Module 2 Forming communities building alliances

61
#NHSChangeDay #SHCRchat The School for Health and Care Radicals www.changeday.nhs.uk/healthcareradi cals Module 2: Forming communities: building alliances for change Supported by

description

These are the slides for module 2 of The School for Health and Care Radicals, a five week virtual programme, designed to equip people across the health and care system with the core skills to improve their skills as change agents. It supports NHS Change Day 2014, the grassroots movement in which everyone who values the NHS can make a pledge of action to improve things for patients and the health and care system. Big change only happens in health and care because of heretics and radicals: passionate people who are willing to take responsibility and work with others to make change happen. Being a radical isn't related to hierarchy or position and you don't have to work in the NHS or social care to qualify as one. Registrants to the school so far include patients and carers, students, senior leaders, improvement facilitators and clinical and care staff. Starting on 31 January, there is a live weekly web seminar which will be available to 'listen again', supported by a raft of other opportunities, including coaching and mentoring, virtual discussions and tweet chats, and an ever- expanding portal of useful resources. Programme The programme focuses on five modules over five weeks, 9:30 to 11:00 am GMT Friday 31 January: Being a health and care radical: change starts with me Friday 7 February: Forming communities: building alliances for change Friday 14 February: Rolling with resistance Friday 21 February: Making change happen Friday 28 February: Moving beyond the edge You can view the slides from module 1 at: http://www.slideshare.net/NHSIQ/module-1-being-a-health-and-care-radical-change-starts-with-me You can download the module 1 study guide at: http://changeday.nhs.uk/files/Module%201%20study%20guide%20final%20ph%202.pdf You can view the module 1 recording of the WebEx https://haelo.webex.com/haelo/lsr.php?RCID=cb2534865578962fe574b5ec859da810 The School for Health and Care prospectus is at: http://changeday.nhs.uk/resources#sfhcr More information about The School for Health and Care Radicals http://changeday.nhs.uk/resources#sfhcr Coaching and mentoring film http://changeday.nhs.uk/files/0771pv384r1.mp4 Storify of module 1: http://storify.com/NHSIQ/being-a-health-and-care-radical-change-starts-with Pinterest of module 1: http://www.pinterest.com/nhsiq/school-for-health-and-care-radicals/ You can download the module 2 study guide at: http://changeday.nhs.uk/files/Module%202%20study%20guide%20final%20ph%20V3.pdf Tweetchat We will run a tweetchat each Wednesday from 16:00 to 17:00 GMT, based on the content of the module from the previous Friday. A tweetchat is a facilitated conversation using Twitter. The hashtag we will use for the tweetchats is #SHCRchat. The dates for the tweetchats are: 12 February 19 February 26 February 5 March There is no charge to join the School of Health and Care Radicals and it is open to all, whatever your role or level, and whether or not you work in the NHS.

Transcript of Module 2 Forming communities building alliances

Page 1: Module 2 Forming communities building alliances

#NHSChangeDay #SHCRchat

The School for Health and Care Radicals

www.changeday.nhs.uk/healthcareradicals

Module 2: Forming communities:

building alliances for change

Supported by

Page 2: Module 2 Forming communities building alliances

#NHSChangeDay #SHCRchat

Pledge today!http://changeday.nhs.uk

Page 3: Module 2 Forming communities building alliances

#NHSChangeDay #SHCRchat

Joining in today and beyond

• Please use the chat box to contribute continuously during the web seminar

• Please tweet using hashtags #NHSChangeDay and #SHCRchat• We will produce summaries of the discussions of today’s module

using Storify.com and Pinterest and put these on the website• The conversation continues on the live chat forum at

www.changeday.nhs.uk/healthcareradicalsforum

Page 4: Module 2 Forming communities building alliances

#NHSChangeDay #SHCRchat

31st January: Being a health and care radical: change starts with me7th February: Forming communities: building alliances for change14th February: Rolling with resistance21st February: Making change happen28th February: Moving beyond the edge

Modules

Page 5: Module 2 Forming communities building alliances

#NHSChangeDay #SHCRchat

School statistics

Page 6: Module 2 Forming communities building alliances

#NHSChangeDay #SHCRchat

Word cloud representation of chat from module 1

Page 7: Module 2 Forming communities building alliances

#NHSChangeDay #SHCRchat

• Connecting back to module one• Why we can’t be radicals on our own: building

communities for change• What we can learn from leaders of social

movements• Effective framing: telling our stories• Bridging disconnected groups• Building your own community• Questions and call to action

Source of image: www.freshnessmag.com

for today

Page 8: Module 2 Forming communities building alliances

The truth about leadership

You can make a differenceAND

You can’t do it aloneSource: TED talk by Barry Posner http://workplacepsychology.net/2014/02/01/the-truth-about-leadership-you-make-a-difference-and-you-cant-do-it-alone/

