Building energy for change

Dr Rosanna Hunt

@rosielhunt

Psychological

Physical

Spiritual

Social Intellectual

Agenda for today

• SSPPI Energy Index

• The research evidence

• Use in practice

Building energy for change

Planned vs. emergent

change

The NHS Change Model

The five energies

Five enablers of change in the new era

The new world of change

• NHS IQ’s white paper

• Skills required of the

change practitioner

The SSPPI Index measures these five energies Energy Definitions

Social energy of personal engagement, relationships and connections between people. It reflects a “sense of us” and is therefore a collective concept that captures a situation where people are drawn into an improvement or change because they feel a connection to it as part of the collective group.

Spiritual energy of commitment to a common vision for the future, driven by shared values and a higher purpose. It involves giving people the confidence to move towards a different future that is more compelling than the statusquo, by finding the deep meaning in what they do.

Psychological energy of courage, trust and feeling safe to do things differently. It involves feeling supported to make a change as well as belief in self and the team, organisation or system, and trust in leadership and direction.

Physical energy of action, getting things done and making progress. It is the flexible, responsive drive to make things happen, with vitality and kinetic force (motion)

Intellectual energy of curiosity, analysis, thinking and cognition. It involves gaining insight, a thirst for new knowledge as well as planning and supporting processes, evaluation, and arguing a case on the basis of logic and evidence.

Why is building energy for

change important?

70%

25%

5%

1. Most large scale change fails to achieve its objectives

Source: McKinsey Performance Transformation Survey, 3000

respondents to global, multi-industry survey

Why is building energy for

change important?

2. To re-balance the key motivators for change

Intrinsic motivators

Adapted from: Helen Bevan 2011 Horizons Group NHS

Improving Quality

Extrinsic motivators

Why is building energy for

change important?

Adapted from: Helen Bevan 2011 Horizons Group NHS

Improving Quality

Drivers of extrinsic motivation

create focus & momentum for delivery

Intrinsic motivators •connecting to shared purpose

•engaging, mobilising and calling to action

•motivational leadership

build energy and creativity

•System drivers & incentives•Payment by results•Performance management•Measurement for accountability

Internal motivators

•connecting to shared purpose

•engaging, mobilising and calling to action

•motivational leadership

build energy and creativity

Drivers of extrinsicmotivation

•System drivers & incentives•Performance management•Measurement for accountability

create & focusmomentum for delivery

Adapted from: Helen Bevan 2011 Horizons Group NHS Improving Quality

www.changemodel.nhs.uk#NHSchange @NHSchange

Drivers of external motivation

Internal motivators

the capacity and drive of a team, organisation or system to act and make the

difference necessary to

achieve its goals

Psychological

Physical

Spiritual

Social Intellectual

Energy for change is:What is energy for change?

NHS Institute for Innovation and Improvement

Stanton Marris“Energy

Generators”

Tony Schwartz’s Productivity

Paradox

Steve Radcliffe “4 Energies”

Bruch & VogelContent

ContextConnectionClimate

Productive Energy

PhysicalEmotionalIntellectualSpiritual

Physical HealthEmotional WellbeingMental ClaritySpiritual Significance

“a confirmatory factor analysis on the SSPPI Energy Index supported the existence of the five factors (energies)”

Where’s the evidence?

“Feeling appreciated”

“Feeling valued”

“Sense of being supported”

“Shared enthusiasm”

“Regularly challenging the status quo”

“Prioritising”

“Intense focus periods”

“Thinking creatively”

“Use initiative”

“Ignite curiosity”

“Encouraged to give your best”

“Sense of belonging”

“Ambitious goals”

“Confidence handling challenges”

“Sticking to our values in bad times”

“Inspired by our work”

Tony Schwartz’s Productivity

Paradox

Steve Radcliffe “4 Energies”

Bruch & Vogel

What do people experience in an energised work environment?

• Psychological energy is central

• Dispersed leadership model

• Explanation not judgement

• Making explicit the issues that remain

hidden/unarticulated and that really

impact on whether change is achieved

and sustained Tony Schwartz’s Productivity

Paradox

Steve Radcliffe “4 Energies”

Bruch & Vogel

When using the Energy model..

Psychological

Physical

Spiritual

Social Intellectual

The SSPPI Energy Index measures how much energy a team has for a specified change.

There are five energies that are important for change to be successful:

Psychological

Physical

Spiritual

Social Intellectual

The value for teams, is in the facilitated discussion that happens after they receive their team Energy profile.

