1. Jackie Lynton Head of @jackielynton Disruption an agent of
constructive .. Health Education East Midlands 2. Operate at the
edge of current thinking and change Share the disruptive power of
connecting, leading edge knowledge, transformation and innovation
Connect people to people, to help health and care to think
differently about the rules of change and make sense of it in their
own context Horizons Group Small team @jackielynton 3. The future
starts on the fringe (not in the mainstream). Gary Hamel The future
has already happened, its just unequally distributed. William
Gibson @jackielynton 4. Its hard to out-run the future if you dont
see it coming. Future FUTURE @jackielynton Context is King in
change and improvement 5. Themes I would like to talk about Lessons
in accelerating change Successes and Failures in accelerating
change Creating an environment for contagious commitment to change
Getting in touch with our intention, a personal experience
@jackielynton 6. Disruptors don't have to discover something new;
they just have to discover a practical use for new discoveries. Jay
Samit, Disrupt You!: Master Personal Transformation, Seize
Opportunity, and Thrive in the Era of Endless Innovation
@jackielynton 7. Tomorrows management systems will need to value
diversity, dissent and divergence as highly as conformance,
consensus and cohesion. Gary Hamel@jackielynton 8. is the new
normal! Without risks, there can't be breakthroughs. ...
Everywhere, the rate of change is so fast... Peter Diamandis Image
by neilperkin.typepad.com @jackielynton 9. Convention is the enemy
of change 10. Avedis Donabedian Father of quality and safety
Ultimately, the secret of quality is love. If you have love, you
can then work backward to monitor and improve the system. 11.
Tactic for disruptors: Out-love everyone else Source of image:
Bradley Burgess 12. Combine top down and bottom up and across
Embody new ways of working Allow voice and influence Progres s real
work Accelerating Change C Julie Beedon 2013, including material
from Building evidence based Guide to 13. How we go about
improvement needs to dependent on the attributes of adaptive change
Complex Adaptive Systems An adaptable organisation is one that
captures more than its fair share of new opportunities. Gary
Hamel@jackielynton 14. Large organisations dont worship
shareholders or customers, they worship the past. If it were
otherwise it would take a crisis to set a company on a new path.
Gary Hamel @jackielynton 15. Quality assurance Quality improvement
Quality control 3 balls @jackielynton 16. The Change Model
www.changemodel.nhs.uk 17. We all have difference aspect of
improvement that are our pet likes 18. 0 1 2 3 4 5 6 7 8 9 10 Our
shared purpose Spread of innovation Improvement methodology
Rigorous delivery Transparent measurement System drivers Engagement
to mobilise Leadership for change What's our prognosis for this
asthma pathway project? 19. How do you bring a 'creative take' to
improvement? NHS @jackielynton 20. Why is change needed and what
needs to change? 21. People dont resist change They resist being
changed 22. Why do we need to change and what needs to change? 23.
What are your biggest opportunities as agents of disruptive change?
@jackielynton HEEM 24. Mobilising & organising - theory of
change PEOPLE Developing leadership POWER Building community to
create power CHANGE Using this power to address a challenge and
creating the capacity for change Improvement Change Agent Network
ihi.org/ICAN Image: from Jessica Perlo@jackielynton people acting
together to change the status quo 25. What lights the fire in your
belly and makes you feel passionate and determined to make change
happen? 26. Frame the change you want to see The story of Fredrick
@jackielynton 27. Must do Want to do Kotter: From have to to want
to We wont create big change through hierarchy on its own 28. Here
have some of mine! My Power Power Shifting positional power to
relational 29. 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) @jackielynton 30. Core
components of framing Diagnostic framing - aims to identify the
problem that the movement will address and attribute the problem to
a specific source or sources Motivational framing - typically
stresses urgency and an overall duty of/ call for action that
connects with the motivational and emotional drivers of the
audience Prognostic framing - relates to the creation of a plan of
attack and clear strategies for carrying out the plan 31. What can
you see in this scan? 32. Harvard researchers put a gorilla image
on this lung scan 33. What proportion of the radiologists who
reviewed this scan actually saw the gorilla? 90% 25% 17% 80% 9% 60%
34. What proportion of the radiologists who reviewed this scan
actually saw the gorilla? 90% 25% 17% 80% 9% 60%
http://www.npr.org/blogs/health/2013/02/11/171409656/why-even-radiologists-can-miss-a-gorilla-hiding-in-plain-sight
35. Sense making - patterns Rehearse alternate futures. Its not
enough to spot trends, you have to think through their implications
and how theyll interact. GH 36. Top secrets for conquering
rejection Rejection doesnt mean you are not good enough, it means
the other person failed to notice what you have to 37. #1 - Instead
of avoiding rejection ..increase it 38. #2. Dont take it
personally, its not about you! Michelle 39. #3 Respond positively.
