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Q10 How to be a brilliant change agent.

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Q10 How to be a brilliant change agent.

  1. 1. How to be a brilliant change agent Kathryn Perera, Zoe Lord, Helen Bevan @KathrynPerera, @ZoeLord1 @HelenBevan Q10 This presenter has nothing to disclose Monday 10th December 8.30-16.00 #IHIFORUM
  2. 2. Disclosure Helen Bevan, Kathryn Perera, and Zoe Lord today have no relevant financial or nonfinancial relationship(s) within the services described, reviewed, evaluated, or compared in this presentation P2 #IHIFORUM
  3. 3. Introductions Source of image: @voinonen : Zoë Lord Head of Transformation @ZoeLord1 Helen Bevan Chief Transformation Officer @HelenBevan Kathryn Perera Deputy Director @KathrynPerera @HorizonsNHS
  4. 4. Session Objectives After this presentation you will be able to: 1. Use your energy, creativity, and power to make a difference 2. Demonstrate resilience as a change agent and overcome resistance to change 3. Develop the ability to challenge the status quo and rock the boat without falling out​ P5 #IHIFORUM @KathrynPerera @ZoeLord1 @HelenBevan
  5. 5. 6 | 08.30 Welcome and introduction: what we will be doing today 08.40 Our journey of being a change agent; then/now/future using Transformation cards 09.00 How change is changing and what it means for us 10.00 Break 10.30 Polarities and complex dilemmas 12.00 Lunch 13.00 We will run an unconference! (like a conference, only better!) 14.30 Break 15.00 Leading change in post-conventional ways 15.45 Our commitments 16.00 Close Our agenda #IHIFORUM @KathrynPerera @ZoeLord1 @HelenBevan
  6. 6. 7 | Five proposed ground rules 1. We're all equal (no hierarchy) 2. Everyone participates and listens, equally 3. What is said here stays here 4. No idea is stupid 5. No topics are off the table
  7. 7. My journey as a change agent: Pick three cards 1. “Where are you from?” One card that captures how you thought and acted when you first saw yourself as a change agent 2. “Where are you now (here)?” One card for how you think and act now 3. “Where are you going (to there)?” One card about possibilities for your future @ZoeLord1 #IHIforum
  8. 8. My journey as a change agent: Pick three cards 1. “Where are you from?” One card that captures how you thought and acted when you first saw yourself as a change agent 2. “Where are you now (here)?” One card for how you think and act now 3. “Where are you going (to there)?” One card about possibilities for your future @ZoeLord1 #IHIforum
  9. 9. 10 | On the back of each of the cards from the first deck is a tiny letter or letters (on the bottom right hand side) Make a note of the letter(s) for your from, here and there We will return to them later My journey as a change agent: a final task #IHIFORUM @KathrynPerera @ZoeLord1 @HelenBevan
  10. 10. Transformations is a tool for understanding key patterns in your life, individually and together in groups, organisations and communities. #IHIFORUM @KathrynPerera @ZoeLord1 @HelenBevan
  11. 11. 12 | Transformations is Two sets of cards and a User’s Guide: 1. Life Logics (84 cards) 2. Catalysts (50 cards) An interactive tool for exploring life journeys: From → Here → to There #IHIFORUM @KathrynPerera @ZoeLord1 @HelenBevan
  12. 12. We still organise health and care like the Tabulating Machine Co. of 1917 Source of image: @corp_rebels@HelenBevan #IHIforum
  13. 13. Jeremy Heimens, Henry Timms New Power: How it’s changing the 21st Century and why you need to know (2018) @HelenBevan #IHIforum
  14. 14. Find the superconnectors! Just 3% of people in the organisation or system typically influence 85% of the other people Source: Organisational Network Analysis by Innovisor@HelenBevan #IHIforum
  15. 15. Find the 3%: meet Mandy Carney, Head of Patient Flow at Yeovil Hospital “Knows everyone in the hospital” “Everyone follows Mandy on Facebook” The go-to person for advice Mandy makes sense of things and reduces ambiguity for people Mandy presents her own monthly award “the Carney cup”
  16. 16. As senior leaders, we are less influential than we think… If we want to get the same level of influence through top down change as the 3% get, we need four times more people Source : Jeppe Hansgaard
