the opportunities and implications of these for their own practice as a leader of change and improvement

• Model new forms of collective learning, collaboration, and community building

Prework for our Minicourse

• Watch this film

• Read the White Paper “A new era of thinking and practice in change and transformation: a call to action for leaders of health and care” and watch the embedded films

• Complete your transformational profile and submit it to helen.bevan@nhsiq.nhs.uk by 3rd

December

The White Paper• Examines leading trends in

change and transformation

globally

• How to make change

happen at a faster rate and

be more disruptive

• Join the new breed of

leaders of health and care

globally, rewriting the rules

of change and leading

change from the future for

different results

www.nhsiq.nhs.uk/whitepaper

“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

Starts on the fringe

(at the edge)

Starts with the activistsGary Hamel

always

What is the single biggest thing that is happening in the world now that impacts on our ability to deliver?

Source: http://peopledevelopmentmagazine.com/dr-john-kotter/

SEISMIC SHIFTS

SEISMIC SHIFTS

SEISMIC SHIFTS

SEISMIC SHIFTS

SEISMIC SHIFTS

Change from the edge

We are on a collision course between the new, organic, human-focussed forces of

social media and the machine world of our organisations

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Source of image: sullybaseball.blogspot.com

Source: Maddie Grant

Leading change in a new era

Dominant approach Emerging direction

Leading change in a new era

Dominant approach Emerging direction

Most healthcare transformation

efforts are driven from this side

The essential flaw of quality improvement methods

The essential flaw of [quality improvement methodology] is

that, when implemented, it tends to reinforce the mechanistic and

hierarchical models that are consistent with the mental maps

of most managers

Chris Argyris, Flawed advice and the management trap

Source of image: www.biblicalcreation.org.uk

Read more at: http://www.slideshare.net/jurgenappelo/management-30-workout

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

From “have to” to “want to”

Source of image s:www.slideshare.net/mexicanwave/champions-trolls-10-years-of-the-cipd-online-community

Unleashing the spirit of the volunteer

You may be able to ‘buy’ a person’s back

with a paycheck, position, power or fear but a

human being’s genius, loyalty and tenacious

creativity are volunteered only.

The world’s greatest problems will be solved

by passionate, unleashed ‘volunteers’

Stephen Covey, Turn the ship around, via @MarkGraban

Source of image: www.volunteerweekly.org

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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

What’s your theory of change?

Source of cartoon: Networkednonprofit.org

Five enabling themes

is the new normal!

“By questioning existing ideas, by opening new fields for action, change agents actually help

organisations survive and adapt to the 21st Century.”

Céline Schillinger

Image by neilperkin.typepad.com

@corprebels

corporaterebelsunited.com

Across the world, the change agent movement Is exploding!

@rebelsatwork

rebelsatwork.com

What happens to heretics/radicals/rebels/mavericks

in organisations?

Source of image: findingmyself.net

Ostracism is experienced in the brain as deeply as physical pain

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

The 90/30 conundrum

of senior leaders say

that to create more

innovation, they need to

activate the radicals/

disruptive innovators in

their organisations or

systems

of senior leaders are

very satisfied that

radicals/innovators

can provide this value

in their organisations

or systems

Source: rebelsatwork.com

We need boatrockers!

• Rock the boat but manage to stay in it

• 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

Curate rather than create knowledge for improvement

Source of image: John Curran designedforlearning.co.uk

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 #Quality2014@@HelenBevan #Quality2014 #f1

A big challenge for improvement leaders

Tacit knowledge is where the action is….• It’s the people with tacit knowledge who deliver the results• Tacit knowledge is critical for large scale change

...but

The only way tacit

knowledge can be broadly

shared…

…is to turn it into

explicit knowledge

VERY difficult

Few organisations succeed

Gray D (2012) The Connected Company

Source: Harold Jarche

What is the best way to spread new knowledge?

Source of data: Nick Milton www.nickmilton.com/2/2tOjE

Social connection/discussion is

14 times more effective

than

written word/ best practice

databases/toolkits etc

Source of image: happiness-one-quote-time.blogspot.com

Curating knowledge

Finding things out and keeping up to date• “pulling” information, but also having it

“pushed” to us by trusted sources

Making sense and meaning of information• Reflecting and putting into practice

what we have learned

• Plugging information into our own mental models and turning it into

knowledge

Connecting and collaborating• Sharing complex knowledge with our

own work teams

• Testing new ideas with our own networks• Increasing connections through social

networksSource: Harold Jarche

Underpinning theme:

“Tomorrow’s management systems

will need to value diversity, dissent and

divergence as highly as conformance, consensus

and cohesion.”

Gary Hamel

As you create your roadmap for the future, make sure you are part of the

steamroller, not part of the roadSaavik Wilcox-Hamilton

Source of quote: http://slidesha.re/1B6jrZw

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