Helen BevanChief Transformation Officer
@HelenBevan
Curating knowledge and making connections
of the future
@HelenBevan
SEISMIC SHIFTS
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
@HelenBevan
DIGITALCONNECTION
SEISMIC SHIFTS
@HelenBevan
Work complexity
SEISMIC SHIFTS
DIGITALCONNECTION
@HelenBevan
DIGITALCONNECTION
SEISMIC SHIFTS
Hierarchical
power
Work complexity
@HelenBevan
DIGITALCONNECTION
SEISMIC SHIFTS
Hierarchical
power
Work complexityChange from the edge
@HelenBevan
http://www.slideshare.net/Openpolicymaking/policy-lab-slide-share-introduction-final
@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
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
People who are highly connected have twice as much power to
influence change as people with positional power
Leandro Herrerohttp://t.co/Du6zCbrDBC
“I have some Key Performance
Indicatorsfor you”
or
“I have a dream”
Source: @RobertVarnam
@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
@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
@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
@HelenBevanSource : Lois Kelly www.rebelsatwork.com
There’s a big difference between a rebel and a troublemaker
Rebel
@HelenBevan
Reflection• What are your insights around “rebels” and
“troublemakers”?• What moves people from being “rebel” to
“troublemaker”?• How do we protect against this?
@HelenBevanSource : Lois Kelly www.rebelsatwork.com
There’s a big difference between a rebel and a troublemaker
Rebel
@HelenBevan For more information/explanation visit: http://linkis.com/www.oscarberg.net/20/QwGqW
@HelenBevan
Is your change process a cathedral or a bazaar?
http://www.unterstein.net/su/docs/CathBaz.pdf
@HelenBevan
We have a lot of cathedrals
Source: Sewell (2015) : Stop training our project managers to be process junkies
@HelenBevan
What are the biggest opportunities for change agents in our system?
• As bridge builders between disconnected groups
• As curators and sharers of knowledge
@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
@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
@HelenBevan
@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
@HelenBevan
Connections as the new documentation
Source of image:Flickr user acaben
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”
21,000 active usersActivists from 120
countries@theedgenhs:
500,000+ Twitter impressions
@HelenBevan #Expo15NHS #EdgeTalks @HelenBevan @JodiOlden
4pm - 4pm, 27-28th January 2016
@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
@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
@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