The slides from Helen Bevan's talk to senior leaders from Worcestershire Health and Care NHS Trust, 21st April 2016

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What is happening with change?

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After World War 2, it took
Japanese companies three
decades to seize leadership roles
in car making and electronics
from their global competitors
Source: P Choudray

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In contrast, Uber, a little over
five years old, competes
around the world
Source: P Choudray

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The Five Year Forward View
Mentions
“radical”
12 times
“transformation/transformational”
13 times
“change”
42 times

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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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Source: Bromford P (2015), ”What’s the difference between a test and a pilot?”

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Change is changing

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Change is changing

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“In a connected world, power no
longer emanates from the top of
the heap, but the centre of the
network.”
Greg Satell, 2015
Greg Satell: http://www.digitaltonto.com/2015/how-power-is-shifting-from-
corporations-to-platforms/

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Change is changing

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Change is changing
Change from the edge

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http://www.slideshare.net/Openpolicymaking/policy-lab-slide-
share-introduction-final

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Future health and care leaders
will need to be leaders at the edge!

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Why go to the edge?
“ Leading from the edge brings us
into contact with a far wider range
of relationships, and in turn, this
increases our potential for diversity
in terms of thought, experience
and background. Diversity leads to
more disruptive thinking, faster
change and better outcomes
Aylet Baron

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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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“ For system leaders,
change can only happen
at the speed of trust”
Kelechi Nnoaham

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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

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People who are highly connected
have twice as much power to
influence change as people with
hierarchical power
Leandro Herrero
http://t.co/Du6zCbrDBC

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“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
is the new normal!

21. @HelenBevan ##HACWEnergisingForChange
“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
“The single biggest mistake to
avoid? Creating disruption at work.
Focus on developing relationships,
not disrupting and alienating
people. Peter Vander Awera on
learning from setbacks and failures
is the new normal!

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We need rebels!
•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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If you put fences around people, you
get sheep. Give people the room they
need
William L McKnight

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What happens to
heretics/radicals/rebels/mavericks
in organisations?

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26. @HelenBevan ##HACWEnergisingForChangeSource: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-out

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We need to be boatrockers!
• Walk the fine line between
difference and fit, inside and
outside, 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

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

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

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Change starts with me
Source of image: jasonkeath.com

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"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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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
Four things we know about successful
boat rockers
Source: adapted from Debra E Meyerson
CHANGE
me
BEGINS WITH

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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
Source of image:www.h3daily.com

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Source: @NHSChangeDay

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

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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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Three things I have learnt in 30 years of
leading change
1. Assume that everyone has a noble
intention
2. When people “resist” change is it more
likely to be a result of a bad change
process than a “difficult” personality
3. My role as a change agent is about
alignment, not judgement
Source of image:ngo-academy.org

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Being an effective change leader is not about
INTENTION; it’s about IMPACT

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Avedis Donabedian
Ultimately, the secret
of quality is love.
…… If you have love,
you can then work
backward to monitor
and improve the
system

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Tactic for leaders:
Out-love everyone else
Source of image: Bradley Burgess

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....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