Let's Talk Research 2015 - Dr. Helen Bevan - The change agent of the future curating knowledge and making connections
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The change agent of the future; curating knowledge and making connections In this talk Helen will explore the skills and capabilities that change agents are likely to need in the future; for a world where the power of hierarchy is diminishing in the face of complexity and change is happening faster and becoming more disruptive. The key new competencies are the ability to connect people who are currently disconnected and to curate, rather than create, knowledge for change. She will describe the new breed of change leaders who are rewriting the rules and leading change from the future. Helen Bevan is acknowledged globally for her expertise in large scale change and ability to translate it into practical action and deliver outcomes. She provides advice, guidance and training on transformational change to leaders of health and care systems across the world. In 2008, the 60th anniversary of the National Health Service, Helen was recognised as one of the 60 most influential people in the history of the NHS.
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Let's Talk Research 2015 - Dr. Helen Bevan - The change agent of the future curating knowledge and making connections
- 1. Helen Bevan Chief Transformation Officer @HelenBevan Curating knowledge and making connections ofthe future
- 3. 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
- 7. @HelenBevan SEISMIC SHIFTS Change from the edge
- 8. @HelenBevan http://www.slideshare.net/Openpolicymaking/policy-lab-slide- share-introduction-final
- 9. @HelenBevan 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
- 10. 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
- 11. People who are highly connected have twice as much power to influence change as people with positional power Leandro Herrero http://t.co/Du6zCbrDBC
- 12. “I have some Key Performance Indicators for you” or “I have a dream” Source: @RobertVarnam
- 13. @HelenBevan is the new normal! “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
- 14. @HelenBevan 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
- 15. @HelenBevan We need to create more 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 destructive troublemaker Source: Debra Meyerson
- 16. @HelenBevan Source : Lois Kelly www.rebelsatwork.com There’s a big difference between a rebel and a troublemaker Rebel
- 17. @HelenBevan Reflection • What are your insights around “rebels” and “troublemakers”? • What moves people from being “rebel” to “troublemaker”? • How do we protect against this?
- 18. @HelenBevan Source : Lois Kelly www.rebelsatwork.com There’s a big difference between a rebel and a troublemaker Rebel
- 19. @HelenBevanFor more information/explanation visit: http://linkis.com/www.oscarberg.net/20/QwGqW
- 20. @HelenBevan Is your change process a cathedral or a bazaar? http://www.unterstein.net/su/docs/CathBaz.pdf
- 21. @HelenBevan We have a lot of cathedrals Source: Sewell (2015) : Stop training our project managers to be process junkies
- 22. @HelenBevan What are the biggest opportunities for change agents in our system? • As bridge builders between disconnected groups • As curators and sharers of knowledge
- 23. @HelenBevan Improvement teams will move from “bench scientists” (programme managers) to knowledge leaders and connectors http://connect.forwardmetrics.c om/business-management/the- strength-within.html
- 24. @HelenBevan Because there’s a problem…. Source of quote: Harold Jarche Source of image: http://gotcll.com/about-2/ Getting information off the internet is like taking a drink from a fire hydrant Mitchell Kapor
- 25. @HelenBevan
- 26. @HelenBevan 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
- 27. @HelenBevan Connections as the new documentation Source of image: Flickr user acaben
- 28. Source: Oliver Benson If you’re a programmer, you don’t even bother reading the manual, you simply use stackoverflow to answer all your questions”
- 29. 21,000 active users Activists from 120 countries @theedgenhs: 500,000+ Twitter impressions
- 31. @HelenBevan#Expo15NHS #EdgeTalks @HelenBevan @JodiOlden 4pm - 4pm, 27-28th January 2016
- 32. @HelenBevan 1. Follow on Twitter @HelenBevan @NHSIQ 2. Subscribe to 3. Get materials from The School for Health and Care Radicals: www.theedge.nhsiq.nhs.uk/school 4. Sign up for “Edge Talks” TheEdge.nhsiq.nhs.uk Four ways to connect! @School4Radicals @TheEdgeNHS
- 33. @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-centric- organizations-succeed-in-a-social-world/ Hamel G (2014)Why bureaucracy must die Jarche, H (2013) Rebels on the edges
- 34. @HelenBevan 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 References and links
Notas del editor
- Link below http://www.bbc.co.uk/news/magazine-23790147 http://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.
- Cathedral and Bazaar is an essay, then book, by Eric S. Raymond on software engineering methods Illustrates the struggle between top-down and bottom-up design The Cathedral model: restricted access to code, code only available with each software release – controlled / limited / restricted / closed The Bazaar model, in which the code is developed over the Internet in view of the public Raymond's proposition that "given enough eyeballs, all bugs are shallow" - the more openly and widely available the source code is for public testing, scrutiny, and experimentation, the more rapidly all forms of bugs will be discovered. Raymond claims that an inordinate amount of time and energy must be spent hunting for bugs in the Cathedral model, since the working version of the code is available only to a few developers.
- Social Business Discussions Are The New Documentation http://www.informationweek.com/software/social/social-business-discussions-are-the-new-documentation/d/d-id/898942 Gadgets & devices once came with printed user instructions / manuals Inside organisations, the problem is the opposite – very little to no documentation (particularly about tacit knowledge) When employees work out loud in a transparent social platform, they are documenting their tools and processes on the fly as they build them.
- Olly: “If you are a computer programmer you don’t even bother reading the manual; you simply use stackoverflow to answer all your questions: http://stackoverflow.com/” Stack Overflow is a self-moderating question and answer site for professional and enthusiast programmers. It's built and run by you as part of the Stack Exchange network of Q&A sites. With your help, we're working together to build a library of detailed answers to every question about programming. We're a little bit different from other sites. Stack Overflow is run by you! If you want to help us run Stack Overflow, you’ll need reputation first. Reputation is a (very) rough measurement of how much the Stack Overflow community trusts you. Reputation is never given, it is earned by convincing other Stack Overflow users that you know what you’re talking about.
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