  17. 17. The 3% rule also appears true for social media Source: research by Graham MacKenzie using NodeXL In health and healthcare globally, tweets by 3.3% of tweeters accounted for 85% of retweets @HelenBevan #IHIforum
  18. 18. The powerful medical “superconnectors” Source: NodeXL analysis @gmacscotland@HelenBevan #IHIforum
  19. 19. Across the world, trust is imploding Source: http://www.edelman.com/news/2017-edelman-trust-barometer-reveals-global-implosion / 22 Peers are now as credible as experts @HelenBevan #IHIforum
  20. 20. The inversion of influence Based on the Edelman Trust Index: the average of a country’s trust in the institutions of government, business, media and non- governmental organisations #IHIFORUM @KathrynPerera @ZoeLord1 @HelenBevan
  21. 21. A world of distrust: Edelman Trust Barometer
  22. 22. Patients, families, citizens & social media People living with long term conditions and with cancer are some of the most engaged and active audiences on social media Research shows: • Patients and consumers gain agency by using social media for health-related purposes • It improves their relationship with their healthcare professionals • Overt or tacit opposition from some healthcare professionals Patients trust social media, so we must be their trusted source Sources: Benetol et al (2018) How patients’ use of social media impacts their interactions with healthcare professionals; @RealDoctorMike (2017) Patients trust social media, so be their trusted source
  23. 23. Empower your staff to be the voice of the organisation. They’ve got audience & credibility @HelenBevan #IHIforum
  24. 24. Mark Jaben on the science behind resistance 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 #IHIforum
  25. 25. A big debate in social science Structure versus Agency @KathrynPerera #IHIforum
  26. 26. The predominant approach in recent years has been STRUCTURE but globally there is a big shift towards AGENCY The design dilemma at the heart of change Operational standards Performance goals Compliance Assurance Regulation Programme Management Incentive systems Activation Ability to make choices Co-production Capability Leaders everywhere Social action Solidarity Social movements @KathrynPerera #IHIforum
  27. 27. The power, individually and collectively, to make a positive difference @KathrynPerera #IHIforum
  28. 28. Source: @NHSChangeDay @KathrynPerera #IHIforum
  29. 29. Source: @NHSChangeDay 32 @KathrynPerera #IHIforum
  30. 30. Source: @NHSChangeDay Problematic: changing a “permission culture” can take years The good news: we can usually build agency much more quickly 33 @KathrynPerera #IHIforum
  31. 31. @HelenBevan #IHIforum
  32. 32. Source: Brian Donohue https://t.co/znqTPXtCANhttps://t.co/znqTPXtCAN
  33. 33. Source: Bromford P (2015) What’s the difference between a test and a pilot?@HelenBevan #IHIforum
  34. 34. #Futurenursing nhs70.crowdicity.com @HelenBevan #IHIforum
  35. 35. Google image search using the word ‘nurse’ Google image search using the word ‘doctor’ @HelenBevan #IHIforum Google image search using the word ‘nurse’ Google image search using the word ‘doctor’
  36. 36. Transforming perceptions of nursing A digital platform was set up to capture ideas on how about transform perceptions of nursing and midwifery. It was live for five weeks between December 2017 and January 2018, supplemented by Twitter chats. As a result there were: • 23,000 interactions • 212 original ideas from the ideas platform • 8,520 post views • Nearly 1,000 original tweets in twitter chat which generated 40 more ideas @HelenBevan #IHIforum
  37. 37. @HelenBevan #IHIforum
  38. 38. 41
  39. 39. 3 principles for spreading change in the new era ACTIONABLE: The idea is designed to make you do something. It might start with sharing but it’s a call to action CONNECTED: The idea promotes a closer connection with people you care about or share values with. It makes you feel part of a community and the network effect creates further spread EXTENSIBLE: The idea can be easily customised, remixed, reshaped by people taking part. It’s structured with a common stem that encourages communities to alter and extend it Jeremy Heimens, Henry Timms New Power: How it’s changing the 21st Century and why you need to know (2018) @HelenBevan #IHIforum