Introducing the SSPPI Energy Index

How do I go about measuring a group’s Energy for Change?

Team leader identifies the change that they want to measure energy for

Ask the team to complete the online questionnaire, ensuring:• they use the allocated team code*• they understand the change they should

answer the questionnaire in relation to• anonymity – to encourage honest

responses• a deadline for completion is set

Arrange a feedback call to discuss:• The team’s results• A date for facilitated feedback to the

whole team (via webinar or face-to-face)

*obtain the link to the questionnaire and team codes from paul.woodley@nhsiq.nhs.uk

The Energy Index

Hybrid

Rosanna.Hunt@nhsiq.nhs.uk@rosielhunt

PART 1 - a psychometric profiling tool

- generates the group “energy for change” profile

- statistically tested and robust

PART 2 - a self-evaluation tool

- used to tell us whether there are any gaps between current energy levels, preferred energy levels and perceived energy levels in the work environment

The SSPPI Energy Index – V2, Part IThis questionnaire enables teams to measure their energy for change. Please agree the nature of the change context with your team before answering the following statements.Then answer all statements with your particular change context in mind.

1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree

I am energised by the momentum of change____I have gained insight into the case for change____I feel a sense of solidarity with those I work with ____I am weary of change____I am able to keep expressing hope for the change when presented with setbacks_____The reasoning for the change is not compelling___I don’t feel appreciated by others at work_____I will be blamed if I try something new and it fails____

I feel isolated from others____I feel depleted of energy when others express doubt about the change_____The case for change has stimulated my creativity_____I feel disconnected from others____I am committed to our common vision for the future____I feel safe enough to do things differently____I am driven by shared values____I am experiencing change fatigue____The change does not fit with my sense of purpose_____I am not driven by a shared purpose for change_____I think there is no rational argument for change____The case for change is interesting to me_____I feel that we are getting things done to achieve the change_____I feel the change may conflict with my values___I feel personally engaged in the change___Clear thinking and analysis underpins the change___I feel fearful about the change___I sense openness about the potential to change___

Social energy is the energy of personal engagement, relationships and connections between people. It reflects a “sense of us” and is therefore a collective concept that captures a situation where people are drawn into an improvement or change because they feel a connection to it as part of the collective group.

My social energy is ____The social energy of those I work with is____The importance of social energy to me is____

Psychological energy is the energy of courage, trust and feeling safe to do things differently. It involves feeling supported to make a change as well as belief in self and the team, organisation or system, and trust in leadership and direction.

My psychological energy is ____The psychological energy of those I work with is____The importance of psychological energy to me is____

Physical energy is the energy of action, getting things done and making progress. It is the flexible, responsive drive to make things happen, with vitality and kinetic force (motion)

My physical energy is ____The physical energy of those I work with is ____The importance of physical energy to me is____

Intellectual energy is the energy of curiosity, analysis, thinking and cognition. It involves gaining insight, a thirst for new knowledge as well as planning and supporting processes, evaluation, and arguing a case on the basis of logic and evidence.

My intellectual energy is ____The intellectual energy of those I work with is____The importance of intellectual energy to me is____

Complete these statements on a scale of 1 = low - 5 = high

Spiritual energy is the energy of commitment to a common vision for the future, driven by shared values and a higher purpose. It involves giving people the confidence to move towards a different future that is more compelling than the status quo, by finding the deep meaning in what they do.

My spiritual energy is ____The spiritual energy of those I work with is____The importance of spiritual energy to me is____

The SSPPI Energy Index – V2, Part 2

Results to date

Hybrid

• Over 1000 respondents worldwide• 73% female, 27% male• Clinical 37%, non-clinical = 63% • Clinicians tend to have higher spiritual energy• Individuals tend to rate the energy of those

around them to be lower than their own• Setting the change context is important

Tony Schwartz’s Productivity

Paradox

Steve Radcliffe “4 Energies”

Bruch & Vogel

Energy awareness-building task

Psychological

Physical

Spiritual

Social Intellectual

1

2

3

4

5Social

Spiritual

PsychologicalPhysical

Intellectual

• Plot your energy

• Plot the energy of those

around you

• Plot where you would like

your energy to be

A typical 1.5 hour feedback session

Beginning Encourage interaction and use an energy exercise (30 mins)

Middle Present the results (15-20 mins)

End Discussion of the results, agree energies to work on and develop action plan (40 minutes)