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How to be a BRILLIANT
change agent
Source of image: @voinonen
:Kate Pound
@KateSlater2
Helen Bevan
@HelenBevan
Pete Gordon
@PeteGordon68
#Quality2019
See the slides: bit.do/BrilliantChangeAgent
How to be a brilliant change agent
3 |
We will cover
• My own journey as a change agent
• Change agents need power
• Influence and superconnectors
• Rocking the boat and staying in it
• A coffee break with a difference
• Case study: emergency care
• Building shared purpose
• Change starts with me
@helenbevan @KateSlater2 #Quality2019
Today’s event code is…
#Quality2019
www.sli.do
Select Hall 2
5 |
A poll
Do you know :
• The person to the right of you?
• The person to the left of you?
• The people on both sides?
• Neither of them?
www.sli.do
6 |
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
Ideas for action
Longer term actions
Adapted from www.idenk.com
What could we
speed up / do
more of ?
(Accelerate)
What could we
stop doing ?
(Brake)
What could we
start doing?
(Create)
The next 30 days The next 60 days The next 90 days
Change AGENCY definition:
The power, individually and collectively, to make a
positive difference. It is about pushing the
boundaries of what is possible, mobilising others
and making change happen more quickly
Change AGENT definition:
Someone who is actively developing the skills,
confidence, power, relationships and courage to
make a positive difference
9 |
A poll
What is your level of brilliance (skills,
confidence & impact) as a change agent?
Brilliant
already
Not at all
brilliant
10 |
My journey as a change agent:
pick three cards
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 team
1. “Where are you from?”
One card that captures how you thought and
acted when you first saw yourself as a
change agent
11 |
My journey as a change agent:
pick three cards
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 team
1. “Where are you from?”
One card that captures how you thought and
acted when you first became a team
12 |
Question: describe your journey as a
change agent in a single word or phrase
Transformations is
a tool for understanding key patterns in your life,
individually and together in groups, organisations and
communities.
@HelenBevan @KateSlater2 #Quality2019
“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
Starts on the fringe
Starts with the activists
Gary Hamel
always
@helenbevan @KateSlater2 #Quality2019
Two kinds of people at work
• Feel disconnected from purpose
• Controlled & coordinated through
performance management and
standardised procedures
• Hold back
• Resist change
• Work to a role specification
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/
The Compliant
Two kinds of people at work
• Feel connected to a higher
purpose
• Direction set through shared goals
& values (“magnetic north”)
• Collaborate
• Embrace change
• Work to who they are
The Contributor
• Feel disconnected from purpose
• Controlled & coordinated through
performance management and
standardised procedures
• Hold back
• Resist change
• Work to a role specification
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/
The Compliant
Two kinds of people at work
• Feel connected to a higher
purpose
• Direction set through shared goals
& values (“magnetic north”)
• Collaborate
• Embrace change
• Work to who they are
The Contributor
• Feel disconnected from purpose
• Controlled & coordinated through
performance management and
standardised procedures
• Hold back
• Resist change
• Work to a role specification
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/
The Compliant
Gallup global research:
• Only 13% of the workforce are
engaged (Contributors)
• Contributors create six times
the value to an organisation
compared to the compliant
What do we mean by power?
Power is the
ability to produce
intended effects
Bertrand Russell
Jeremy Heimens, Henry Timms New Power: How it’s changing the 21st Century and why you
need to know (2018)
new power
Current
Made by many
Pulled in
Shared
Open
Relationship
old power
Currency
Held by a few
Pushed down
Commanded
Closed
Transaction
The Network Secrets of Great
Change Agents
Julie Battilana &Tiziana Casciaro
As a change agent, my centrality in the
informal network is more important than
my position in the formal hierarchy
People who are highly connected have
twice as much power to influence
change as people with hierarchical
power
Leandro Herrero
http://t.co/Du6zCbrDBC
We still organise healthcare like the
Tabulating Machine Co. of 1917
Source of image: @corp_rebels
Find the 3%!
