@helenbevan

Making transformation happen: creating the conditions

@HelenBevan

@helenbevan

The Horizons team:Change agents and change agency

• A small, diverse team of people within the NHS 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 –translating this learning into practical approaches to change

• The team has emerged through years of supporting change in the NHS and the wider health and care system

@helenbevan

Change is changing

@helenbevan

Kinthi Sturtevant, IBM

13th annual Change Management Conference

We rarely see two, three or four year change projects any more. Now it’s 30-60-90 day

change projects

@helenbevan

Change is changing

@helenbevan

@helenbevan #HEAconf17

To stay in touch, connect with the 3%

Just 3% of people

in the organisation

or system typically

drive

conversations with

85% of the other

people

Source: research by Innovisor

@helenbevan

What is the best way to spread new knowledge?

Source of data: Nick

Milton http://www.nickmilton.com/2014/1

0/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

http://www.nancydixonblog.com/2017/07/the-hidden-knowledge-problem-in-organizations.html

@helenbevan

Change is changing

@helenbevan

We still organise health and care like the Tabulating Machine Co. of 1917

Source of image: @corp_rebels

@helenbevan

Source: Innovisor

@helenbevan

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

@helenbevan #HEAconf17

The Network Secrets of Great Change Agents

Julie Battilana &Tiziana Casciaro

As a change agent, my centrality in the informal network is more important

than my position in the formal hierarchy

@helenbevan

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

To make transformational change happen we need to connect networks

of people who ‘want’ to contribute

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

@helenbevan #HEAconf17

Mark Jaben on the science behind resistance

What NOT to do

But what we do do

Engage people here

@helenbevan #HEAconf17

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

@helenbevan

The predominant approach in recent years has been STRUCTUREbut globally there is a big shift towards AGENCY

The dilemma at the heart of change

@helenbevan

AGENCY is about power

• The capacity of individuals to make their own choices and to take action in a given environment

• Words that are connected to agency:

• Action

• Activity

• Effect

• Influence• Power• Choice

@helenbevan

Source: @NHSChangeDay

@helenbevan

Source: @NHSChangeDay

@helenbevan

Source: @NHSChangeDay

Problematic: changing a

“permission culture” can take years

The good news: we can usually build agency much more

quickly

@helenbevan

Individual AND collective agency

Individual agency:People get more power and control in their own lives: patient activation, shared decision-making

and self-care

Collective agency: People act together, united by a common cause, harnessing the

power and influence of the group and building

mutual trust

@helenbevan

Building agency for large scale change

We do not become transformed alone, we become transformed when we’re in relationship

with others

Hahrie Han

Source of image: Idahoc Community Action

@helenbevan

http://biggerboat.org/exploring-moodocs/MOODOCs(Massive, Online, Open, Disease Oriented Communities)

@helenbevan

New Public Passion:

a growing global

movement

@helenbevan

Big drive to bring social movement thinking and practice into delivery

@helenbevan #HEAconf17

The Change Challenge

Tapping the collective brilliance of the NHS

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

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

@helenbevan

After years of intensive analysis, Google discovered that the key to high

performing teams that deliver change is psychological safety (being nice)

Project Aristotle: https://www.youtube.com/watch?v=UfGiCnhdU78&feature=youtu.be&list=PLHEw3ja-

xoaZybvz9f0b1_6bJyG7zZO6L

@helenbevan

... the last era of management was about how much performance we could extract from people

... the next is all about how much humanity we can inspire

Dov Seidman

A changing world

@helenbevan

Free five week virtual learning programme

for change agents in public service

•Shown to make a significant improvement in individual &

organisational change agency

•A module a week for five weeks

•Handbook and study guides

•Guided social learning

Join more than 10,000 people who have taken part

from 44 countries globally

How to rock the boat and stay in it!

Join

the

Starts 15th

February

2018

Join here:

http://theedge.nhsiq.nhs.u

k/school/