How do you make things stick?
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This 90 min workshop talks about how you better lead or deal with change as a person. It reviews some tips and approaches that will help you sell your ideas in the workplace. It includes exercises and story telling/framing approaches.
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How do you make things stick?
- 1. How do you make things stick? March 18, 2017
- 7. @LynneMaher1 @helenbevan #qfm5 #quality2016Image copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/
- 8. Leading change in a new era Dominant approach Emerging direction
- 9. Leading change in a new era Dominant approach Emerging direction Most healthcare transformation efforts are driven from this side Most healthcare transformation efforts are driven from this side
- 10. The power of co-creation
- 11. #NHSTform People who are highly connected have twice as much power to influence change as people with hierarchical power Leandro Herrero http://t.co/Du6zCbrDBC
- 12. #NHSTform#NHSTform What is the best way to spread new knowledge? Source of data: Nick Milton http://www.nickmilton.com/2014/10 /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
- 15. #NHSTform#NHSTform Starts on the fringe (at the edge) Starts with the activists Gary Hamel always
- 16. What change is happening in your unit? What is the change you are working on right now? -chat-
- 25. @LynneMaher1 @helenbevan #qfm5 #quality2016 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
- 26. @LynneMaher1 @helenbevan #qfm5 #quality2016 Self-efficacy “If you think you can or think you can't, you are right.” Henry Ford “The ability to act istied to a belief thatit 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
- 28. @LynneMaher1 @helenbevan #qfm5 #quality2016 1. People speak intellectually but engage emotionally 2. Facts are hard to remember and easy to challenge 3. If we only talk about our success people won’t believe us 4. People don’t want more communication; they want meaningful communication http://www.peterfuda.com/2014/10/30/traditional-comms-fail-engage/ Four gaps between how we communicate change how people engage with that communication
- 29. @LynneMaher1 @helenbevan #qfm5 #quality2016 The single biggest problem in communication is the illusion that it has taken place George Bernard Shaw ‘‘‘‘
- 30. @LynneMaher1 @helenbevan #qfm5 #quality2016 Vivid details Source: Marshall Ganz
- 31. @LynneMaher1 @helenbevan #qfm5 #quality2016 Effective Communication continues throughout the change • Q- How is the project going? • Change Agent- Good. The number of people who did not attend reduced by 20% and the staff survey showed that satisfaction had improved. Are you excited by this?
- 33. #NHSTform
- 34. @LynneMaher1 @helenbevan #qfm5 #quality2016 When we spread change through strong ties: • we interact with “people like us”, with the same life experiences, beliefs and values • Change is “peer to peer”; GP to GP, social worker to social worker, nurse to nurse, community leader to community leader • Influence is spread through people who are strongly connected to each other, like and trust each other
- 35. @LynneMaher1 @helenbevan #qfm5 #quality2016 The pros and cons of strong ties Pros Cons
- 36. @LynneMaher1 @helenbevan #qfm5 #quality2016 When we seek to spread change through weak ties • we build bridges between groups and individuals who were previously different and separate • we create relationships based not on pre-existing similarities but on common purpose and commitments that people make to each other to take action • We can mobilise all the assets in our organisation, system or community to help achieve our goals
- 37. @LynneMaher1 @helenbevan #qfm5 #quality2016 Why we need to build weak ties AS WELL AS strong ties • Weak ties are more likely to lead to change at scale because they enable us to access more people with fewer barriers • In situations of uncertainty, we have a tendency to revert to our strong tie relationships yet the evidence tells us that weak ties are much more important than strong ties when it comes to searching out resources in times of scarcity • The most breakthrough innovations and most radical change will come when we tap into our weak ties
- 38. @LynneMaher1 @helenbevan #qfm5 #quality2016 Think about a change you are making or want to make. Who are your strong and weak ties? Source of image:brucemacvaresh.com
- 39. Why did it go wrong? Example
- 40. @LynneMaher1 @helenbevan #qfm5 #quality2016 • Designed for Stage 4 – ACTION! • Mandated it through targets • Despite compelling case for change – people often resisted it • People did the task and missed the point Example – WHO Surgical Safety Checklist
- 41. @LynneMaher1 @helenbevan #qfm5 #quality2016 Source: Russ et al (2015) A Qualitative Evaluation of the Barriers and Facilitators Toward Implementation of the WHO Surgical Safety Checklist Across Hospitals in England: Lessons From the “Surgical Checklist Implementation Project” Ann Surg Source of infographic here
- 42. @LynneMaher1 @helenbevan #qfm5 #quality2016 “In hospitals without adequate resources and efficient systems, simply requiring the checklist to be used might not only fail to improve patient safety but might also introduce new risks for staff and patients. This is the exact opposite of what the checklist was designed to achieve”.
- 43. What has your observations been here? Chatham House rules!
- 44. @LynneMaher1 @helenbevan #qfm5 #quality2016 • Lower our ambitions for improvement • Focus our energies on those who are already in the “action” stage • Put negative labels on those who are not yet at the action stage such as “blocker” or “resister” or “laggard” • Blame “the management” for not enforcing change So what do we TEND to do when people resist?