  40. 40. Making sure that only people who should be in hospital are in hospital • The number of hospital beds occupied by patients whose transfer of care has been delayed should be reduced to 3.5% • Less than 15% of assessments [for continuing care] should take place in an acute hospital setting; • a standardised performance dashboard
  41. 41. #endPJparalysis @HelenBevan #IHIforum
  42. 42. 70 day challenge: to give patients back one million days of their precious time that would otherwise be wasted in bed in a hospital or care home. @HelenBevan #IHIforum
  43. 43. @HelenBevan #IHIforum
  44. 44. #endpjparalysis: connected social communities @HelenBevan #IHIforum
  45. 45. @HelenBevan #IHIforum
  46. 46. Royal Devon and Exeter Hospital @HelenBevan #IHIforum
  47. 47. @HelenBevan #IHIforum
  48. 48. @HelenBevan #IHIforum
  49. 49. The essential flaw of quality improvement methods The essential flaw of [quality improvement methodology] is that, when implemented, it tends to reinforce the mechanistic and hierarchical models that are consistent with the mental maps of most managers Chris Argyris, Flawed advice and the management trap Source of image: www.biblicalcreation.org.uk @HelenBevan #IHIforum
  50. 50. the collective brilliance of people who work in ambulance services (with the help of a few critical friends) @HelenBevan #IHIforum
  51. 51. @HelenBevan #IHIforum #ProjectA
  52. 52. Launch Event 28th June @HelenBevan #IHIforum #ProjectA
  53. 53. Film making in action! @HelenBevan #IHIforum #ProjectA
  54. 54. Ideas platform 12th July to 5th September https://projecta.crowdicity.com/@HelenBevan #IHIforum #ProjectA
  55. 55. 59 | Ambulance service improvement tweet chat #ProjectA 17th July: A one hour tweet chat on partnerships between ambulance staff, patients and the public 537 people participated, generating 1,409 tweets and 77 new ideas! This analysis shows a high level of engagement with the community and strong connections between key influencers. Source: NodeXL Source: FollowtheHashtag People took part in the tweet chat from across the world Source: FollowtheHashtag
  56. 56. What we are working on now Action on falls: a collaboratively designed falls response framework Action on mental health and emotional distress: an actionable “knowledge bank” for use by frontline ambulance staff Action on partnership: people, families and the wider community: Co-producing a campaign that focusses on how to access and use services; a social movement rather than broadcasting messages Action on staff wellbeing: implementing clinical supervision across all ambulance services A directory of ideas for improvement: Share 70 ideas from #ProjectA and create a series of challenges to help make them happen. Virtual collaboration: Building the capability of the ambulance workforce to collaborate virtually; reducing time away from work and abstraction; increase opportunities for sharing, learning and speeding @HelenBevan #IHIforum #ProjectA
  57. 57. The process has been 90% virtual @HelenBevan #IHIforum #ProjectA
  58. 58. What do successful social movements do? Define the change they want to see Identify the pillars of power Create a spectrum of allies Seek to attract not overpower Build a plan to survive victory Source: Satell G (2017) How to create transformational change, according to the world’s most successful social movements @HelenBevan #IHIforum
  59. 59. Did we accomplish the goal we were trying to accomplish? Did our community grow stronger? (create capacity; new power – power we didn’t have before) Did individuals involved in the whole effort learn, grow and develop their capacity to organise with others? How would we know if we are successful from a social movement perspective? Source: Greg Satell @HelenBevan #IHIforum
  60. 60. @HelenBevan #IHIforum
  61. 61. P65
  62. 62. Task: continuums Around the room are 11 continuums based on tensions in large scale change in our system For each continuum, add a red dot above the line for where you think we are today and a blue dot below the line for where you think we need to be in future Tried/tested approaches Innovate and experiment ……..…….. ..... . ……….. .. . @ZoeLord1 #IHIforum
