Twitter @NHSElect · 10/07/2019 6 © NHS Elect. To Sell is Human •We [re all in sales now •Over...
Transcript of Twitter @NHSElect · 10/07/2019 6 © NHS Elect. To Sell is Human •We [re all in sales now •Over...
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Leading Change
July 2019
Nicola Chandler, Director
www.nhselect.nhs.ukTwitter @NHSElect
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Welcome
Introductions
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Why does change often fail?
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Task
In small groups list as many reasons as you can
as to why “change often fails… “
5 minutes and then we will share
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You are not the first people to reflect on that question….
• Lots of theories• Lots of books• Lots of ideas
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Based on the work of Rick Maurer “Change without migraine” and John
Kotter “8 Step change model”
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The 8 Step Process of Leading Change
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Creating a Sense of UrgencyStep 1
Helping others see the need for
change
&
the importance of acting quickly
“For change to happen, it helps if the
whole organisation really wants it.
Develop a sense of urgency around
the need for change. This may help
you spark the initial motivation to get
things moving”
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STATUS QUOCHANGE
Creating a Sense
of UrgencyStep 1
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Help the teams see…
STATUS QUOCHANGE
How is this different to the past?
Why do I want to go here?
What are the benefits?
What will happen if we stay
here?
What’s going wrong?
What are the threats?
Creating a Sense
of UrgencyStep 1
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Creating the Guiding CoalitionStep 2
Putting together a group with a enough
power to lead the change.
Ensuring there is a
powerful group, with
the appropriate
leadership skills,
credibility &
authority to guide
the change process
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Who’s on your sideMapping it out….
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Stakeholder Mapping
Level of Interest
Le
ve
l of P
ow
er
/ In
flu
en
ce
Low High
Low
Hig
h
Key PlayersManage
closely
Keep
SatisfiedInvolve
Keep
InformedConsult /keep
informed
Minimal effortMonitor
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“if you want to go fast, go alone. If you want to go far, go together”
African proverb quoted by Al Gore
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Who are your stakeholders
Think of an issue you have and would like to address,
or an improvement project you’re working on, who are
your stakeholders?
15 minutes
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Developing a Change VisionStep 3
How the future will
be different from
the past - VISION
• Imaginable
• Feasible
• Desirable
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Posters
Meetings
Presentations
Announcements
Blog
Frequent
Website
One to Ones
Ensure that as
many people
understand and
accept the vision
Step 4Communicating the Vision for
Buy-in
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Simple
Vivid
Repeatable
Inviting
Communicating the
Vison for Buy-InStep 4
Make your vision…
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Selling the change….
• People need to understand what you are talking about.
• People must feel emotionally why the change is critical.
• People must trust the source.
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TO SELL IS HUMAN
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To Sell is Human
• We’re all in sales now
• Over 40% of most jobs spent on selling – influencing, persuading and convincing
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The Six Pitches
SIX TYPES OF PITCHES
BEFORE YOU DO ANY OF THEM
0504030201
PixarOne-word Question Rhyming Subject Line Twitter
What do you want them to do
What do you want them to know
What do you want them to feel
? ??
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One Word
What technology company do you think of when you hear the word search?
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The Question Pitch
“Are you better off now than you were four years ago?”
When facts are clearly on your side, pitching with questions is more effective than pitching with a statement. Ohio State University.
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“If it doesn’t fit……you must acquit…”
“No Joke if you choke”
Speech and Language Therapy – Swallow assessment training
“Space on the Plate is Great”
Dietitians work on not overwhelming patients with food on a Dementia care ward
“Red to Green gets you seen”
Reducing hospital length of stay on hospital ward
Rhyming Pitch
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Subject Line
• Most important thing is who sent it
• Next the subject line
• Research found 3 reasons how people prioritise:
- Utility- Curiosity- Specificity
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Can you summarize your idea / project / plan in 140 characters?
Twitter Pitch
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01 02 03Once Upon A Time
Every Day One Day
0405& Because Of That,& Because Of That
Until Finally
Pixar Pitch
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The Pixar Pitch
1 3 5
2 4
Once Upon A Timethere was a widowed fish named Marlin
who was extremely protective of his only son, Nemo.
Every DayMarlin warned Nemo of the ocean’s
dangers and implored him not to swim far away.
One Dayin an act of defiance, Nemo
ignores his father’s warnings and swims into open water.
Because Of Thathe is captured by a diver and ends up as a pet in the fish tank of a dentist.Because Of ThatMarlin sets off on a journey to recover Nemo….
Until FinallyMarlin and Nemo find each other, reunite, and learn that love depends on trust.
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I Have a Dream….
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MLK video
https://www.youtube.com/watch?v=3vDWWy4CMhE
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CIVIL RIGHTS LEGISLATION: THE CASE FOR TRANSFORMATION
Presented by:
Dr Martin Luther King
1963
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WHAT I WILL COVER TODAY
• Background
• Key issues
• Previous actions against KPIs
• Performance to date
• KPIs moving forward
• Next steps
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BACKGROUND & OVERVIEW
Mission statement and action plan of USA
The Declaration of Independence (1776)
• Clear objective and target identified that all men are created equal
• Creator provides for certain “Rights” e.g. Life, Liberty, and the pursuit of Happiness.”
• The Constitution of the United States (1781, 1787)
KEY CONCLUSION
• Current progress suggest that a number of key KPIs continue to be missed
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CURRENT STATUS
• Implementation in some areas of Laws that are counter to key objectives
• racial segregation in all public facilities in southern states of the former Federacy (noted in red on map).