- 45. @LynneMaher1 @helenbevan #qfm5 #quality2016 • Listen and understand • appreciate the starting point • elaborate interests • Roll with resistance • Don’t argue against it • Be curious and accepting • Encourage elaboration of resistance • What makes it so hard? • What would help? • Build meaning and conviction in the change So what SHOULD we do? See Motivational interviewing as a change management strategy
- 46. @LynneMaher1 @helenbevan #qfm5 #quality2016 If your horse dies, get off it Cherokee proverb Source of image: fenwickgallery.co.uk ‘‘‘‘
- 47. #SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton If we want people to take action, we have to connect with their emotions through values valuesvalues emotionemotion Source: Marshall Ganz actionaction
- 48. #SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton#IQTGOLD#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton “We have new set of clinical Guidelines” oror “I have a dream” Source: @RobertVarnam
- 50. #hellomynameis
- 52. #SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton Kinds of people at work The Contributors The Compliant The Contras Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the- winners-in-business-are-taking-the-time-to-build-a-positive-kind-social-culture/
- 53. #SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton Kinds of people at work The Contributors The Compliant The Contras Gallup global research: •Only 13% of the workforce are engaged (Contributors) •Contributors create six times the value to an organisation compared to the Compliant http://www.gallup.com/poll/165269/wo rldwide-employees-engaged-work.aspx Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the- winners-in-business-are-taking-the-time-to-build-a-positive-kind-social-culture/
- 56. @LynneMaher1 @helenbevan #qfm5 #quality2016 1. People speak intellectually but engage emotionally 2. Facts are hard to remember and easy to challenge 3. If we only talk about our success people won’t believe us 4. People don’t want more communication; they want meaningful communication http://www.peterfuda.com/2014/10/30/traditional-comms-fail-engage/ Four gaps between how we communicate change how people engage with that communication
- 57. @LynneMaher1 @helenbevan #qfm5 #quality2016 The single biggest problem in communication is the illusion that it has taken place George Bernard Shaw ‘‘‘‘
- 58. @LynneMaher1 @helenbevan #qfm5 #quality2016 Vivid details Source: Marshall Ganz
- 59. @LynneMaher1 @helenbevan #qfm5 #quality2016 Effective Communication continues throughout the change • Q- How is the project going? • Change Agent- Good. The number of people who did not attend reduced by 20% and the staff survey showed that satisfaction had improved. Are you excited by this?
- 62. #NHSTform
- 63. #SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton Effective framing: what do we need to do? 1. Tell a story 2. Make it personal 3. Be authentic 4. Create a sense of “us” (and be clear who the “us” is) 5. Build in a call for urgent action Source of image: woccdoc.org
- 67. Which do you like better? 1. Our infection rates are higher than they should be. We have new clinical guidelines. Let’s work together to implement them! 2. You are the one at the bedside. You know what works and what doesn’t. How can we tackle our infection rates? 3. Remember Mrs. Smith. She fully recovered from C- diff that she picked up on our unit. Just like you, I want to protect more of the chronic elderly. What do you think we can do?
- 68. It is a beautiful day video
Notas del editor
- What is the change you are working on right now? Chat
- How do you form teams New ventures – build a great team vs. perfecting an idea. Success is dependent on the quality of the idea – but deeply dependent of the ability of the team to execute. What if you have no control over the team? E’s become great relationship and engagement manager. To understand the ability of good team members. Those can be used to leverage the sense of co-ownership See the sense of co-ownership. They have ability to pull others along with them.
- Live in a state of “manage discomfort’ – there might be an unease as they are entrepeneurs – or even to find space to be entrepreneurial Act entrepreurial outside of their job description. “capable of squeezing through the smallest of opportunity to build evidence that my idea is good” Official job title “change agent” – operate off the org chart – seek out places in nook and crannies in the organzation -then develop truth of the value of their idea Octopus – she says I can squeeze through the smallest opportunity to get my idea out there – or it would get killed Another guy: project manager – he showed value through other side projects and through a community of practice. Although his company thought he should do that through his day job Day it is broken out – one hour meetings not condusive to entrepreneurial thinking. Meeting culture – what can happen and not happen. Entrepreneurs get bigger blocks of time to do creative work Hour long meetings – not contusive to entrepreneurial behaviour. They look for ways to structure their days differently – larger blocs of time. An organization can have strong or weak entrepreneurial cultures
- Ppt “what and how” – story telling – powerful to mobilize others to act. Through stories. Through a new outcome or new reality. Notice that there is meager support to how to develop good story telling. Entrepreuners know this skill – through trial and error. Two practices 1) recognize what the language gap is between stakeholders – ie,., trying telling stories about new idea at several levels – really needed to understand the concept the idea – she thought everyone was on the same page but she was missing the mark. 2)technique: progressive disclosure (from interaction and design field)– essence: sequencing information and action across several groups of people. Start with small disclosure and reveal more and more. Ie,. Progressively disclosed more in his story – and added on that as people were caught up. New idea later broadly socialized to get resources. Important element piece
- How do you learn to become an entreprenuer inside. Build 2 knowledge Domain knowledge: expertise in their industry in their product or field Organizational knowledge: “the know how” how an organization works. Tacid experiential experience on how an org works. Reading the landscape. Thinking like an anthrapologist – being able to learn about the history but respond to information coming in. A process of de- education. Unlearning prior behaviours that does not serve an E. If you a disengaged employee you are building habits that don’t serve you as an E. De educate yourself on perfectionism – does not serve you well if you are a E. Holding on to an idea to tightly. Working towards performance evaluation. Executing ideas of others. Build into habits – and other E muscles will atrophy. Those will atrophy other E muscles – you need to de-learning curve. Unlearn of things so you can build different habits.