  63. 63. @HelenBevan #hamadquality Tried/tested approaches Bottom up action Planning Old Power Individualised/Personalised Care Storytelling Stability Intrinsic Motivation (Carrots) Organisational financial balance Value clinicians time Focus on formal leaders Examples of complex dilemmas in healthcare improvement @ZoeLord1 #IHIforum Innovate and experiment Top down strategy Emergence New Power Standardised care Data Transformation Extrinsic motivation (stick) System financial balance Value patient’s time Focus on informal leaders/activists and and and and and and and and and and and
  64. 64. @KathrynPerera #IHIforum
  65. 65. Local VERSUS National Cause VERSUS Business Amateur VERSUS Professional Country Houses VERSUS Countryside @KathrynPerera #IHIforum
  66. 66. People @KathrynPerera #IHIforum
  67. 67. People Special places @KathrynPerera #IHIforum
  68. 68. Growing the nation’s love of special places @KathrynPerera #IHIforum
  69. 69. @KathrynPerera #IHIforum
  70. 70. @KathrynPerera #IHIforum
  71. 71. Tensions unleash energy Local AND National (balancing responsibilities) Cause AND Business (business model funds the cause) Amateur AND Professional (quality with authenticity) Country houses AND Countryside (both are special places) @KathrynPerera #IHIforum
  72. 72. Problems vs. polarities Problems • Have one best or right answer that provides a solution • The solution solves the problem and it goes away, • A definite end point where you can say that the problem is solved • The solution to the problem usually contains no alternatives Polarities • Are unsolvable problems that need to be managed • Often two positions that are in opposition • Usually expressed as from one polarity to another • A tension, not a choice with a best or right answer
  73. 73. @HelenBevan #hamadquality Bottom up action Tried/tested approaches Personalised Care Storytelling Stability Intrinsic Motivation (Carrots) Organisational Financial Balance Investing in technology Value clinicians time Clinical Education Focus on formal leaders Planning Old Power Reduce Cost Examples of complex dilemmas in healthcare improvement @ZoeLord1 #IHIforum Top down strategy Innovate and experiment Standardised clinical pathways Data Transformation Extrinsic motivation (stick) System financial balance Investing in people Value patient’s time Patient education Focus on informal leaders/activists Emergent New Power Improve Quality and and and and and and and and and and and and and and
  74. 74. As a table, identify a polarity you would like to work on Write the names of the poles in the boxes in the middle of the template Task @KathrynPerera #IHIforum
  75. 75. AND Action Steps Actions to gain or maintain the positive results from focussing on this pole. Who? What? By when? Measures? Early warnings Measurable indicators that you can count that will let you know that you are getting into the downside of this pole. Positive results of focus on this pole Positive results of focus on this pole Negative results of over-focus on this pole to the neglect of the right pole Negative results of over-focus on this pole to the neglect of the left pole Biggest risk from loss of balance Our goal in balancing this polarity Early warnings Measurable indicators that you can count that will let you know that you are getting into the downside of this pole. Action Steps Actions to gain or maintain the positive results from focussing on this pole. Who? What? By when? Measures? @KathrynPerera #IHIforum
  76. 76. Reducing cost Improving qualityAND Action Steps Actions to gain or maintain the positive results from focussing on this pole. Who? What? By when? Measures? Early warnings Measurable indicators that you can count that will let you know that you are getting into the downside of this pole. Positive results of focus on this pole Positive results of focus on this pole Negative results of over-focus on this pole to the neglect of the right pole Negative results of over-focus on this pole to the neglect of the left pole Biggest risk from loss of balance Our goal in balancing this polarity Early warnings Measurable indicators that you can count that will let you know that you are getting into the downside of this pole. Action Steps Actions to gain or maintain the positive results from focussing on this pole. Who? What? By when? Measures? @KathrynPerera #IHIforum
