1. No category

and staying in it:
How to be a great change agent
Helen Bevan
Chief Transformation Officer
@HelenBevan
You can download this talk at:
http://www.slideshare.net/NHSIQ/helen-bevans-plenary-talk-for-nfkh
@HelenBevan
Source of image:
installation by the
artist Adam Katz
www.thisiscolossal.com
Via @NeilPerkin
“New truths begin as heresies”
(Huxley, defending Darwin’s theory of natural selection)
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always
Starts on the fringe
(at the edge)
Starts with the activists
Gary Hamel
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@HelenBevan
Source: Gary Hamel
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Source:@Alfacarlo
SEISMIC SHIFTS
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SEISMIC SHIFTS
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SEISMIC SHIFTS
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SEISMIC SHIFTS
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SEISMIC SHIFTS
Change from the edge
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Leading change in a new era
Dominant approach
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Emerging direction
Leading change in a new era
Dominant approach
Emerging direction
Most health and
care transformation
efforts are driven
from this side
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@HelenBevan
John Kotter, the most influential thought leader
globally, recognises new approaches are needed
FROM
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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”
@HelenBevan
From “have to” to “want to”
Source of image s:www.slideshare.net/mexicanwave/champions-trolls-10-yearsof-the-cipd-online-community
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Unleashing the spirit of the volunteer
‘‘
You may be able to ‘buy’ a person’s back
with a paycheck, position, power or fear but a
human being’s genius, loyalty and tenacious
creativity are volunteered only.
The world’s greatest problems will be solved
by passionate, unleashed ‘volunteers’
Stephen Covey, Turn the ship around, via @MarkGraban
’’
Source of image: www.volunteerw
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The Network Secrets of Great Change Agents
Julie 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 Herrero
http://t.co/Du6zCbrDBC
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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
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What happens to
heretics/radicals/rebels/mavericks
in organisations?
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Source of image: findingmyself.net
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Source:
Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out
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Ostracism is experienced in the brain as
deeply as physical pain
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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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We need 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
Source: Debra Meyerson
destructive troublemaker
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What are the risks for a boat rocker?
1. Our experiences of “being different” can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
Source: adapted from Debra E Meyerson
@HelenBevan
What are the risks for a boat rocker?
1. Our experiences of “being different” can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
 we surrender a part of ourselves, and silence
our commitment, in order to survive
Source: adapted from Debra E Meyerson
@HelenBevan
@HelenBevan
@HelenBevan
What are the risks for a boat rocker?
1. Our experiences of “being different” can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
 we surrender a part of ourselves, and silence
our commitment, in order to survive
2. leave the organisation
Source: adapted from Debra E Meyerson
@HelenBevan
What are the risks for a boat rocker?
1. Our experiences of “being different” can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
 we surrender a part of ourselves, and silence
our commitment, in order to survive
2. leave the organisation
 we cannot find a way to be true to our values
and commitments and still survive
Source: adapted from Debra E Meyerson
@HelenBevan
What are the risks for a boat rocker?
1. Our experiences of “being different” can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
 we surrender a part of ourselves, and silence
our commitment, in order to survive
2. leave the organisation
 we cannot find a way to be true to our values
and commitments and still survive
3. stridently challenge the status quo in a manner
which is increasingly radical and self-defeating
Source: adapted from Debra E Meyerson
@HelenBevan
What are the risks for a boat rocker?
1. Our experiences of “being different” can be
fundamentally disempowering. This can lead us to
conform because we see no other choice
 we surrender a part of ourselves, and silence
our commitment, in order to survive
2. leave the organisation
 we cannot find a way to be true to our values
and commitments and still survive
3. stridently challenge the status quo in a manner
which is increasingly radical and self-defeating
 this just confirms what we already know – that
we don’t belong
Source: adapted from Debra E Meyerson
@HelenBevan
There’s a big difference between a rebel
and a troublemaker
Rebel
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Source : Lois Kelly www.rebelsatwork.com
Reflection
• What are your insights around “rebels” and
“troublemakers”?
• What moves people from being “rebel” to
“troublemaker”?
• How do we protect against this?