- Experimentation Wired for experimentation but the orgs they work for are not. Not surprising. Experimentation is hard to operationalize and support. Following rules and operating procedures – they do not see it as killing experimentation. Experimentation = google 20% of the time. First steps for experimentation is overcoming self doubt – getting challenged all the time can be tiring. Trick is figuring out what idea is a good one and which one is not. E are good at creative conflict as a way to experiment. Creative Conflict: Opposition to help shape opportunities – different from opposition that is resistant to change. Example: VP Brings early ideas to them – reiterate shape ideas E sees both success and failure as a learning opportunity. Uncomfortable if they sit on a success too long. They know someone will come along and challenge it.
- Remember the power of “Killer Facts” Have one that really illustrates this for you. JG – I often use one from Kath Evans. If we had the health care system in England that matched the best in Europe 1500 children a year, would not die in our care.
- How can we link ideas for change/improvements….
- So Emotions help us understand what we value in the world. Why did the story of Alice work ? So why was this story powerful? Why do we respond differently when we hear about Alice rather than when we see the policy data and financial balance sheet? So public narrative when used intentionally for a purpose to connect with others to move to action is a powerful skills set and leadership gift. When we hear stories that make us feel a certain way those stories remind us of our core values. We experience our values through emotions. Then we are prepared to take action on those values. Through our emotions we are more likely to take action Research by Martha Nussbaum a Moral philosopher, tells us that people who have a damaged (a-mig-da- la) Amygadla the part of the brain which controls emotions, when faced with decisions can come up with many options from which to choose but cannot make a decision because the decision rests upon judgements of value. If we cannot feel emotion we cannot experience values that orient us to the choices we must make Shortly we will be thinking about the lived experiences that have moved you to action…we’ll be drawing on those a few minutes as you start to craft your own stories.
- Link belowhttp://www.bbc.co.uk/news/magazine-23790147http://www.bbc.co.uk/learningzone/clips/martin-luther-king-i-have-a-dream-pt-1-2/1293.html With the brooding statue of Abraham Lincoln peering down at him, King began by telling protesters that their presence in the symbolic shadow of the "great emancipator" offered proof of the marvellous new militancy sweeping the country. For too long, he complained, black Americans had been exiles in their own land, "crippled by the manacles of segregation and the chains of discrimination". The whirlwinds of revolt would continue to shake the very foundations of the country: "And those who hope that the Negro needed to blow off steam and will now be content will have a rude awakening if the nation returns to business as normal," King said. It would be fatal for the nation "to overlook the urgency of the moment and to underestimate the determination of the Negro". “He's good - he's damned good” Kennedy on King Wearied by the suffocating heat, the crowd's initial response was muted. The speech was not going well. "Tell 'em about the dream, Martin," shouted Mahalia Jackson, referring to a rhetorical riff that King had used several times before, but which had not made it into his prepared speech because aides insisted he needed fresh material. But King decided to cast aside his prepared notes, and launched extemporaneously into the refrain for which he will forever be remembered. "I have a dream that one day this nation will rise up and live out the true meaning of its creed," he shouted, his out-stretched right arm reaching towards the sky. Soon he was hitting his rhythm, invigorated by the chants and cries of the crowd. "Dream on!" they shouted. "Dream on!" With his voice thundering down the Mall, King imagined a future in which his children could "live in a nation where they will not be judged by the colour of their skin but by the content of their character". Then he reached his impassioned finale. King asked the crowd to yell so it was heard the world over Watching at the White House, the president was riveted. Like so many Americans, it was the first time he had heard the 34-year-old preacher deliver a speech in its entirety - the first time he had taken its measure, listened to its cadence. "He's good," Kennedy told one of his advisors. "He's damned good." The aide was struck, however, that the president seemed impressed more by the quality of King's performance rather than the power of his message.
- All have the common element of “the heart” and “energy”
- Remember the power of “Killer Facts” Have one that really illustrates this for you. JG – I often use one from Kath Evans. If we had the health care system in England that matched the best in Europe 1500 children a year, would not die in our care.
- How can we link ideas for change/improvements….
- Poll. Our infection rates are higher than they should be. We have new clinical guidelines. Let’s work together to implement them! You are the one at the bedside. You know what works and what doesn’t. How can we tackle our infection rates? Remember Mrs. Smith. She fully recovered from C-diff that she picked up on our unit. Just like you, I want to protect more of the chronic elderly. What do you think we can do? Pick 1,2,3 or none.