Leading from the Edge

@HelenBevan

In the near future, the edges will be where almost all high-value work will be done…..http://www.jarche.com/2014/01/moving-to-the-edges/

Leading from the edge

“

Helen Bevan

@HelenBevan

http://www.jarche.com/2014/01/moving-to-the-edges/

http://www.jarche.com/2014/01/moving-to-the-edges/

@HelenBevan

For those of you who attended theGreater Manchester Graduate Xchange

20th November 2015Some learning reinforcement after a short

space of time helps to retain learningCasebourne I (2015)

Spaced Learning: An Approach to Minimize the Forgetting Curve

https://www.td.org/Publications/Blogs/Science-of-Learning-Blog/2015/01/Spaced-Learning-an-Approach-to-Minimize-the-Forgetting-Curve





@HelenBevan

These ideas come from

theedge.nhsiq.nhs.uk/school New term started 4.2.16

@HelenBevan

The School has been formally evaluated by the Chartered Institute for Personnel & Development

http://theedge.nhsiq.nhs.uk/school/school-evaluation/

How has the School for Health and Care Radicals made a difference?





@HelenBevan

The School has been formally evaluated by the Chartered Institute for Personnel & Development

• Change knowledge• Sense of purpose & motivation to improve practice• Ability to challenge the status quo• Rocking the boat & staying in it• Connecting with others to build support for change

Statistically significant positive effect on EVERY dimension of impact at both individual

and organisational level

@HelenBevan

The Fundamental Law of Conventional Conferences

The sum of the expertise of the

people in the audience is greater

than the sum of expertise of the people on stage

Dave Winer

““

Source of image: www.citynet.com

http://www.citynet.com/

@HelenBevanSource: http://www.slideshare.net/alwynlau/learning-theories-learner-needs

http://www.slideshare.net/alwynlau/learning-theories-learner-needs

http://www.slideshare.net/alwynlau/learning-theories-learner-needs

@HelenBevan

Source: @NHSChangeDay

@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

http://www.thisiscolossal.com/

@HelenBevan

@HelenBevan

Starts on the fringe (at the edge)

Starts with the activistsGary Hamel

always

@HelenBevan

Tomorrow belongs to those who can hear it coming

David Bowie

“

@HelenBevan

If I put my ear down on the railroad track, I can hear the train

coming, and we ain’t ready

Ray Smith, former Chairman and CEO of Bell Atlantic

Source of image: cubimention.net

“

@HelenBevan

The Five Year Forward View

Mentions“radical” 12 times“transformation/transformational” 13 times“change” 42 times

@HelenBevan

@HelenBevan

What is happening with change?

@HelenBevan

DIGITALCONNECTION


@HelenBevan

Work complexity

DIGITALCONNECTION


@HelenBevan

DIGITALCONNECTION

Hierarchical

power

Work complexity


@HelenBevan

DIGITALCONNECTION

Hierarchical

power

Work complexityChange from the edge


@HelenBevan

Moving to the edge“ Traditional R&D is no longer sufficient. Big companies invest in innovation centers; some aim to act like start ups, others set out to partner with or acquire them.Either way, innovation centers spark new ideas, experiment faster, fail faster and gain momentum to affect HQ and force change from the outside in”Disruptive technology trends 2016-2018

http://www.slideshare.net/briansolis/26-disruptive-technology-trends-2016-2018-56796196/25-Traditional_RD_is_no_longer

@HelenBevan

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

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

https://www.youtube.com/watch?v=j-S03JfgHEA

https://www.youtube.com/watch?v=j-S03JfgHEA

@HelenBevan

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

People who are highly connected have twice as much power to

influence change as people with hierarchical power

Leandro Herrerohttp://t.co/Du6zCbrDBC

http://t.co/Du6zCbrDBC

@HelenBevan

People at every level recognise that things aren’t right

“Legacy constructs that enforce bureaucracy through command-

and-control structures …with gated handovers between organizational

silos are pervasive across large organisations. These processes

were built to mitigate risk for an environment that doesn’t exist

today.

“With this in mind, many organisations are looking for ways to improve employee

participation in the organisation’s strategy and in turn, increase retention rates

and hold on to the great people they’ve already

invested in. This results in a radical shift in the existing

work constructs……”

Thoughtworks, The unfinished business of organizational transformation

https://www.thoughtworks.com/insights/blog/unfinished-business-organizational-transformation?utm_campaign=transformation&utm_medium=social&utm_source=twitter

@HelenBevan‘Success….depends on having an open, engaging,

and iterative process that harnesses the energies of clinicians, patients, carers, citizens, and local

community partners including the independent and voluntary sectors, and local government

Sustainability and Transformation Plans

@HelenBevan

“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

“The single biggest mistake to avoid? Creating disruption at work. Focus on developing relationships, not disrupting and alienating people. Peter Vander Awera on learning from setbacks and failures

is the new normal!

