How to be a great change agent
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Dr. Helen Bevan emphasizes the importance of informal networks and diverse relationships in driving change within organizations like the NHS, noting that traditional long-term change projects are being replaced by shorter, more dynamic initiatives. She highlights that successful change is fueled by various forms of energy—social, spiritual, psychological, physical, and intellectual—and stresses the necessity for leaders to harness this energy effectively. Ultimately, the key to effective leadership in change is to motivate and release the inherent positive energy within individuals.
![@HelenBevan
WHO makes change happen?
Source: adapted by Helen Bevan
from Leandro Herrera
List A
• The Transformation
Programme Board
• The programme sponsor
• The Programme Management
Office
• The leads of the [insert
number] transformation work
streams
• The Clinical Director
• The Team Leader /Unit
Manager
• The Change Facilitators](https://image.slidesharecdn.com/fallscolaborativehb-170124111456/85/How-to-be-a-great-change-agent-5-320.jpg)
![@HelenBevan
WHO makes change happen?
List A
• The Transformation
Programme Board
• The programme sponsor
• The Programme Management
Office
• The leads of the [insert
number] transformation work
streams
• The Clinical Director
• The Team Leader /Unit
Manager
• The Change Facilitator
List B
• The mavericks and rebels
• The deviants (positive). Who do
things differently and succeed
• The contrarians, because they can
• The nonconformists who see
things through glasses no one else
has
• The hyper-connected. Good or
bad, they spread behaviours, role
model at a scale, set mountains
on fire and multiply anything they
get their hands on
• The hyper-trusted. Multiple
reasons, doesn’t matter which
ones Source: adapted by Helen Bevan
from Leandro Herrera](https://image.slidesharecdn.com/fallscolaborativehb-170124111456/85/How-to-be-a-great-change-agent-6-320.jpg)
![@HelenBevan
WHO makes change happen?
List A
• The Transformation
Programme Board
• The programme sponsor
• The Programme Management
Office
• The leads of the [insert
number] transformation work
streams
• The Project Manager
• The Team Leader /Unit
Manager
• The Change Facilitator
List B
• The mavericks and rebels
• The deviants (positive). Who do
things differently and succeed
• The contrarians, because they can
• The nonconformists who see
things through glasses no one else
has
• The hyper-connected. Good or
bad, they spread behaviours, role
model at a scale, set mountains
on fire and multiply anything they
get their hands on
• The hyper-trusted. Multiple
reasons, doesn’t matter which
ones Source: adapted by Helen Bevan
from Leandro Herrera](https://image.slidesharecdn.com/fallscolaborativehb-170124111456/85/How-to-be-a-great-change-agent-7-320.jpg)
How to be a great change agent
- 1. @HelenBevan How to be a GREAT change agent Dr Helen Bevan Chief Transformation Officer, Horizons team, NHS England @HelenBevan ANDSTAYINGINIT:
- 2. @HelenBevan The first ever Collaborative in the NHS: 1999
- 3. @HelenBevan The first ever Collaborative in the NHS: 1999
- 4. @HelenBevan “New truths begin as heresies” (Huxley, defending Darwin’s theory of natural selection) Source of image: installation by the artist Adam Katz www.thisiscolossal.com Via @NeilPerkin
- 5. @HelenBevan WHO makes change happen? Source: adapted by Helen Bevan from Leandro Herrera List A • The Transformation Programme Board • The programme sponsor • The Programme Management Office • The leads of the [insert number] transformation work streams • The Clinical Director • The Team Leader /Unit Manager • The Change Facilitators
- 6. @HelenBevan WHO makes change happen? List A • The Transformation Programme Board • The programme sponsor • The Programme Management Office • The leads of the [insert number] transformation work streams • The Clinical Director • The Team Leader /Unit Manager • The Change Facilitator List B • The mavericks and rebels • The deviants (positive). Who do things differently and succeed • The contrarians, because they can • The nonconformists who see things through glasses no one else has • The hyper-connected. Good or bad, they spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on • The hyper-trusted. Multiple reasons, doesn’t matter which ones Source: adapted by Helen Bevan from Leandro Herrera
- 7. @HelenBevan WHO makes change happen? List A • The Transformation Programme Board • The programme sponsor • The Programme Management Office • The leads of the [insert number] transformation work streams • The Project Manager • The Team Leader /Unit Manager • The Change Facilitator List B • The mavericks and rebels • The deviants (positive). Who do things differently and succeed • The contrarians, because they can • The nonconformists who see things through glasses no one else has • The hyper-connected. Good or bad, they spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on • The hyper-trusted. Multiple reasons, doesn’t matter which ones Source: adapted by Helen Bevan from Leandro Herrera
- 8. @HelenBevan What’s the evidence? The failure of large scale transformational change projects is rarely due to the content or structure of the plans that are put into action To make transformational change happen we need to connect networks of people who ‘want’ to contribute http://iedp.com/articles/vertical-leadership/?utm_source=Sign-Up.to&utm_medium=email&utm_campaign=13787- 257163-Campaign+-+01%2F09%2F2016 Source: David Dinwoodie (2015) It’s much more about the role of informal networks in the organisations and systems affected by change
- 11. @HelenBevan What are the big themes for change in the world in which the Falls Collaborative is happening?
