What eHealth leaders and activists can learn from social ... · 11 building blocks for change:...
Transcript of What eHealth leaders and activists can learn from social ... · 11 building blocks for change:...
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@HelenBevan #HIC17
What eHealth leaders and activists can learn from social movements
Dr Helen Bevan@HelenBevan @HISA_HIC #HIC17
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@HelenBevan #HIC17
The Horizons team:Change agents and change agency
• A small, diverse team of people within the English National health Service that supports change agents and builds change agency
• We tune into the latest change thinking and practice in healthcare and other industries around the world
• The team has emerged through years of supporting change in the NHS and the wider health and care system
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@HelenBevan #HIC17
“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
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What do successful social movements do?
• Define the change they want to see
• Identify the pillars of power
• Create a spectrum of allies
• Seek to attract not overpower
• Build a plan to survive victory
Source: Satell G (2017) How to create
transformational change, according to the world’s
most successful social movements
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“We must act with all due alacrity [speed/swiftness], yet also with the thoughtfulness
and seriousness of purpose appropriate to meaningful action”
Dr Martin Luther King Jr.
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@HelenBevan #HIC17
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If we want people to take action, we have to connect with their emotions through values
action
values
emotion
Source: Marshall Ganz
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“I have some KPIs for
our digital journey”
or
“I have a
dream”
Source: @RobertVarnam
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“Because we want to, not because we have to”
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14,000 contributions identified 10 barriers to change:
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”
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Front line teams get inundated with high priority messages from leaders each day, making it difficult for them to know what to focus on
Increasing number of messages as information cascade through
the organisation
Source: adapted from http://businessjournal.gallup.com/content/162707/change-initiatives-fail-don.aspx
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Identify the pillars of power
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We still organise health and care like the Tabulating Machine Co. of 1917
Source of image: @corp_rebels
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Jeremy Heimens, Henry TimmsThis is New Power
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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Create a spectrum of allies
Source of image: Greg Satell
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WHO will make the change happen?
List A• The Digital Transformation
Delivery Board
• The programme sponsors
• The Programme Management Office
• The Digital Transformation work stream leads
• The Clinical Leads
• The Directors of participating functions
• The Change Facilitators
Source: adapted by Helen Bevan from Leandro Herrera
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WHO will make the change happen?
List B• The mavericks and rebels
• The deviants (positive). Who do things differently and succeed
• The nonconformists who see things through glasses no one else has
• The hyper-connected who spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on
• The hyper-trusted. Multiple reasons, doesn’t matter which onesSource: adapted by Helen Bevan
from Leandro Herrera
List A• The Digital Transformation
Delivery Board
• The programme sponsors
• The Programme Management Office
• The Digital Transformation work stream leads
• The Clinical Leads
• The Directors of participating functions
• The Change Facilitators
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@HelenBevan #HIC17
List A• The Digital Transformation
Delivery Board
• The programme sponsors
• The Programme Management Office
• The Digital Transformation work stream leads
• The Clinical Leads
• The Directors of participating functions
• The Change Facilitators
WHO will make the change happen?
List B• The mavericks and rebels
• The deviants (positive). Who do things differently and succeed
• The nonconformists who see things through glasses no one else has
• The hyper-connected who spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on
• The hyper-trusted. Multiple reasons, doesn’t matter which ones
Source: adapted by Helen Bevan from Leandro Herrera
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@HelenBevan #HIC17
What’s the evidence?
The failure of large scale transformational change projects
is rarely due to the content or structure of the plans that are put
into action
http://iedp.com/articles/vertical-leadership/?utm_source=Sign-Up.to&utm_medium=email&utm_campaign=13787-257163-Campaign+-+01%2F09%2F2016
Source: David Dinwoodie (2015)
It’s much more about the role of informal networks in
the organisations and systems affected by change
To make large scale change happen we should connect
networks of people who ‘want’ to contribute
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Mark Jaben on the science behind resistance
What NOT to do
But what we do do
Engage people here
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Mark Jaben on the science behind resistance to change
What NOT to do (but what we usually do)
We don’t need buyers (who “buy-in” to change)We need investors
What TO do
Engage people here
Engage people here
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Seek to attract not overpower
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To enable change, connect with the 3%
Just 3% of people in the organisation or
system typically drive conversations
with 90% of the other people
Source: research by Innovisor
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• Did we accomplish the goal we were trying to accomplish?
• Did our community grow stronger? (create capacity; new power – power we didn’t have before)
• Did individuals involved in the whole effort learn, grow and develop their capacity to organise with others?
How would we know if our digital transformation efforts were successful from a social movement perspective?
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14,000 contributions identified 11 building blocks for change:
Inspiring & supportive leadership
Collaborative 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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After years of intensive analysis, Google discovered that the key to high
performing teams that deliver change is being nice
Project Aristotle: https://www.youtube.com/watch?v=UfGiCnhdU78&feature=youtu.be&list=PLHEw3ja-
xoaZybvz9f0b1_6bJyG7zZO6L
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“If we take care of the relationships, the results will
follow”Chip Bell
Bridge building leaders