@HelenBevan

We need rebels!•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

http://t.co/6CQtA4wUv1

@HelenBevan

‘If you put fences around people, you get sheep. Give people the room they

needWilliam L McKnight

@HelenBevan

What happens to heretics/radicals/rebels/mavericks

in organisations?

@HelenBevan

@HelenBevanSource: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out

@HelenBevan

We need to be boatrockers!

• Walk the fine line between difference and fit, inside and outside, 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

@HelenBevan

What are the risks for a boat rocker?

1. Our experiences of “being different” can be fundamentally disempowering. This can lead us to conform because we see no other choice

Source: adapted from Debra E Meyerson

@HelenBevan


1. Our experiences of “being different” can be fundamentally disempowering. This can lead us to conform because we see no other choice we surrender a part of ourselves, and silence

our commitment, in order to survive


@HelenBevan

Research shows the psychological distress that comes with inauthentic behaviour

"Staying true to yourself matters, even if it is difficult, because we notice that there is a cost involved in straying too far from your personal values.” “It seems to be true that to act in accordance with one’s own self, emotions, and values is a fundamental aspect of well-being,”

F. Gino, Maryam Kouchaki and Adam D. Galinsky (2015) The moral virtue of authenticity: how inauthenticity produces feelings of immorality and impurity

Psychological Science July 2015

http://insight.kellogg.northwestern.edu/article/the-problem-with-faking-it



@HelenBevan

@HelenBevan


1. Our experiences of “being different” can be fundamentally disempowering. This can lead us to conform because we see no other choice we surrender a part of ourselves, and silence

our commitment, in order to survive2. leave the organisation

we cannot find a way to be true to our values and commitments and still survive

3. stridently challenge the status quo in a manner which is increasingly self-defeating this just confirms what we already know – that

we don’t belong Source: adapted from Debra E Meyerson

@HelenBevan

Research shows the psychological distress that comes with inauthentic behaviour

“it is important to note that a threat to someone’s moral self-concept is different from other negative states of mind such as feeling confused, disrespected, or overwhelmed. Clear instructions, positive feedback, and flexible hours are all undoubtedly appreciated, but for leaders who want to keep their employees engaged for as long as possible, understanding their need for a positive moral self-concept might be key”

F. Gino, Maryam Kouchaki and Adam D. Galinsky (2015) The moral virtue of authenticity: how inauthenticity produces feelings of immorality and impurity Psychological Science July 2015


@HelenBevanSource : Lois Kelly www.foghound.com

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

Rebel

http://www.foghound.com/

@HelenBevan

@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

http://www.rebelsatwork.com/

@HelenBevan

Peter Fuda’s Transformational Change Agent framework

Skills and methods for creating change

Ability to make sense of, and reshape perceptions of ‘reality’

Personal characteristics and qualities

@HelenBevan

Peter Fuda’s Transformational Change Agent framework: my perspective

“Doing”• Where most change agents

in health and care put most of their effort and emphasis

• What others typically judge us on

• What we often perceive we need to do to add value

• What most change and improvement courses focus on

@HelenBevan

Peter Fuda’s Transformational Change Agent framework: my perspective

“Seeing ” and “Being”• We can only do effective

“doing” if we build on strong foundations of “seeing and being”

• Change begins with me• Hopeful futures, creative

opportunities and potential• Multiple lenses for change • See myself in the context of

my higher purpose

@HelenBevan

“Being” as a change agent

Personal characteristics and qualities

@HelenBevan

Change starts with me

Source of image: jasonkeath.com

@HelenBevan

"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

@HelenBevan

“The success of our actions as change-makers does not depend on what we do or how we do it, but on the inner place from

which we operate”Otto Scharmer

Leading from the emerging future

@HelenBevan

1. able to join forces with others to create action2. able to achieve small wins which create a sense

of hope, possibility and confidence3. More likely to view obstacles as challenges to

overcome4. strong sense of “self-efficacy”

belief that I am personally able to create the change

Four things we know about successful boat rockers


CHANGE

meBEGINS WITH

@HelenBevan

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

What’s the difference between

self efficacyand

self esteem,self belief,

self-confidence?

@HelenBevan


@HelenBevan


What is the issue here?“permission” ?

(externally generated)or

Self efficacy ? (internally generated)

@HelenBevan

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

Module 1 Being a health and care radical: Change starts with meSupported by:

Image copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/

@HelenBevan

@HelenBevan

C http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

@HelenBevan Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively



Make it a personal PERFORMANCE target.