Source of image: jamessamy.com

Page 9: Module 2 Forming communities building alliances

#NHSChangeDay #SHCRchat

Page 10: Module 2 Forming communities building alliances

#NHSChangeDay #SHCRchat

Page 11: Module 2 Forming communities building alliances

Emerging themes in change and transformation

Organisation CommunityPower through hierarchy Power through connectionMission and vision Shared purposeMaking sense through rational argument

Making sense through emotional connection

Leadership-driven (top down) innovation

Viral (grass-roots driven) creativity

Tried and tested, based on experience

“ Open” approaches , sharing ideas & data, co-creating

change

Transactions Relationships

Dominantapproach

Emerging direction

Source: @HelenBevan

From module one

Page 12: Module 2 Forming communities building alliances

What is community?1. Locality2. Interest or shared purpose3. Sense of belonging: “community spirit”

“There is no power for change greater than a community discovering what it cares about.” ~ Margaret Wheatley

Source of image: rootedincommunity.org

Page 13: Module 2 Forming communities building alliances

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

Page 14: Module 2 Forming communities building alliances

1. Driven by conviction and values2. strong sense of “self-efficacy”

belief that I am personally able to create the change3. able to join forces with others to create action4. able to achieve small wins which create a sense of

hope, self-efficacy and confidence5. More likely to view obstacles as challenges to

overcome

Five things we know about successful boat rockers

Source: adapted from Debra E Meyerson

CHANGE

meBEGINS WITH

From module one

Page 15: Module 2 Forming communities building alliances

1. Driven by conviction and values2. strong sense of “self-efficacy”

belief that I am personally able to create the change

3. able to join forces with others to create action4. able to achieve small wins which create a sense of

hope, self-efficacy and confidence5. More likely to view obstacles as challenges to

overcome

Five things we know about successful boat rockers

Source: adapted from Debra E Meyerson

CHANGE

meBEGINS WITH

From module one

Page 16: Module 2 Forming communities building alliances

Source of image: outskirtsbattledome.wikispaces.com

The easiest way to thrive as an outlier

...is to avoid being oneSeth Goodin

Page 17: Module 2 Forming communities building alliances

“if you want to go fast, go alone. If you want to go far, go together.”African proverb quoted by Al Gore

Page 18: Module 2 Forming communities building alliances

Learning from social movement leaders

Page 19: Module 2 Forming communities building alliances

Call to Action

Source: @RobertVarnam

Page 20: Module 2 Forming communities building alliances

What are the characteristics of people or groups within effective social movements?

• They share a sense of PURPOSE– There is purposefulness about collaborations, discussions, actions, and decisions and a sense

of forward momentum • They are UNITED

– They have learned to manage their differences well enough that they can unite to accomplish the purposes for which they were came together. Differences are openly debated, discussed, and resolved.

• They share UNDERSTANDING– There is a widely shared understanding of what's going on, what the challenges are, what the

strategy is and why what is being done has to be done • People PARTICIPATE

– Lots of people and organisations in the system are active - not just involved in discussions and meetings, but getting the work done.

• They take INITIATIVE– Rather than reacting to whatever happens in their environment, they are proactive, and act

upon their environment. • They ACT

– People do the work they must do to make the things happen that need to happen Source: adapted from Wellstone Action

Page 21: Module 2 Forming communities building alliances

A social movement isa voluntary collective

of individuals committed to promoting or resisting change through co-ordinated activityto produce a lasting and self generating effect

and creating, as they do a sense of shared identity

Page 22: Module 2 Forming communities building alliances

What communities have formed since module 1?

• Dorset and Wessex• West Midlands• Herts Radicals Twitter• South west• East Berks Learning and Support Group• The North West• Connections by profession and interest

Page 23: Module 2 Forming communities building alliances

How do we create change at scale?

Source: Marshall Ganz

Shared understanding leads toAction

Narrativewhy?

Strategywhat?

Page 24: Module 2 Forming communities building alliances

What is strategy?

Strategy is the process of turning the RESOURCES you have into the POWER you need to win

the CHANGE you wantSource: Marshall Ganz

Page 25: Module 2 Forming communities building alliances

Resources to improve health and care

Economic resourcesdiminish with use• money• materials• technology

Natural resourcesgrow with use• relationships• commitment• community

Based on principles from Albert Hirschman, Against Parsimony

diminish grow

Page 26: Module 2 Forming communities building alliances

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)

Page 27: Module 2 Forming communities building alliances

What’s the financial incentive?

Who is performance managing?

What’s the project plan?

Source: @RobertVarnam

Page 28: Module 2 Forming communities building alliances

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

Page 29: Module 2 Forming communities building alliances

“I have some Key Performance

Indicatorsfor you”

or

“I have a dream”

Source: @RobertVarnam

Page 30: Module 2 Forming communities building alliances

Leaders ask their staff to be ready for change, but do not engage enough in sensemaking........

