Managing Change- Steve Fairman presentation
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Transcript of Managing Change- Steve Fairman presentation
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Leading change from the front line: Understanding and working withemergent change
Steve FairmanNHS England
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“In the future, the only organisations to thrive will be those that can change as fast as change itself”
Gary Hamel
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Image copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/
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…Understand your organisation: It may not be ‘change friendly’…
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Research from the sales industry:• 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
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Source: @NHSChangeDay
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“Thousands of patients have died needlessly because of a
damaging reluctance amongst doctors and the public to
accept changes in the NHS, according to the country’s top
emergency doctor
“
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Is your change process a cathedral or a bazaar?
http://www.unterstein.net/su/docs/CathBaz.pdf
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We have a lot of cathedrals
Source: Sewell (2015) : Stop training our project managers to be process junkies
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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
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• The biggest-ever digital campaign for EMAP (Health Service Journal and Nursing Times)Tapping the collective brilliance of the NHS
• A joint campaign to “challenge top down change”
• Ground-breaking: the first-ever crowd-sourced theory of change in the NHS
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@HelenBevan @SteveFairman1 #cmidisrupt
Reach and scale:
• Contributors from 45 different countries
• 13,895 ideas, comments and votes shared - collectively identifying:
Final outputs were • 10 barriers• 11 building blocks• 16 solutions
http://www.hsj.co.uk/5083743.article
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Confusing strategies
Over controlling leadership
Perverse incentivesStifling innovation
Poor workforce planning
One way communication
Inhibiting environment
Undervaluing staff
Poor project management
Playing it safe
Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015
The 10 barriers to change identified by 14,000 contributions from front line staff
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The 11 building blocks for change identified by 14,000 contributions from front line staff
Inspiring & supportive leadershipCollaborative working
Thought diversityAutonomy & trust
Smart use of resources
Flexibility & adaptability
Long term thinking
Nurturing our people
Fostering an open culture
A call to action
Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015
Challenging the status quo
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A Solution:Use a Change Model
• No one model has all the answers
• A mental framework and a process that can help
• Use evidence of what makes change successful
• Helpful to see the change through different lenses
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Use a Change Model (2)
Bigger picture / longer term thinking
Poor workforce planning
Poor project management
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A Solution:Empower everyone to be a change agent
• It’s easy to feel isolated if you want to change things
• Build everyone’s QI skills and confidence and willingness to take on a challenge as an antidote
• Resistance to change will fall…
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Empower everyone to be a change agent (2)
Flexibility and adaptability Playing it safe
Poor workforce planning
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Source: @NHSChangeDay
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Source: @NHSChangeDay
What is the issue here?“permission” ?
(externally generated)or
Self efficacy ? (internally generated)
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Building self-efficacy: some tactics
1. Create change one small step at a time2. Reframe your thinking: failed attempts are
learning opportunities3. Make change routine rather than an exceptional activity4. Get social support5. Learn from the best
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Self-efficacy
“If you think you can or think you
can't, you are right.”
Henry Ford
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 outcomesSource of image:www.h3daily.com
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5 Questions for to take away for reflection
1. What are the opportunities for me to build my perspectives and skills as an agent of change?
2. How can I build self efficacy as a change agent?3. How do I move beyond skills and knowledge of
change to live and be change?4. Who can help and support me as a change
agent?5. What are the implications for the way I work?
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“Even the smallest creature can
change the world”
Galadriel to FrodoLord of the Rings
A final thought…
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Thank you