@HelenBevan

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

http://www.slideshare.net/bryandaly/go-for-no

http://www.slideshare.net/bryandaly/go-for-no

@HelenBevan

“Papers that are more likely to contend against the status quo are more likely to find an

opponent in the review system—and thus be rejected —but those papers are also more

likely to have an impact on people across the system, earning them more citations when

finally published”V. Calcagno et al., “Flows of research manuscripts among

scientific journals reveal hidden submission patterns,” Science, doi:10.1126/science.1227833, 2012.

—

@HelenBevan

Our awareness provides the underlying ground out of which our thinking and doing emerge

@HelenBevan

‘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

Tactic for radicals:Out-love everyone else

Source of image: Bradley Burgess

@HelenBevan

Take part in an RCT

What is a

RCT?

@HelenBevan

• Randomised Coffee Trial!• Randomised Coffee Trial!

Randomised Coffee Trial!

@HelenBevan

Outcomes of Randomised Coffee Trials

@HelenBevan Source of image: outskirtsbattledome.wikispaces.com

The easiest way to thrive as an outlier

...is to avoid being oneSeth Goodin

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

http://linkis.com/www.oscarberg.net/20/QwGqW

http://linkis.com/www.oscarberg.net/20/QwGqW

@HelenBevan

Power in community“Power used to come largely through and from big institutions.Today power can and does come from connected individuals in community.When community invests in an idea, it co-owns its success.

Source of image: orton.org

Instead of trying to achieve scale all by ourselves, we have a new way to have scale. Scale can be in, with and through community.”

Nilofer Merchant

@HelenBevan

Managers know how to command obedience and diligence, but most are

clueless when it comes to galvanizing the sort of volunteerism that animates life on

the social web. Initiative, imagination and passion can’t be commanded—they’re gifts.

Gary Hamel http://www.mixmashup.org/blog/reinventing-management-mashup-architecture-ideology

‘

http://www.mixmashup.org/blog/reinventing-management-mashup-architecture-ideology



@HelenBevan

“When we talk of social change, we talk of movements, a word that suggest vast

groups of people walking together, leaving behind one way and travelling towards

another”Rebecca Solnit

@HelenBevan

Learning from social movement leaders

http://www.slideshare.net/NHSIQ/the-power-of-one-the-power-of-many?qid=97bb3464-07c2-4883-9531-c3d436a66aa1&v=qf1&b=&from_search=2




@HelenBevan

@HelenBevan

Calls to Action

@HelenBevan

Leadership is….

…the art of mobilising others to want to struggle for shared

aspirationsJim Kouzes

Source of image: environmentvictoria.org.au

@HelenBevan

Framing … is the process by which leaders construct, articulate and put across their message in a powerful and compelling way in order to win people to their cause and call them to action.

Snow D A and Benford R D (1992)

@HelenBevan

What’s the financial incentive?

Who is performance managing?

What’s the project plan?

Source: @RobertVarnam

@HelenBevan

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

1. People speak intellectually but engage emotionally

2. Facts are hard to remember and easy to challenge

3. If we only talk about our success people won’t believe us

4. People don’t want more communication; they want meaningful communication

http://www.peterfuda.com/2014/10/30/traditional-comms-fail-engage/

Four gaps betweenhow we

communicate change

how people engage with that communication




@HelenBevan

“I have some Key Performance

Indicatorsfor you”

or

“I have a dream”

Source: @RobertVarnam

@HelenBevan

If we want people to take action, we have to connect with their emotions through values

action

values

emotion

Source: Marshall Ganz

@HelenBevan

@HelenBevan

But not all emotions are equal.........

inertiaurgency

anger apathy

solidarity isolation

you can make a difference

Self-doubt

hope fear

Ove

rcom

es

Action motivatorsAction inhibitors


@HelenBevan

‘‘Leaders must wake people out of inertia. They must get people excited about something they’ve never seen before, something that does not yet exist”

Rosa Beth Moss Kanter

Source of image: www.linkedin.com/company/activate-brand-agency

http://www.linkedin.com/company/activate-brand-agency

@HelenBevan

Effective framing: what do we need to do?

1. Tell a story2. Make it personal3. Be authentic4. Create a sense of “us” (and be clear who the “us”

is)5. Build in a call for urgent action

Source of image: woccdoc.org

@HelenBevan

http://www.slideshare.net/amitkaps/fifth-elephant-2014-talk-crafting-visual-stories-with-data?sf3881865=1




@HelenBevan Source: Hahrie Han (2014) How organisations develop activists

Lone wolves

Mobilisers

Organisers

What’s different about activist organisations/ communities with high participation rates?

