Module 2 Forming communities building alliances

The School for Health and Care
Radicals
www.changeday.nhs.uk/healthcareradicals

Module 2:
Forming communities:
building alliances for change
Supported by
#NHSChangeDay #SHCRchat

Pledge today!
http://changeday.nhs.uk

Joining in today and beyond
• Please use the chat box to contribute continuously during the
web seminar
• Please tweet using hashtags #NHSChangeDay and #SHCRchat
• We will produce summaries of the discussions of today’s module
using Storify.com and Pinterest and put these on the website
• The conversation continues on the live chat forum at
www.changeday.nhs.uk/healthcareradicalsforum


Modules
31st January:

Being a health and care radical:
change starts with me
7th February: Forming communities: building
alliances for change
14th February: Rolling with resistance
21st February: Making change happen
28th February: Moving beyond the edge

School statistics


Word cloud representation of chat from
module 1


for
today
• Connecting back to module one
• Why we can’t be radicals on our own: building
communities for change
• What we can learn from leaders of social
movements
• Effective framing: telling our stories
• Bridging disconnected groups
• Building your own community
• Questions and call to action

Source of image: www.freshnessmag.com

The truth about leadership

You can make a difference
AND

You can’t do it alone
Source: TED talk by Barry Posner
http://workplacepsychology.net/2014/02/
01/the-truth-about-leadership-you-makea-difference-and-you-cant-do-it-alone/

Source of image: jamessamy.com

Emerging themes in change and transformation
Dominant
approach
Organisation
Power through hierarchy
Mission and vision
Making sense through
rational argument
Leadership-driven (top
down) innovation
Tried and tested,
based on experience

From module one
Transactions

Emerging
direction
Community
Power through connection
Shared purpose
Making sense through
emotional connection
Viral (grass-roots
driven) creativity
“ Open” approaches , sharing
ideas & data, co-creating
change
Relationships
Source: @HelenBevan

What is community?
1. Locality
2. Interest or shared purpose
3. Sense of belonging: “community spirit”
“There is no power for change greater than a
community discovering what it cares about.”
~ Margaret Wheatley

Source of image:
rootedincommunity.org

Power in community
“Power used to come largely through and from big
institutions.
Today power can and does come from connected individuals
in community.
When community invests in an idea, it co-owns its success.
Instead of trying to
achieve scale all by
ourselves, we have a new
way to have scale. Scale
can be in, with and
through community.”
Nilofer Merchant
Source of image: orton.org

Five things we know about successful
boat rockers

CHANGE
BEGINS WITH

1. Driven by conviction and values
me
2. strong sense of “self-efficacy”
 belief that I am personally able to create the change
3. able to join forces with others to create action
4. able to achieve small wins which create a sense of
hope, self-efficacy and confidence
5. More likely to view obstacles as challenges to
overcome
From module one

Source: adapted from Debra E Meyerson

Five things we know about successful
boat rockers

CHANGE
BEGINS WITH

1. Driven by conviction and values
2. strong sense of “self-efficacy”


me

belief that I am personally able to create the change

3. able to join forces with others to create action
4. able to achieve small wins which create a sense of
hope, self-efficacy and confidence
5. More likely to view obstacles as challenges to
overcome
From module one

Source: adapted from Debra E Meyerson

The easiest way to thrive as an
outlier
...is to avoid being one
Seth Goodin

Source of image: outskirtsbattledome.wikispaces.com

“if you want to go fast, go alone. If you
want to go far, go together.”
African proverb quoted by Al Gore

Learning from social movement
leaders

Call to Action

Source: @RobertVarnam

What are the characteristics of people or groups
within effective social movements?
• They share a sense of PURPOSE
– There is purposefulness about collaborations, discussions, actions, and decisions and
a sense of forward momentum

• They are UNITED
– They have learned to manage their differences well enough that they can unite to
accomplish the purposes for which they were came together. Differences are openly
debated, discussed, and resolved.

• They share UNDERSTANDING
– There is a widely shared understanding of what's going on, what the challenges are,
what the strategy is and why what is being done has to be done

• People PARTICIPATE
– Lots of people and organisations in the system are active - not just involved in
discussions and meetings, but getting the work done.

• They take INITIATIVE
– Rather than reacting to whatever happens in their environment, they are proactive,
and act upon their environment.

• They ACT
– People do the work they must do to make the things happen that need to happen
Source: adapted from Wellstone Action

A social movement is
a voluntary collective
of individuals committed to promoting or
resisting change through co-ordinated activity
to produce a lasting and self generating effect
and creating, as they do a sense of shared
identity

What communities have formed since
module 1?
•
•
•
•
•
•
•

Dorset and Wessex
West Midlands
Herts Radicals Twitter
South west
East Berks Learning and Support Group
The North West
Connections by profession and interest

How do we create change at
scale?
Strategy

Narrative

what?

why?

Shared understanding leads to

Action
Source: Marshall Ganz

What is strategy?

Strategy is the process of turning
the
you have into
the
you need to win
the
you want

Resources to improve health and care

Economic resources
diminish with use
• money
• materials
• technology

Natural resources
grow with use
• relationships
• commitment
• community

Based on principles from Albert Hirschman, Against Parsimony

Framing
… is the process by which leaders construct,
articulate and put across their message in a powerful
and compelling way in order to win people to their
cause and call them to action.
Snow D A and Benford R D (1992)

What’s the
financial incentive?
What’s the
project plan?

Who is
performance
managing?


