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Being an agent for in a time of limited resources

Being an agent for in a time of limited resources. Helen Bevan @HelenBevan. Source of image: annavandij.com. Source of image: Whatsthebigideascwartzy.blogspot.com. Most change programmes don’t fully deliver their objectives.

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Being an agent for in a time of limited resources

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  1. Being an agent for in a time of limited resources Helen Bevan @HelenBevan Source of image: annavandij.com

  2. Source of image: Whatsthebigideascwartzy.blogspot.com

  3. Most change programmes don’t fullydeliver their objectives Source: McKinsey Performance Transformation Survey, 3000 respondents to global, multi-industry survey Gets anywhere near achieving the change and delivering the benefits

  4. Most change programmes don’t fullydeliver their objectives Delivers and sustains the change Source: McKinsey Performance Transformation Survey, 3000 respondents to global, multi-industry survey

  5. Most change efforts are built upon the shaky foundation of five flawed assumptions; that change can be managed, that human beings are objective, that there are ‘X’ steps to change, that we have a neutral starting point for change, and that change, itself, is the goal Peter Fuda http://www.peterfuda.com/wp-content/themes/peterfuda-bootstrap/content/Why-Change-Efforts-Fail.pdf Source of image: Whatsthebigideascwartzy.blogspot.com

  6. Leading change in a new era Dominant approach Emerging direction

  7. Leading change in a new era Dominant approach Emerging direction Most healthcare transformation efforts are driven from this side

  8. Resources to improve quality and safety grow diminish • Economic resources • diminish with use • money • materials • technology • Natural resources • grow with use • relationships • commitment • community Based on principles from Albert Hirschman, Against Parsimony

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

  10. John Kotter: “Accelerate!” TO • 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”

  11. From “have to” to “want to” Source of image s:www.slideshare.net/mexicanwave/champions-trolls-10-years-of-the-cipd-online-community

  12. The Network Secrets of Great Change AgentsJulie Battilana &Tiziana Casciaro • As a change agent, my centrality in the informal network is more important than my position in the formal hierarchy • 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

  13. Starts on the fringe (at the edge) Starts with the activists Gary Hamel always

  14. 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

  15. “Without rebels, the storyline never changes” @PeterVan http://t.co/6CQtA4wUv1 Source of image: scotteagan.blogspot.com

  16. What happens to heretics/radicals/rebels/mavericks in organisations? Source of image: findingmyself.net

  17. Ostracism is experienced in the brain as deeply as physical pain

  18. We need boatrockers! • Rock the boat but manage to stay in it • 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

  19. There’s a big difference between a rebel and a troublemaker Rebel Source : Lois Kelly www.rebelsatwork.com

  20. Reflection • What are your insights around “rebels” and “troublemakers”? • What moves people from being “rebel” to “troublemaker”? • How do we protect against this?

  21. There’s a big difference between a rebel and a troublemaker Rebel Source : Lois Kelly www.rebelsatwork.com

  22. Four things we know about successful boat rockers CHANGE BEGINS WITH • able to join forces with others to create action • able to achieve small wins which create a sense of hope, possibility and confidence • More likely to view obstacles as challenges to overcome • strong sense of “self-efficacy” • belief that I am personally able to create the change me Source: adapted from Debra E Meyerson

  23. Self-efficacy “If you think you can or think you can't, you are right.” Henry Ford “The ability to act is tied to a belief that it is possible to do so” Albert Bandura 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

  24. Source: @NHSChangeDay

  25. Source: @NHSChangeDay What is the issue here? “permission” ? (externally generated) or Self efficacy ? (internally generated)

  26. What’s the difference between self efficacy and self esteem, self belief, self-confidence?

  27. Building self-efficacy: some tactics 1. Create change one small step at a time • Reframe your thinking: • failed attempts are learning opportunities • uncertainty becomes curiousity • Make change routine rather than an exceptional activity 4. Get social support 5. Learn from the best

  28. ....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

  29. 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 collaborationSlideShare 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

  30. References and links 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 troubleHarvard 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

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