  77. 77. Reducing cost Improving qualityAND Action Steps Actions to gain or maintain the positive results from focussing on this pole. Who? What? By when? Measures? Early warnings Measurable indicators that you can count that will let you know that you are getting into the downside of this pole. Positive results of focus on this pole Positive results of focus on this pole Negative results of over-focus on this pole to the neglect of the right pole Negative results of over-focus on this pole to the neglect of the left pole Biggest risk from loss of balance Our goal in balancing this polarity Early warnings Measurable indicators that you can count that will let you know that you are getting into the downside of this pole. Action Steps Actions to gain or maintain the positive results from focussing on this pole. Who? What? By when? Measures? @KathrynPerera #IHIforum
  78. 78. Creating conversations which match the issue we’re trying to address @KathrynPerera #IHIforum
  79. 79. 85 Feedback Identify one person from your table to feedback to the wider group Feedback: • The polarity you worked on • One insight you gained from the activity • Give your feedback in two breathes @KathrynPerera #IHIforum
  80. 80. P86 Collect a lunch ticket! Back at 13.00
  81. 81. @ZoeLord1 #IHIforum
  82. 82. The Fundamental Law of Unconferencing The sum of the expertise of the people in the audience is greater than the sum of expertise of the people on stage Dave Winer “ “ Source of image: www.citynet.com @ZoeLord1 #IHIforum
  83. 83. Our unconference process Resilience as a change agent - with Kathryn Perera How to rock the boat & stay in it - with Helen Bevan Having taken part in the workshop so far, think about a topic that you would like to explore with other people It should be a topic that you want to take action on over the next six months Write your idea on an index card @ZoeLord1 #IHIforum
  84. 84. Our unconference process When you hear the music, we are going to play pass the parcel with the cards, they will be face up but don’t read them as they’re passed around. When the music stops, read the card and give it a score 5 = Oh yes, I’m super keen to work on this too! 4 3 2 1 = Interesting, but not something I wish to work on today. When you have scored your card, hold your card in the air. @ZoeLord1 #IHIforum
  85. 85. The unconference: 4 principles and a law Principles: 1. Whoever comes are the right people 2. Whatever happens is the only thing that could have happened. 3. When it starts is the right time 4. When it's over it's over The Law is known as the Law of Two Feet: "If you find yourself in a situation where you are not contributing or learning, move somewhere where you can." @ZoeLord1 #IHIforum
  86. 86. “Dotmocracy” One person from each group should stand by their sheet Each person has four dots We are voting for the “one big idea” that offers the best potential for delivering large scale change across Scotland You can give all your dots to one idea or one dot each to four ideas You can’t vote for your own idea Switch the “standing” person half way so they can vote Source of image: blog.strategyzer.com@ZoeLord1 #IHIforum
  87. 87. P93
  88. 88. 94 | Post conventional leaders of change Current global trends call for leaders who can demonstrate a high level of maturity in dealing creatively with increasing complexity, uncertainty, diversity, and numbers of paradoxes @HelenBevan #IHIforum
  89. 89. 95 | Post conventional leaders of change “Tomorrow’s management systems will need to value diversity, dissent and divergence as highly as conformance, consensus and cohesion.” Gary Hamel @HelenBevan #IHIforum #ProjectA
  90. 90. 96 | Adult development (Constructivist-development researchers) • Children develop in dramatic steps or stages (Jean Piaget) • Adults continue to develop in stages (e.g, Lawrence Kohlberg, William Torbert, Robert Kegan) • Adults can become more mature as they “grow up” and develop “bigger minds” • Our adult stage of development affects how we think and act at work and home – our “action logics” • There are several frameworks for thinking about the transformations that are possible in adulthood Source: Charles Palus, Center for Creative Leadership @HelenBevan #IHIforum #ProjectA