Dont take it badly! Your so amazing! @jackielynton 40. #4 See NO as
an opportunity. Value it Sales industry 41. 80% of sales are made
on the fifth to twelfth #5 Make it a personal performance target
See how many Nos you get this week 42. #6 Understand that No doesnt
mean never. Im going to a go for no! 43. A life without curiosity
is quite simply a boring life. The cure for boredom is curiosity.
But there is no cure for curiosity. Dorothy Parker 44. Curiosity is
really another way of saying - I like to ask questions.
@jackielynton 45. Source : Lois Kelly www.rebelsatwork.com Theres a
big difference between trouble maker and rebel Rebel Curious 46. We
need rebels! The principal champion of an improvement initiative,
cause or action Rebels dont wait for permission to lead, innovate,
strategise They are responsible; they do what is right They name
things that others dont see yet They point to new horizons Without
rebels, the storyline never changes Source : @PeterVan
http://t.co/6CQtA4wUv1 47. Five questions we should ask ourselves
about purpose 1.What CONFRONTS me? (What tigers do I need to face:
boats I need to rock - a tough decision, a difficult person?)
2.What am I BRINGING? (What is my history with this situation, my
expectations, my hopes and fears, my predictions?) super power
3.What RUNS me? (What is my default way of handling things like
this? How am I on automatic without realizing it? How am I limiting
my options?) unconscious, self aware 4.What CALLS me? (What inside
me yearns to find greater expression in my life and work? What is
the need out there in the world that needs the best of who I am?)
5.What will UNLEASH me? (Ive had insights before. What will make
this experience different? What am I curious about?) 48. Image
from: @TheWorldStories Change the world 49. Creating a space for
getting ready for change Invitation to thinking differently about
change Share the collective wisdom of people in the room 5 minutes
of wisdom Overview 50. pounds 51. Strong sense public service and
community 52. 1986 1. I did not feel heard or supported 2. Let down
by my profession 3. I felt powerless 4. I was part of a
hierarchical system that didnt protect vulnerable 53. When you hit
up against this wall, how do you feel? 54. Motivation goes down 55.
Always fighting for change, speaking out, wanting to improve things
and make a difference 56. Lean in to your own discomfort 57. This
picture was taken from my hotel window in Scotland, when I asked
myself some of the most important questions. Lock Linnhe, Fort
William, Highlands of Scotland 58. Knowing your purpose Whats my
purpose and whats important to me 59. It wasnt about trying to move
the mountain it was about climbing it Together/WeAlone/Me 60. 30
years on 1. Staff didnt feel heard checked out 2. Compliance over
commitment 3. Staff not feeling permission to make to make changes
61. Can I really make the change? Will the system really ALLOW me?
Self efficacy FEAR 62. When your leading change its not just about
me, its about how I work with others 1. Cut on the dotted line 2.
Rotate 180 degrees 63. Creating power through connections and
building relationships (super power) 64. Now I dont! Now I bring my
authentic, curious, radical, risktaking, out-loving, sometimes
failing, having had lots of failures self ..so I can do my best
work Improvement was about programmes and projects 65.
#NHSChangeDay #SHCRchat 66. NHS Change Day - Making a difference
The more you do what you love is the more energy you have
Leadership Freak 67. approach to improvement 68. NHS as a social
movement 69. A global movement was born
https://www.youtube.com/watch?v=inHc1NgohuA 70. Do you want to..
Impress OR Inspire 71. Quote from Chloe I was inspired by the
caring, creative and committed individuals I met in the NHS and
realised I need to fulfil a sense of purpose in using my skills and
passion in helping others. I want 72. Power divided is power shared
Power without positive action is just an ego Jackie Lynton The way
to get power is by actually sharing it. 73. @HelenBevan
@JackieLynton #mixmashup Ways to connect with us! 1. Follow on
Twitter @Jackie Lynton [email protected] 2. Subscribe to
3. The School for Health and Care Radicals: @School4Radical
TheEdge.nhsiq.nhs.uk