• Culture in southern states has developed that focusses upon: “Separate but equal”
• Evidence suggestions that emphasis is placed on ‘separate’ and ‘equal’ has not been achieved in many areas
• This raises serious issues regarding equity and perceptions of unfairness that must be addressed
• Ending segregation laws in south must be seen as vital first step in transformation programme.
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Our key
objective
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STRATEGY FOR ACHIEVING GOALS
• Focus on faith and belief
• Need to ensure consistent message and support for each other
• Use of prayer
• Acceptance that going to prison may be required to achieve vision
• Use of new mission statement: “Let freedom ring”
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KEY MILESTONES – GET EVERYONE EXCITED WITH A COMPLICATED GANTT CHART
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SUMMARY OF INITIAL FIRST STEPS
Check in with audience:
Who is inspired by this preparation to risk everything to achieve goals outlined?
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Connect to their emotions, Not rationale!
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Communicating the Vision
Refer to the handouts on 6 types of pitch…
• Give it a go…
• How will you get your message across….
• Capture your ideas on flip charts so we can
share with the rest of the room
15 minutes and then we will share
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Getting rid of obstacles
to change
Step 5 Empowering Others to Act
Changing systems
or structures that
undermine the
vision
Encouraging risk taking
and non traditional ideas,
activities, and actions
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Step 6Planning and Creating Short
term wins
Nothing Motivates
more than success
Identify
Improvements
Create Visible
Success as soon as
possible
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Consolidate Gains and Produce more change
• Keep up the urgency level
• Keep modelling the behaviours
• Celebrate Success
• Share information to convince others
• Reward and encourage
Step 7 Don’t Let Up!
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• Communicate the
improvements made
• Communicate the benefits
achieved
• Communicate where you
were and where you are now
Step 8 Embed New Approaches
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People and change
The Change Journey
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Signs of Grieving
Anger
Resistance
Exploration
Denial Commitment
Expect and accept signs of grieving
‘Well I guess we have to make the best of it’
It won’t affect me
What is so bad about the way things are around here?
Source: Elisabeth Kubler-Ross
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Discussion
At your tables discuss how you would support staff and
team members at each stage of the change journey.
• What would you do?
• What should you avoid doing?
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Signs of Grieving
Anger
Resistance
Exploration
Denial Commitment
Expect and accept signs of grieving
‘Well I guess we have to make the best of it’
It won’t affect me
What is so bad about the way things are around here?
Source: Elisabeth Kubler-Ross
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Resistance should be Understood
Not Overcome
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“I don’t get
it…!”
“I don’t like
it…!”
“I don’t like
you…!”
Rick Maurer: 3 levels of resistance
Lack of information, disagreement with data,
lack of exposure to critical information,
confusion over what it means.
An emotional reaction to change where we may
stop listening as we feel our survival is at stake.
They don’t trust you or may not have confidence
in your leadership; may love the change, but are
resisting you or those you represent.
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2
3
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“I don’t get
it…!”
“I don’t like
it…!”
“I don’t like
you…!”
Turning Resistance into Support
Make your case – explain why something must
be done; present the change using language
they understand; communicate in many different
ways
Remove fear & create excitement – emphasize
what’s in it for them; get them engaged; be
honest.
Rebuild damaged relationships – take
responsibility; keep commitments; find ways to
spend time together. Listen to the other side
and admit if you are wrong.
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2
3
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1 4
Things we can currently do,
and will still be able to do
I don’t know how big a deal this change really is…
2 3
Things we can’t currently do, and won’t be
able to do
Things we can currently do, butwon’t be able to
do
Things we can’t currently do, but
will be able to do
Jason Clarke – embracing change © NHS Elect
I don’t know how big a deal this change is……Introduction of mobile working tablets for community nurses
Spend loads of time travelling to & from base, get stuck in traffic, work late into the night
Still be with our patients, still have our own case loads, still link with GPs, still be able to refer direct to therapies
Prescribe lots of different treatments, go home early on a Friday, kill our patients
Spend more time on patient care, deliver better care
We
cu
rre
ntly d
o
No
Y
es
In the future, we will be able to
No Yes
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Adopter Categories
Innovators
EarlyAdopters
EarlyMajority
LateMajority Laggards
Source: Rogers
2.5% 13.5% 34% 34% 16%
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William BridgesUnderstanding Transition
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Change is situational: new site, new boss, new team roles, new policy
Transition is the psychological process people go through to come to terms with new situations
‘Change’ and ‘Transition’ are not the same
Change is external, transition is internal
Source: Bridges, W. (1995) Managing transitions: Making the most of change, Nicholas Brearley, London
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William BridgesModel of Transition
NEUTRAL ZONE
BEGINNING
ENDING
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Managing endings
•Expect signs of grieving
•Help everyone to understand why
•Identify who’s losing what
•Mark endings
•Treat past with respect
•Let people take a piece of old way with them
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Video
The first follower………..
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3 Three things I have learnt or been reminded of today
2Two concepts or ideas that I intend to start or continue using in my work and organisation
.
1One thing that had the most impact on me during this Workshop
Action planning
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We are going to share this one
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References
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Beyond the Wall of Resistance, Revised 2nd Edition: Why 70% of All Changes Still Fail--And What You Can Do about It Paperback 2010by Rick Maurer
Our Iceberg is Melting: Changing and Succeeding Under Any Conditions Hardcover –2017by John Kotter & Holger Rathgeber