  91. 91. 97 | The skills for 2030 Nesta, Pearson and the Martin Oxford School: The future of skills: employment in 2030 Judgment and decision making: Considering the relative costs and benefits of potential actions to choose the most appropriate one. Fluency of ideas: The ability to come up with a number of ideas about a topic (the number of ideas is important, not their quality, correctness, or creativity). Active learning: Learning strategies—selecting and using training/instructional methods and procedures appropriate for the situation when learning or teaching new things. Originality: The ability to come up with unusual or clever ideas about a given topic or situation, or to develop creative ways to solve a problem Learning strategies: Understanding the implications of new information for both current and future problem-solving and decision-making. Graphics by @scriberian@HelenBevan #IHIforum #ProjectA
  92. 92. Horizontal development: • Adding more knowledge, skills, and competencies • Transmitted through experts Vertical development: • Ability to think in more complex, systemic, strategic and interdependent ways • Learnt through experience In a post conventional world, change agents need vertical development as well as horizontal @HelenBevan #IHIforum #ProjectA
  93. 93. Vertical development is about the ability to think and act in more complex ways. It’s about how you think. It’s about maturity, and growing “up” and increasing one’s “depth Charles Palus, Centre for Creative Leadership @HelenBevan #IHIforum #ProjectA
  94. 94. 100 | The skills for 2030 Nesta, Pearson and the Martin Oxford School: The future of skills: employment in 2030 Judgment and decision making: Considering the relative costs and benefits of potential actions to choose the most appropriate one. Fluency of ideas: The ability to come up with a number of ideas about a topic (the number of ideas is important, not their quality, correctness, or creativity). Active learning: Learning strategies—selecting and using training/instructional methods and procedures appropriate for the situation when learning or teaching new things. Originality: The ability to come up with unusual or clever ideas about a given topic or situation, or to develop creative ways to solve a problem Learning strategies: Understanding the implications of new information for both current and future problem-solving and decision-making. Graphics by @scriberian
  95. 95. COMPLIANT POWERFUL! CHANGE AGENTS WANT TO ROCK THE BOAT BUT NOT FALL OUT? • ‘Live’ from 16th May 2019 • 5 modules, 5 weeks (excluding 30th May) • Every Thursday 20.00-21.00 EST • Live webinar • Recordings available • Completely free and open to all • Handbooks and study guides • Meet fellow change agents from • across the globe http://horizonsnhs.com/school/ #S4Change @SCH4Change @HelenBevan @KathrynPerera @ZoeLord Join the
  96. 96. Stages of vertical development for change agents Levelofdevelopment Time  A team player  Follows others faithfully  Works with “old power” authority  Sticks to QI methods and/or project management approaches Dependent Source: adapted from Center for Creative Leadership@HelenBevan #IHIforum
  97. 97. Stages of vertical development for change agents Levelofdevelopment Time  A team player  Follows others faithfully  Works with “old power” authority  Sticks to QI methods and/or project management approaches  Think in an independent way  Drive the agenda  Guided by my own values  Take a stand for the things I believe in  Spark and initiate change Dependent Independent Source: adapted from Center for Creative Leadership@HelenBevan #IHIforum
  98. 98. Stages of vertical development for change agents Levelofdevelopment Time  A team player  Follows others faithfully  Works with “old power” authority  Sticks to QI methods and/or project management approaches  Think in an independent way  Drive the agenda  Guided by my own values  Take a stand for the things I believe in  Spark and initiate change  Think in inter- dependent ways  See systems, patterns and connections  Hold multiple perspectives at the same time  Comfortable with tensions, paradox and contradictions  Lead transformation Dependent Independent Interdependent Source: adapted from Center for Creative Leadership@HelenBevan #LeadingChangeMHVC