The reality
“What the leader cares about (and typically bases at
least 80% of his or her message to others on) does
not tap into roughly 80% of the workforce’s primary
motivators for putting extra energy into the change
programme”
Scott Keller and Carolyn Aiken (2009)
The Inconvenient Truth about Change Management

Source of image: swedenbourg-openlearning.org.uk

or

“I have some Key
Performance
Indicators
for you”

“I have a
dream”

Leaders ask their staff to be ready for change,
but do not engage enough in
sensemaking........
Sensemaking is not done via marketing...or
slogans but by emotional connection with
employees
Ron Weil

How the world of work is shifting

• The organisation as a
collective
• Leaders seek to build
the allegiance of the
workforce to the goals,
culture and ethos of the
organisation

• The network as a
connective
• We share and identify
with a deeper, extracorporate work culture
and the structure is
subordinated to that

Source:stoweboyd.com
Source of image: www.slideshare.net/mexicanwave/champions-trolls-10-years-of-the-cipd-online-community

If we want people to take action, we have to
connect with their emotions through values
values

emotion

action

But not all emotions are equal.........
urgency
anger
hope
solidarity
you can make a
difference

Action inhibitors

Overcomes

Action motivators

inertia
apathy
fear
isolation

Self-doubt

Effective framing:
what do we need to do?
1. Tell a story

Effective framing:
1. Tell a story
2. Make it personal

Effective framing:
1. Tell a story
2. Make it personal
3. Be authentic

Effective framing:
1.
2.
3.
4.

Tell a story
Make it personal
Be authentic
Create a sense of “us”

Effective framing:
1.
2.
3.
4.

Tell a story
Make it personal
Be authentic
Create a sense of “us” (and be clear who the “us”
is)
5. Build in a call for urgent action

Creating our narrative
• Challenge: What was the challenge? Why was
it a challenge?
• Choice: What were the choices? Why did you
make the choice you did? Where did you get
the courage or hope? How did it feel?
• Outcome: How did the outcome feel? Why did
it feel that way? What do you want us to feel?

Vivid details


How do we create a
sense of “us” to build
momentum for
change?

Source of image:
studentblognmaestics.blogspot.com

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

From Module 1

strong ties (cohesive)
v.

weak ties (disconnected)

Source of image:brucemacvaresh.com

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, nurse to
nurse, gynaecologist to gynaecologist
IT WORKS BECAUSE: people are
• Influence is spread through people who are far
more likely to be influenced to
strongly connected to each other, like and trust
each other adopt new behaviours or ways of
working from those with whom they
are most strongly tied

The pros and cons of strong ties
Pros

Cons

Strong and weak ties
When we seek to 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, nurse to nurse,
gynaecologist to
gynaecologist
• Influence is spread through
people who are strongly
connected to each other, like
and trust each other

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
• our aim is to mobilise all the
resources in our organisation,
system or community that can help
achieve our goals

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 will come when we tap into
our weak ties


• The most breakthrough innovations will come when we tap into
our weak ties
History suggests that weak ties will probably give us the best
chance to deliver large scale improvements in a challenging
timescale

Three components of a great
narrative
• Diagnostic – what is the problem that we are
addressing? What is the extent of the problem?
What is the specific source or sources?
• Prognostic – what could the future look like? What is
our “plan of attack” and our strategy for carrying out
the plan?
• Motivational – why is this urgent? What is our call
for action that connects with the motivational and
emotional drivers of the audience?
Source: Benford and Snow

‘If people give to a cause, they expect a
relationship, not a transaction.’
Nilofer Merchant

“A cynic, after all,
is a passionate
person who does
not want to be
disappointed
again.”

Zander R and Zander B (2000) The art of
possibility. Harvard Business School Press. As
quoted by Steve Onyett

Who are your communities?
• In your role: through relationships and social
networks
• Through external social networks such as
Twitter and LinkedIn
• Through communities of practice and learning
groups

Source: Celine Schillinger http://weneedsocial.com/blog/2013/8/25/disrupted-disruptors-unite
@helenbevan

Building community…..
• Why did you feel it mattered for you to from
as a group and come together?
• How have you started to form?
• What do you plan to do ( meetings etc?)
• How do you feel this being part of this
community will help you as a radical?
• What reflections do you have on forming
communities that you can share with the
group?
@helenbevan

http://weneedsocial.com/blog/2013/8/25/disr
upted-disruptors-unite

@helenbevan

57

Outwitted
He drew a circle that shut me out Heretic, rebel, a thing to flout.
But Love and I had the wit to win:
We drew a circle that took him in.
Edward Markham

@helenbevan

Calls to action campaigns for this week
Post these or similar actions as a pledge on the NHS
Change Day pledge wall
http://changeday.nhs.uk/campaign
• Identify which communities you are currently part
of and how you can utilise your existing
communities for change
• Reflect on who else you would like to be part of
your community for change and take act to
connect with them
• Create your narrative or “call to action” to win
other people to your cause
@helenbevan

Next opportunities for learning
• Sunday 9th February
19:00-20:00 conference call discussion of
module one
• Wednesday 12th February
16:00-17:00 Tweet chat #SHCRchat
• Next Friday morning 14th February
module 3: Rolling with resistance
@helenbevan

Questions for reflection
1. What learning and inspiration can you take
from social movement leaders to help you in
your role as an agent of change in health and
care?
2. How will you attract the attention of the people
you want to call to action?
3. Who are the people who are currently
disconnected that you want to unite in order to
achieve your goals for change? How can you
build a sense of “us” with them?
@helenbevan

Module 2 Forming communities building alliances

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