@HelenBevan @HelenBevan

Focus on the “We”

“Great social movements get their energy by growing a distributed

leadership”

@HelenBevan

Harvard researchers put a gorilla image on this lung scan

@HelenBevan

What proportion of the radiologists who reviewed this scan actually saw the gorilla?

90%

25% 17%

80%

9%

60%

@HelenBevan

Question: what’s the most reliable way to predict the future effectiveness of a

team?

Source: http://www.fastcompany.com/3049524/know-it-all/the-science-behind-team-intelligence

http://www.fastcompany.com/3049524/know-it-all/the-science-behind-team-intelligence



@HelenBevan

Effective framing: what do we need to do?

1. Tell a story2. Make it personal3. Be authentic4. Create a sense of “us” (and be clear who the “us”

is)5. Build in a call for urgent action

Source of image: woccdoc.org

@HelenBevan

Vivid details


@HelenBevan

“You don’t need an engine when you have wind in your sails”

Paul Bate

@HelenBevan

Talk to the person next to you

• Tell your story about why the change you are involved in now is so important to you

• Relate it to a personal experience

You have:• 2 minutes to prepare your story• 3 minutes each to tell your story

@HelenBevan

How do we create a sense of “us” to build momentum for change?

Source of image: www.tannerfriedman.com

http://www.tannerfriedman.com/

@HelenBevan

Moving beyond us and them to us and us

Source of image: www.delta7.com

http://www.delta7.com/

@HelenBevan

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

@HelenBevan

strong ties (cohesive)v.

weak ties (disconnected)

Source of image: http://www.forbes.com/fdc/welcome_mjx.shtml

http://www.forbes.com/fdc/welcome_mjx.shtml

http://www.forbes.com/fdc/welcome_mjx.shtml

@HelenBevan

When we spread change through strong ties:• we interact with “people like us”, with

the same life experiences, beliefs and values

• Change is “peer to peer”; GP to GP, social worker to social worker, nurse to nurse, community leader to community leader

• Influence is spread through people who are strongly connected to each other, like and trust each other

@HelenBevan

When we spread change through strong ties:• we interact with “people like us”, with

the same life experiences, beliefs and values

• Change is “peer to peer”; GP to GP, social worker to social worker, nurse to nurse, community leader to community leader

• Influence is spread through people who are strongly connected to each other, like and trust each other

IT WORKS BECAUSE: people are far more likely to be influenced to adopt new behaviours or ways of working from those with whom they are most strongly tied

@HelenBevan

The pros and cons of strong ties

Pros Cons

@HelenBevan

When we seek to spread change through weak ties

• we build bridges between groups and individuals who were previously different and separate

• we create relationships based not on pre-existing similarities but on common purpose and commitments that people make to each other to take action

• We can mobilise all the resources in our organisation, system or community to help achieve our goals

@HelenBevan

Why we need to build weak ties AS WELL AS strong ties

• Weak ties are more likely to lead to change at scale because they enable us to access more people with fewer barriers

More on weak ties: https://www.youtube.com/watch?v=w7AzRVxhEXA#t=45

https://www.youtube.com/watch?v=w7AzRVxhEXA#t=45



@HelenBevan



• In situations of uncertainty, we have a tendency to revert to our strong tie relationships yet the evidence tells us that weak ties are

much more important than strong ties when it comes to searching out resources in times of scarcity

@HelenBevan



• In situations of uncertainty, we have a tendency to revert to our strong tie relationships yet the evidence tells us that weak ties are

much more important than strong ties when it comes to searching out resources in times of scarcity

• The most breakthrough innovations and most radical change will come when we tap into our weak ties

@HelenBevan

Sources of weak ties

@HelenBevan

Three components of a great narrative• Diagnostic – what is the problem that

we are addressing? What is the extent of the problem? What is the specific source or sources?

• Prognostic – what could the future look like? What is our “plan of attack” and our strategy for carrying out the plan?

• Motivational – why is this urgent? What is our call for action that connects with the motivational and emotional drivers of our audience?

Source: Benford and SnowSource of image: www.ecommercedefense.com

http://www.ecommercedefense.com/

@HelenBevan

Four keys to collaboration

• Lean into your discomfort• Listen as an ally• State your intent • Share your “street corner”

Source: Judith Katz and Fred Miller

@HelenBevan

@HelenBevan120

http://weneedsocial.com/blog/2013/8/25/disrupted-disruptors-unite

@HelenBevan

Source of image: http://switchandshift.com/transactional-or-transformational-which-leadership-style-is-best

http://switchandshift.com/transactional-or-transformational-which-leadership-style-is-best

http://switchandshift.com/transactional-or-transformational-which-leadership-style-is-best

@HelenBevan

“You don’t need an engine when you have wind in your sails”

@HelenBevan

Questions for reflection

1. What learning and inspiration can you take from social movement leaders to help you in your role as an agent of change in health and care?

