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Helen BevanChief Transformation Officer
@HelenBevan
Curating knowledge and making connections
of the future
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@HelenBevan
SEISMIC SHIFTS
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Kinthi Sturtevant, IBM 13th
annual Change Management Conference
June 2015
We rarely see two, three or four year change projects anymore. Now it’s 30-60-90 day change
projects
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@HelenBevan
DIGITALCONNECTION
SEISMIC SHIFTS
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@HelenBevan
Work complexity
SEISMIC SHIFTS
DIGITALCONNECTION
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@HelenBevan
DIGITALCONNECTION
SEISMIC SHIFTS
Hierarchical
power
Work complexity
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@HelenBevan
DIGITALCONNECTION
SEISMIC SHIFTS
Hierarchical
power
Work complexityChange from the edge
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@HelenBevan
http://www.slideshare.net/Openpolicymaking/policy-lab-slide-share-introduction-final
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@HelenBevan
Jeremy Heimens TED talk “What new power looks like” https://www.youtube.com/watch?v=j-S03JfgHEA
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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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
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People who are highly connected have twice as much power to
influence change as people with positional power
Leandro Herrerohttp://t.co/Du6zCbrDBC
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“I have some Key Performance
Indicatorsfor you”
or
“I have a dream”
Source: @RobertVarnam
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@HelenBevan
is the new normal!“Tomorrow’s management systems will need to value
diversity, dissent and divergence as highly as
conformance, consensus and cohesion.”
Gary Hamel
Image by neilperkin.typepad.com
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@HelenBevan
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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@HelenBevan
We need to create more 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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@HelenBevanSource : Lois Kelly www.rebelsatwork.com
There’s a big difference between a rebel and a troublemaker
Rebel
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@HelenBevan
Reflection• What are your insights around “rebels” and
“troublemakers”?• What moves people from being “rebel” to
“troublemaker”?• How do we protect against this?
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@HelenBevanSource : Lois Kelly www.rebelsatwork.com
There’s a big difference between a rebel and a troublemaker
Rebel
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@HelenBevan For more information/explanation visit: http://linkis.com/www.oscarberg.net/20/QwGqW
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@HelenBevan
Is your change process a cathedral or a bazaar?
http://www.unterstein.net/su/docs/CathBaz.pdf
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@HelenBevan
We have a lot of cathedrals
Source: Sewell (2015) : Stop training our project managers to be process junkies
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@HelenBevan
What are the biggest opportunities for change agents in our system?
• As bridge builders between disconnected groups
• As curators and sharers of knowledge
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@HelenBevan
Improvement teams will move from “bench
scientists” (programme managers) to knowledge leaders and connectors
http://connect.forwardmetrics.com/business-management/the-strength-within.html
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@HelenBevan
Because there’s a problem….
Source of quote: Harold JarcheSource of image: http://gotcll.com/about-2/
Gettinginformation off the
internet is like taking a drink from a fire hydrant
Mitchell Kapor
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@HelenBevan
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@HelenBevan
What is the best way to spread new knowledge?
Source of data: Nick Milton http://
www.nickmilton.com/2014/10/why-knowledge-transfer-through.html
Social connection/discussion is 14 times more effective
than written word/best practice
databases/toolkits etc.
Source of image: www.happiness-one-quote-time.blogspot.com
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@HelenBevan
Connections as the new documentation
Source of image:Flickr user acaben
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Source: Oliver Benson
If you’re a programmer, you don’t even bother reading the manual, you simply
use stackoverflow to answer all your questions”
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21,000 active usersActivists from 120
countries@theedgenhs:
500,000+ Twitter impressions
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@HelenBevan #Expo15NHS #EdgeTalks @HelenBevan @JodiOlden
4pm - 4pm, 27-28th January 2016
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@HelenBevan
1. Follow on Twitter @HelenBevan @NHSIQ
2. Subscribe to
3. Get materials from The School for Health and Care Radicals: www.theedge.nhsiq.nhs.uk/school
4. Sign up for “Edge Talks”
TheEdge.nhsiq.nhs.uk
Four ways to connect!
@School4Radicals@TheEdgeNHS
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@HelenBevan
References and linksBaron 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 SlideShareDiaz-Uda A, Medina C, Schill E (2013) Diversity’s new frontierFuda P (2012) 15 qualities of a transformational change agentGrant, 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 dieJarche, H (2013) Rebels on the edges
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@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/healthcareradicalsShinners C (2014) New Mindsets for the Workplace Web Stoddard J (2014)The future of leadershipWilliams B (2014) Working Out Loud: When You Do That… I Do This Weber Shandwick (2014) Employees rising: seizing the opportunity in employee activismVerjans S (2013) How social media changes the way we work together
References and links