Just 3% of people in the organisation or
system typically influence 85% of the
other people
Source: Organisational Network Analysis by Innovisor
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”
26
As senior leaders, we may be 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
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 @KateSlater2
The powerful medical “superconnectors”
Source: NodeXL analysis @gmacscotland
@helenbevan @KateSlater2 #Quality2019
Rosie Skrypak, change agent at the Royal Free
Hospital
1. Build relationships with the teams,
set out a shared purpose and
challenge
2. Continue to support and build
relationships – don’t forget to say well
done
3. Ripples create spread, watch it
grow!
Reducing in the number of patients staying in
hospital over 21 days
“Tomorrow’s management
systems will need to value
diversity, dissent and
divergence as highly as
conformance, consensus and
cohesion.”
Gary Hamel
@HelenBevan @KateSlater2 #Quality2019
34 |
What happens to
rebels/heretics/radicals/mavericks
in organisations?
Source of image: thinglink.com
?
@helenbevan @KateSlater2 #Quality2019
35 |
Source: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-ou
37 |
We need to be boatrockers!
Source: Debra Meyerson
• Rock the boat but manage to stay in
it
• Walk the fine line between
difference and fit, inside and outside
• Conform AND rebel
• Capable of working with others to
create success NOT perceived by
others as a destructive
troublemaker
@helenbevan @KateSlater2 #Quality2019
Source: adapted from Rebels at Work
39 |
“A cynic, after all, is a
passionate person who
does not want to be
disappointed again.”
Source of graphic: Benjamin Zander’s TED talk
Source of image: Tord the Meme
by Marley Bryn
The world feels
terrible if I
choose to
distrust it
Source: adapted from Rebels at Work
42 |
Reflection
• What are your insights around “boatrocking” and “falling
out”?
• What moves people from being “boatrockers” to “falling
out”?
• How do we protect against this?
43 |
A poll
Where are you now?
Rocking the
boat
Fallen
out of
the boat
Source: adapted from Rebels at Work
45 |
More reading
Source of graphic : Umair Haque
Lois Kelly and Carmen Medina The rebel at work handbook
Harvey Schachter How to be a rebel, not a troublemaker at
work
Debra Meyerson Tempered radicals: how people use difference
to inspire change at work
Jane Watson A spotter’s guide to rebels and cynics
Umair Haque How to be more loving in a cynical world
Clark Quinn Skeptical optimist or hopeful cynic? A science
mindset
Marcella Bremer Cynicism or opticism?
@helenbevan @KateSlater2 #Quality2019
46 |
Question: What are your insights or reflections
around “boatrocking” and “falling out”?
47 |
Question: What are your insights or reflections
around “boatrocking” and “falling out”?
48 |
49 |
https://nhshorizons.passle.net/post/102fg7a/building-networks-the-power-of-randomised-coffee-trials
P50Number one rule of being a change agent: you can’t be
a change agent on your own: build relationships
Source:
Marshall
Ganz
P51
A big debate in social science
Structure versus Agency
@HelenBevan #LeanIsland
53 |
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
Structures and
systems
Performance goals
Compliance
Regulation
Competition
Programme
Management
Incentive systems
Activation
Ability to make choices
Capability
Leaders everywhere
Social action
Solidarity
Social movements
The power, individually
and collectively, to
make a positive
difference
@HelenBevan #LeanIsland
Source: @NHSChangeDay
55
Source: @NHSChangeDay
56
Source: @NHSChangeDay
Problematic:
changing a
“permission
culture” can
take years
The good
news: we can
usually build
agency much
more quickly 57
58 |
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 @KateSlater2 #Quality2019
@HelenBevan @KateSlater2 #Quality2019
@HelenBevan @KateSlater2 #Quality2019
How to be a brilliant change agent
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 @kateslater2 #Quality2019
+ +
OUR
Who are the
people who will
be impacted by
the change?
Who will need
to be part of
the change?
SHARED
What unites
us?
PURPOSE
Why are we
taking action?
How does it
connect with
the things that
really matter to
us?