2. How will you attract the attention of the people you want to call to action?

3. Who are the people who are currently disconnected that you want to unite in order to achieve your goal for change? How can you build a sense of “us” with them?

@HelenBevan #gpconf15 Source of image: ivysea.com

Building energy for

change

@HelenBevan #gpconf15 Source of image: Whatsthebigideascwartzy.blogspot.com

@HelenBevan #gpconf15

Most change programmes fail to deliver their objectives

Source: McKinsey Performance Transformation Survey, 3000 respondents to global, multi-industry survey

70%

25%5%

Gets anywhere near achieving the change and

delivering the benefits


Source: McKinsey Performance Transformation Survey, 3000 respondents to global, multi-industry survey

70%

25%5% Delivers and

sustains the change

Most change programmes fail to deliver their objectives


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

http://www.nhsiq.nhs.uk/8530.aspx


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


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


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!


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

‘‘

http://de.slideshare.net/haraldschirmer/strategies-for-corporate-change-the-new-role-of-hr-driving-social-adoption-and-change-in-the-enterprise




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


The power of extrinsic drivers


Persistent application of power and authority drains energy

from those in its wakeDan Rockwell

#SHCR @School4Radicals

Research shows that more than almost any other factor affecting an

organisation, energy can lead to either a wellspring of corporate vitality or the

destruction of its very core

Source: Bruch and Vogel

#SHCR @School4Radicals@HelenBevan #gpconf15

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%


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





Psychological

Physical

Spiritual

Social Intellectual

Energy for change


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”


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


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


Physical energy

Energy of action, getting things done and making progress

The flexible, responsive drive to make things happen


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


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


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


Social

Spiritual


Intellectual

1

2

3

4

5

Team 1: what’s your assessment of their energy for change?


Social

Spiritual


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


Intellectual

1

2

3

4

5


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@HelenBevan #gpconf15 Source: Helen Bevan

Compliance

States a minimum performance standard that everyone must achieve

Uses hierarchy, systems and standard procedures for co-ordination and control

Threat of penalties/ sanctions/ shame creates momentum for delivery

What is our approach to change?Commitment

States a collective goal that everyone can aspire to

Based on shared goals, values and sense of purpose for co-ordination and control

Commitment to a common purpose creates energy for delivery


We know that ...

Shared purpose is a common thread in successful change programmes*

Organisations and change initiatives with strong shared purpose consistently outperform those without it.**

*What makes change successful in the NHS? Gifford et al 2012 (Roffey Park Institute)

**Management Agenda 2013 Boury et al (Roffey Park Institute)

#SHCR @School4Radicals@HelenBevan

A 3-word concept


[Shared] purpose goes way deeper than vision and mission; it goes right into your gut

and taps some part of your primal self. I believe that if you can bring people with similar primal-purposes together and get them all marching in the same direction,

amazing things can be achieved.Seth Carguilo


The power of shared purpose:

Perhaps the single most important influence on program response by individual units—either in promoting or resisting change—was the extent of consensus and

coalition among the senior medical and nursing staff on individual Intensive Care Units….

[Consultant says] ‘I think it’s been successful because it’s a unifying program, it’s one of the few things that we’ve done that hasn’t been just a doctor thing, or just a nurse thing, it’s involved the doctors and the nurses together.’

http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3704826/





Avoiding “de facto” purpose What leaders pay attention to matters to staff, and

consequently staff pay attention to that too Shared purpose can easily be displaced by a “de facto”

purpose: hitting a target reducing costs eliminating waste completing activities within a timescale complying with an inspection regime

If purpose isn’t explicit and shared, then it is very easy for something else to become a de facto purpose in the minds of the workforce

Source: Delivering Public Services That Work: The Vanguard Method in the Public Sector

#SHCR @School4Radicals@HelenBevan #gpconf15 @SimonJGuilfoyle Police Inspector and systems thinker

https://twitter.com/SimonJGuilfoyle



Purpose

Obfuscation O-

meter

@SimonJGuilfoyle Police Inspector and systems thinker




Police





Education





Healthcare





....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

If you enjoyed today, you’ll love this…

theedge.nhsiq.nhs.uk/school

New term started 4.2.16

Leading from the Edge

Government & Nonprofit

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