@HelenBevan
There’s a big difference between a rebel
and a troublemaker
Rebel
@HelenBevan
Source : Lois Kelly www.rebelsatwork.com
Peter Fuda’s Transformational Change Agent
framework
Skills and methods for creating
change
Ability to make sense of, and reshape
perceptions of ‘reality’
Personal characteristics and
qualities
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Peter Fuda’s Transformational Change Agent
framework: my perspective
“Doing”
• Where most change agents
in health and care put most
of their effort and emphasis
• What others typically judge
us on
• What we often perceive we
need to do to add value
• What most change and
improvement courses focus
on
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Peter Fuda’s Transformational Change Agent
framework: my perspective
“Seeing ” and “Being”
• We can only do effective
“doing” if we build on strong
foundations of “seeing and
being”
• Change begins with me
• Hopeful futures, creative
opportunities and potential
• Multiple lenses for change
• See myself in the context of
my higher purpose
@HelenBevan
"There’s only one
corner of the
universe you can
be certain of
improving, and
that’s your own
self."
Aldous Huxley
Source of image: timcoffeyart.wordpress.com
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“Being” as a change agent
Personal characteristics and
qualities
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Change begins with me
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Source of image: jasonkeath.com
Four things we know about successful
boat rockers
CHANGE
BEGINS WITH
me
1. able to join forces with others to create action
2. able to achieve small wins which create a sense
of hope, possibility and confidence
3. More likely to view obstacles as challenges to
overcome
4. strong sense of “self-efficacy”
 belief that I am personally able to create the change
Source: adapted from Debra E Meyerson
@HelenBevan
Self-efficacy
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
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Source of image:www.h3daily.com
Source: @NHSChangeDay
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Source: @NHSChangeDay
What is the issue here?
“permission” ?
(externally generated)
or
Self efficacy ?
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(internally generated)
Building self-efficacy: some tactics
1. Create change one small step at a time
2. Reframe your thinking:
• failed attempts are learning opportunities
• uncertainty becomes curiousity
3. Make change routine rather than an exceptional
activity
4. Get social support
5. Learn from the best
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Image copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/
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Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
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Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@HelenBevan
@HelenBevan
Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@HelenBevan
Make it a personal
PERFORMANCE target.
Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
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Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively
@HelenBevan
Research from the Sales industry:
How many NOs should we be seeking to get?
•
•
•
•
•
2% of sales are made on the first contact
3% of sales are made on the second contact
5% of sales are made on the third contact
10% of sales are made on the fourth contact
80% of sales are made on the fifth to twelfth
contact
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Source: http://www.slideshare.net/bryandaly/go-for-no
“Papers that are more likely to contend against
the status quo are more likely to find an opponent
in the review system—and thus be rejected —but
those papers are also more likely to have an
impact on people across the system, earning them
more citations when finally published”
—
V. Calcagno et al., “Flows of research manuscripts among
scientific journals reveal hidden submission patterns,”
Science, doi:10.1126/science.1227833, 2012.
@HelenBevan
Being a great change agent is about knowing, doing,
living and being improvement
@HelenBevan
“Ultimately, the secret of
quality is love.
…… If you have love, you
can then work backward
to monitor and improve
the system”.
Avedis Donabedian
@HelenBevan
Key tactic :
Out-love everyone else
@HelenBevan
Source of image: Bradley Burgess
“Tomorrow’s
management systems
will need to value
diversity, dissent and
divergence as highly as
conformance, consensus
and cohesion.”
Gary Hamel
Source of image: www.fastcompany.com
@HelenBevan
@HelenBevan
As you create your roadmap for the
future, make sure you are part of the
steamroller, not part of the road
“
“
Saavik Wilcox-Hamilton
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Source of quote: http://slidesha.re/1B6jrZw
Three ways to connect!
1. Follow on Twitter
@HelenBevan @School4Radicals
@TheEdgeNHS
@NHSIQ
2. Subscribe to
TheEdge.nhsiq.nhs.uk
3. Get materials from The School for Health and
Care Radicals: www.theedge.nhsiq.nhs.uk/school
@HelenBevan
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 collaboration
SlideShare
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-centricorganizations-succeed-in-a-social-world/
Hamel G (2014)Why bureaucracy must die
Jarche, H (2013) Rebels on the edges
@HelenBevan
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 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/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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