- 13. @HelenBevan What approaches to change are needed in this environment?
- 14. @HelenBevan Kinthi Sturtevant, IBM 13th annual Change Management Conference June 2015 We rarely see two, three or four year change projects any more. Now it’s 30-60-90 day change projects
- 15. @HelenBevan Source: Bromford P (2015), ”What’s the difference between a test and a pilot?” Pilots are being replaced by rapid tests and prototypes
- 17. @HelenBevan
- 18. @HelenBevan Digital skills are a critical capability for future leaders of improvement
- 19. @HelenBevan How does the NHS improvement community prefer to communicate? Digital Non-digital ProactiveReactive Source: RAND evaluation data from the Q community of improvement leaders
- 20. @HelenBevan How does the NHS improvement community prefer to communicate? Digital Non-digital ProactiveReactive Source: RAND evaluation data from the Q community of improvement leaders
- 22. @HelenBevan
- 24. @HelenBevan
- 25. @HelenBevan
- 26. @HelenBevan Change is changing Change is moving to the edge
- 27. @HelenBevan An example from the Cabinet Office http://www.slideshare.net/Openpolicymaking/060715-change-cardscollated?next_slideshow=1
- 28. @HelenBevan 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
- 29. @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
- 30. @HelenBevan The capacity and drive of a team, organisation or system to act and make the difference necessary to achieve its goals http://www.institute.nhs.uk/tools/energ y_for_change/energy_for_change_.html Creating energy for change is a top priority for the collaborative ‘ “Energy for change” defined as
- 31. What happens to large scale change efforts in reality In order of frequency: 1. the effort effectively “runs out of energy” and simply fades away 2. the change hits a plateau at some level and no longer attracts new supporters 3. the change becomes reasonably well established; several levels across the system have changed to accommodate or support it in a sustainable way Source: http://www.nhsiq.nhs.uk/8530.aspx Why is energy for change important?
- 32. @HelenBevan Psychological Physical Spiritual Social Intellectual Change is most likely to happen when five energies are high Source: http://www.institute.nhs.uk/tools/energy_for_change/energy_for_change_.html
- 33. @HelenBevan Social energy Energy of personal engagement, relationships and connections between people It’s where people feel a sense of “us and us” rather than “us and them”
- 34. @HelenBevan Spiritual energy Energy of commitment to a common vision for the future, driven by shared values and a higher purpose Gives people the confidence to move towards a different future that is more compelling than the status quo
- 35. @HelenBevan Psychological energy Energy of courage, resilience and feeling safe to do things differently Involves feeling supported to make a change and trust in leadership and direction
- 37. @HelenBevan Project Aristotle: http://qz.com/625870/after-years-of-intensive- analysis-google-discovers-the-key-to-good-teamwork-is-being-nice/ After years of intensive analysis, Google discovers that the key to high performing, teams that deliver change is psychological safety
- 38. @HelenBevan Physical energy Energy of action, getting things done and making progress The flexible, responsive drive to make things happen
- 39. @HelenBevan Intellectual energy Energy of analysis, planning and thinking Involves gaining insight as well as planning and supporting processes, evaluation, and arguing a case on the basis of logic/ evidence
- 40. @HelenBevan High and low ends of each energy domain Social isolated solidarity Spiritual uncommitted higher purpose Psychological risky safe Physical fatigue vitality Intellectual Illogical reason LOW HIGH
- 41. @HelenBevan Some questions • Which group likely to have higher spiritual energy scores: • clinicians • non clinicians • Nearer to CEO in the structure: higher or lower overall energy scores? Source: Respondents to the energy for change questionnaire NHSIQ/Horizons team
- 42. @HelenBevan
- 43. @HelenBevan Energy analysis of six STP plans Source: energy for change discourse analysis of six draft STP plans by the Horizons team September 2016
- 44. @HelenBevan Energy analysis of six STP plans Source: energy for change discourse analysis of six draft STP plans by the Horizons team September 2016
- 45. @HelenBevan 1 2 3 4 5 Social Spiritual PsychologicalPhysical Intellectual Where is the current energy for change for your falls improvement project?
- 46. @HelenBevan The challenge of disproportionately high intellectual energy • Intellectual energy on its own isn’t transformational • It keeps leaders in their comfort zone (intellect to intellect) Emotion is the fuel for change; data and information provide direction Dan Heath (author of Switch)
- 47. @HelenBevan Great advice for leaders within the Falls Collaborative “Leadership is not about making clever decisions and doing bigger deals. It is about helping release the positive energy that exists naturally within people” Henry Mintzberg
- 48. @HelenBevan Key tactic for collaborative leaders : Out-love everyone else Source of image: Bradley Burgess