Sensemaking is not done via marketing...or slogans but by emotional connection with employees

Ron Weil

Page 31: Module 2 Forming communities building alliances

How the world of work is shifting

• The organisation as a collective

• Leaders seek to build the allegiance of the workforce to the goals, culture and ethos of the organisation

• The network as a connective

• We share and identify with a deeper, extra-corporate work culture and the structure is subordinated to that

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

Page 32: Module 2 Forming communities building alliances

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

action

values

emotion

Source: Marshall Ganz

Page 33: Module 2 Forming communities building alliances
Page 34: Module 2 Forming communities building alliances

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

Source: Marshall Ganz

Page 35: Module 2 Forming communities building alliances

Effective framing: what do we need to do?

1. Tell a story

Page 36: Module 2 Forming communities building alliances

Effective framing: what do we need to do?

1. Tell a story2. Make it personal

Page 37: Module 2 Forming communities building alliances

Effective framing: what do we need to do?

1. Tell a story2. Make it personal3. Be authentic

Page 38: Module 2 Forming communities building alliances

Effective framing: what do we need to do?

1. Tell a story2. Make it personal3. Be authentic4. Create a sense of “us”

Page 39: Module 2 Forming communities building alliances

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

Page 40: Module 2 Forming communities building alliances

Creating our narrative

• Challenge: What was the challenge? Why was it a challenge?

• Choice: What were the choices? Why did you make the choice you did? Where did you get the courage or hope? How did it feel?

• Outcome: How did the outcome feel? Why did it feel that way? What do you want us to feel?

Source: Marshall Ganz

Page 41: Module 2 Forming communities building alliances

Vivid details

Source: Marshall Ganz

Page 42: Module 2 Forming communities building alliances

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

Source of image: studentblognmaestics.blogspot.com

Page 43: Module 2 Forming communities building alliances

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

From Module 1

Page 44: Module 2 Forming communities building alliances

strong ties (cohesive)v.

weak ties (disconnected)

Source of image:brucemacvaresh.com

Page 45: Module 2 Forming communities building alliances

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, nurse to nurse, gynaecologist to gynaecologist

• 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

Page 46: Module 2 Forming communities building alliances

The pros and cons of strong ties

Pros Cons

Page 47: Module 2 Forming communities building alliances

Strong and weak tiesWhen we seek to 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, nurse to nurse, gynaecologist to gynaecologist

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

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

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

Page 48: Module 2 Forming communities building alliances

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

Page 49: Module 2 Forming communities building alliances

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

• 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

Page 50: Module 2 Forming communities building alliances

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

• 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 will come when we tap into our weak ties

Page 51: Module 2 Forming communities building alliances

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

• 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 will come when we tap into our weak tiesHistory suggests that weak ties will probably give us the best

chance to deliver large scale improvements in a challenging timescale

Page 52: Module 2 Forming communities building alliances

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 the audience?

Source: Benford and Snow

Page 53: Module 2 Forming communities building alliances

‘If people give to a cause, they expect a relationship, not a transaction.’

Nilofer Merchant

Page 54: Module 2 Forming communities building alliances

“A cynic, after all, is a passionate person who does not want to be disappointed again.”

Zander R and Zander B (2000) The art of possibility. Harvard Business School Press. As quoted by Steve Onyett

Page 55: Module 2 Forming communities building alliances

@helenbevan#NHSChangeDay #SHCRchat

Who are your communities?

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

• In your role: through relationships and social networks

• Through external social networks such as Twitter and LinkedIn

• Through communities of practice and learning groups

Page 56: Module 2 Forming communities building alliances

@helenbevan#NHSChangeDay #SHCRchat

Building community…..• Why did you feel it mattered for you to from as

a group and come together? • How have you started to form?• What do you plan to do ( meetings etc?)• How do you feel this being part of this

community will help you as a radical? • What reflections do you have on forming

communities that you can share with the group?

Page 57: Module 2 Forming communities building alliances

@helenbevan#NHSChangeDay #SHCRchat57

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

Page 58: Module 2 Forming communities building alliances

@helenbevan#NHSChangeDay #SHCRchat

Outwitted

He drew a circle that shut me out -Heretic, rebel, a thing to flout.But Love and I had the wit to win:We drew a circle that took him in.

Edward Markham

Page 59: Module 2 Forming communities building alliances

@helenbevan#NHSChangeDay #SHCRchat

Calls to action campaigns for this weekPost these or similar actions as a pledge on the NHS Change Day pledge wall http://changeday.nhs.uk/campaign• Identify which communities you are currently part of

and how you can utilise your existing communities for change

• Reflect on who else you would like to be part of your community for change and take act to connect with them

• Create your narrative or “call to action” to win other people to your cause

Page 60: Module 2 Forming communities building alliances

@helenbevan#NHSChangeDay #SHCRchat

Next opportunities for learning

• Sunday 9th February 19:00-20:00 conference call discussion of

module one• Wednesday 12th February

16:00-17:00 Tweet chat #SHCRchat• Next Friday morning 14th February module 3: Rolling with resistance

Page 61: Module 2 Forming communities building alliances

@helenbevan#NHSChangeDay #SHCRchat

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 goals for change? How can you build a sense of “us” with them?