@HelenBevan

How to be a great change agent

Helen Bevan

Chief Transformation Officer @HelenBevan

and staying in it:

You can download this talk at: http://www.slideshare.net/NHSIQ/helen-bevans-plenary-talk-for-nfkh

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“New truths begin as heresies” (Huxley, defending Darwin’s theory of natural selection)

Source of image: installation by the artist Adam Katz www.thisiscolossal.com

Via @NeilPerkin

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Starts on the fringe

(at the edge)

Starts with the activists Gary Hamel

always

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Source: Gary Hamel

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Source:@Alfacarlo

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SEISMIC SHIFTS

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SEISMIC SHIFTS

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SEISMIC SHIFTS

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SEISMIC SHIFTS

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SEISMIC SHIFTS

Change from the edge

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Leading change in a new era

Dominant approach Emerging direction

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Leading change in a new era

Dominant approach Emerging direction

Most health and care transformation

efforts are driven from this side

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John Kotter, the most influential thought leader globally, recognises new approaches are needed

FROM

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John Kotter: “Accelerate!”

• We won’t create big change through hierarchy on its own

• We need hierarchy AND network

• Many change agents, not just a few, with many acts of leadership

• At least 50% buy-in required

• Changing our mindset

• From “have to” to “want to”

TO

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From “have to” to “want to”

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

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Unleashing the spirit of the volunteer

You may be able to ‘buy’ a person’s back

with a paycheck, position, power or fear but a

human being’s genius, loyalty and tenacious

creativity are volunteered only.

The world’s greatest problems will be solved

by passionate, unleashed ‘volunteers’

Stephen Covey, Turn the ship around, via @MarkGraban

Source of image: www.volunteerweekly.org

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The Network Secrets of Great Change Agents Julie 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

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People who are highly connected have twice as much power to

influence change as people with positional power

Leandro Herrero

http://t.co/Du6zCbrDBC

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is the new normal!

“By questioning existing ideas, by opening new fields for action, change agents actually help

organisations survive and adapt to the 21st Century.”

Céline Schillinger

Image by neilperkin.typepad.com

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What happens to heretics/radicals/rebels/mavericks

in organisations?

Source of image: findingmyself.net

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

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Ostracism is experienced in the brain as deeply as physical pain

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What is a rebel?

•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

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We need boatrockers!

• Rock the boat but manage to stay in it

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

• 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

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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

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

we surrender a part of ourselves, and silence our commitment, in order to survive

Source: adapted from Debra E Meyerson

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@HelenBevan

@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

we surrender a part of ourselves, and silence our commitment, in order to survive

2. leave the organisation

Source: adapted from Debra E 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

we surrender a part of ourselves, and silence our commitment, in order to survive

2. leave the organisation

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

Source: adapted from Debra E 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

we surrender a part of ourselves, and silence our commitment, in order to survive

2. 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 radical and self-defeating

Source: adapted from Debra E 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

we surrender a part of ourselves, and silence our commitment, in order to survive

2. 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 radical and self-defeating

this just confirms what we already know – that we don’t belong

Source: adapted from Debra E Meyerson

@HelenBevan Source : Lois Kelly www.rebelsatwork.com

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

Rebel

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Reflection

• What are your insights around “rebels” and “troublemakers”?

• What moves people from being “rebel” to “troublemaker”?

• How do we protect against this?

@HelenBevan Source : Lois Kelly www.rebelsatwork.com

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

Rebel

@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

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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

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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

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"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

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“Being” as a change agent

Personal characteristics and qualities

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Change begins with me

Source of image: jasonkeath.com

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1. able to join forces with others to create action

2. able to achieve small wins which create a sense of hope, possibility and confidence

3. More likely to view obstacles as challenges to overcome

4. strong sense of “self-efficacy” belief that I am personally able to create the change

Four things we know about successful

boat rockers

Source: adapted from Debra E Meyerson

CHANGE

me

BEGINS WITH

@HelenBevan

Self-efficacy

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

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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)

@HelenBevan

Building self-efficacy: some tactics

1. Create change one small step at a time

2. Reframe your thinking:

• failed attempts are learning opportunities

• uncertainty becomes curiousity

3. Make change routine rather than an exceptional

activity

4. Get social support

5. Learn from the best

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

@HelenBevan @HelenBevan

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

@HelenBevan @HelenBevan

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

@HelenBevan @HelenBevan

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

@HelenBevan @HelenBevan

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

@HelenBevan @HelenBevan

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

Make it a personal PERFORMANCE target.

@HelenBevan @HelenBevan

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

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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

@HelenBevan @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 @HelenBevan

Being a great change agent is about knowing, doing,

living and being improvement

@HelenBevan @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 @HelenBevan

Key tactic : Out-love everyone else

Source of image: Bradley Burgess

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“Tomorrow’s management systems

will need to value diversity, dissent and

divergence as highly as conformance, consensus

and cohesion.”

Gary Hamel

Source of image: www.fastcompany.com

@HelenBevan @HelenBevan

@HelenBevan @HelenBevan

As you create your roadmap for the future, make sure you are part of the

steamroller, not part of the road Saavik Wilcox-Hamilton

Source of quote: http://slidesha.re/1B6jrZw

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@HelenBevan @HelenBevan

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References and links Baron A (2014) Preparing for a changing world: the power of relationships

Battilano J, Casciaro T (2013) The network secrets of the great change agents Harvard Business Review, July-August

Bevan H, Plsek P, Winstanley (2011) Leading Large Scale Change - Part 1, A Practical Guide

Bevan H (2011) Leading Large Scale Change - Part 2, The Postscript

Bevan H, Fairman S (2014) The new era of thinking and practice in change and transformation, NHS Improving Quality

Change Agents Worldwide (2013) Moving forward with social collaboration SlideShare

Diaz-Uda A, Medina C, Schill E (2013) Diversity’s new frontier

Fuda P (2012) 15 qualities of a transformational change agent

Grant, M (2014) Humanize: How people centric organisations succeed in a social world http://prezi.com/usju20i0nzhd/humanize-how-people-centric-organizations-succeed-in-a-social-world/ Hamel G (2014)Why bureaucracy must die

Jarche, H (2013) Rebels on the edges

@HelenBevan @HelenBevan

Jarche H (2014) Moving to the edges

Kotter J (2014) Accelerate! Harvard Business Review Press

Merchant N (2013) eleven rules for creating value in the social era

Llopis G (2014) Every leader must be a change agent or face extinction

Meyerson D (2001) Tempered Radicals: how people use differences to inspire change at work Harvard

Meyerson D (2008) Rocking the boat: how to effect change without making trouble Harvard BP

Perkins N (2014) Bats and pizzas (agility and organisational change)

Schillinger C (2014) Top-Down is a Serious Disease. But It Can Be Treated

School for health and Care radicals (2014) www.changeday.nhs.uk/healthcareradicals

Shinners C (2014) New Mindsets for the Workplace Web

Stoddard J (2014)The future of leadership

Williams B (2014) Working Out Loud: When You Do That… I Do This

Weber Shandwick (2014) Employees rising: seizing the opportunity in employee activism

Verjans S (2013) How social media changes the way we work together

References and links