  99. 99. Interdependent What happens to one affects all the others 105 @HelenBevan #IHIforum
  100. 100. Sources: Being First team (2017) Going for the Big Win in Your Organization Amit S. Mukherjee (2017) We Must Rescue ‘Win-Win’ From Its Buzzword Status Interdependence YOU WINI WIN @HelenBevan #IHIforum
  101. 101. 107 | Thursday 15 March
  102. 102. Further reading: Nicholas Petrie (2015) The how-to of vertical leadership development Horizontal development • Tools, models and frameworks • Step by step approaches • Skills development Vertical development • Exposure to new ways of thinking • Intense stretch experiences • Strong developmental networks @HelenBevan #IHIforum
  103. 103. Nicolas Petrie @HelenBevan #IHIforum
  104. 104. Across the globe, researchers and practitioners are questioning the conventional “spread” model Pilot project Rolling out “If we opened our eyes we would see the wonderful irony. Trying to manage human change through pilot and roll-out has actually grown something. A proliferation of project managers”. John Atkinson @HelenBevan #IHIForum
  105. 105. Everret Roger’s diffusion of innovation curve Innovators Adopters @HelenBevan #IHIforum
  106. 106. 112 | Emerging post-conventional themes in spread • Spread is a developmental, contextualised, adaptive, learning and social process • Increased focus on adopter’s perspective • Early involvement of future adopters • System leadership, convening and “choreography” • Harness energy / motivation of group wider than innovators and enthusiasts Source: Diane Ketley @HelenBevan #IHIforum
  107. 107. 113 | The key role of the “convenor”: system leadership role • Acting as interface between innovation and ‘usual business’ • Creating an adaptive environment for spread • Lessening ambiguity for adopters in complex change situations • Strategically coordinating spread across a whole system • Mobilising networks, crowds and influencers @HelenBevan #IHIforum
  108. 108. 114 | Programme manager vs. convenor • Designs a plan • Accountability within a governance system • Ensures that delivery milestones are met • Deals with risk and ensures that barriers are overcome • Works with emergence • Builds commitment to a collective goal • Builds relationships • Seeks win/wins • Makes sense of things for adopters: the why? • Enables spread across a whole system Dependent/ independent Interdependent PROGRAMME MANAGER CONVENOR
  109. 109. Post conventional Interdependent Alchemical Transforming Redefining Conventional Independent Achiever Expert Diplomat Preconventional Dependent Opportunist Terry Sexton Center for Creative Leadership William Torbert Ways of describing the development stages @HelenBevan #IHIforum
  110. 110. Seven transformations (action logics) of adulthood: “growing up” Alchemical – Integrates material, spiritual, and societal transformations Transforming – Generates organisational and personal transformations Redefining – Reframes complex problems in unique ways Achiever – Driven by personal and team achievement Expert – Focuses on logic and expertise Diplomat – Wants to belong and fit in Opportunist – Wins for self in any way possible Rooke, D. & Torbert, W. R. (2005, April). Seven transformations of leadership. Harvard Business Review, 66-77. @HelenBevan #IHIforum
  111. 111. Distribution of the “action logics” Source: Cleveland Consulting Group Expert 37% Diplomat 11% Opportunist 4% Alchemist 2% Transforming 5% Redefining 11% Achiever 30% @HelenBevan #IHIforum
  112. 112. Our journey as change agents: a final task On the back of each of the cards from the first deck is a tiny letter or letters (on the bottom right hand side) Make a note of the letter(s) for your from, here and there We will return to them later Did your action logics correspond with the suggested development path? @HelenBevan #IHIforum
  113. 113. Source: Harold Jarche 2018: 25-10-3 @HelenBevan #IHIforum
  114. 114. 120 Catalyst Cards & Commitments @ZoeLord1 #IHIforum
  115. 115. How to be a brilliant change agent Kathryn Perera, Zoe Lord, Helen Bevan @KathrynPerera, @ZoeLord1 @HelenBevan Q10 This presenter has nothing to disclose Monday 10th December 8.30-4.00 #IHIFORUM

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