The
Change
Model
https://www.e
ngland.nhs.uk
/sustainablei
mprovement/
change-
model/
"Exploring the new world: practical insights for
funding, commissioning & managing in
complexity"
https://t.co/I9hI
UCBGaY
Improvement
is anchored in
purpose
67 |
Don’t confuse
PURPOSE with AIM
• An aim is setting a determined course in order to
achieve a set goal. Aims determine a set course or a
target at the end that a person wants to reach
• Purpose seeks to make explicit the reason behind
something that is being done. Purpose defines why a
person is doing something she/he is doing, what there is
reasoning behind doing a particular thing and what they
plan to achieve from it
Purpose is the deepest dimension within us – our
central core or essence – where we have a
profound sense of who we are, where we came
from and where we’re going. Purpose is the
quality we choose to shape our lives around.
Purpose is a source of energy and direction.
Leider
The “purpose” test:
Does your proposed purpose fit
with this?
+ +
OUR
Who are the
people who will
be impacted by
the change?
Who will need
to be part of
the change?
SHARED
What unites
us?
PURPOSE
Why are we
taking action?
How does it
connect with
the things that
really matter to
us?
70
71 |
Question: What is your shared purpose in a
single sentence or phrase?
If we want people to take action, we have to
connect with their emotions through values
action
values
emotion
Source: Marshall Ganz
Mark Jaben on the science behind resistance
What NOT to do
But what we do do
Engage
people here
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
Change starts with me
We are not outside of the change:
we ARE the change
Source of graphic: Reos Partners
Source of graphic: @gapingvoid
@HelenBevan @KateSlater2 #Quality2019
The success of our actions as change-
makers does not depend on what we do or
how we do it, but on the inner place from
which we operate”
Otto Scharmer
Leading from the emerging future
After years of intensive analysis,
Google discovered that the key to high performing teams
that deliver change is
being nice
Project Aristotle: https://www.youtube.com/watch?v=UfGiCnhdU78&feature=youtu.be&list=PLHEw3ja-
xoaZybvz9f0b1_6bJyG7zZO6L
horizonsnhs.com/school
80 |
Thursday 15 March
81 |
Have we got the power to change things?
Research with groups shows a 25%-10%-3% pattern:
When a minority group pushing change was below
25% of the total group, its efforts failed. But they reached 25%,
the majority of the population adopted the new way of thinking
very quickly
When just 10% of a population holds an unshakable
belief, their belief is likely to be adopted by the majority
Typically in organisations, around 3% of people (the
informal influencers) drive conversations and influence 85% of
other people. They are not typically the senior leaders
Source: Harold Jarche 2018: 25-10-3
82 |
Our finale: “Snowstorm”
• Write down one key thing you have
learnt from this workshop on a
sheet of white paper
83 |
Our finale: “Snowstorm”
• Write down one key thing you have
learnt from this workshop on a
sheet of white paper
• Screw the paper up
84 |
Our finale: “Snowstorm”
• Write down one key thing you have
learnt from this workshop on a
sheet of white paper
• Screw the paper up
• On the signal, throw your paper
snowball in the air
85 |
Our finale: “Snowstorm”
• Write down one key thing you have learnt
from this workshop on a sheet of white paper
• Screw the paper up
• On the signal, throw your paper snowball in
the air
• Pick up a snowball that lands near you and
read it aloud to the rest of your table
86 |
A poll
What is your level of brilliance (skills,
confidence & impact) as a change
agent?
Brilliant
already
Not at all
brilliant

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How to be a brilliant change agent

  • 1. How to be a BRILLIANT change agent Source of image: @voinonen :Kate Pound @KateSlater2 Helen Bevan @HelenBevan Pete Gordon @PeteGordon68 #Quality2019 See the slides: bit.do/BrilliantChangeAgent
  • 3. 3 | We will cover • My own journey as a change agent • Change agents need power • Influence and superconnectors • Rocking the boat and staying in it • A coffee break with a difference • Case study: emergency care • Building shared purpose • Change starts with me @helenbevan @KateSlater2 #Quality2019
  • 4. Today’s event code is… #Quality2019 www.sli.do Select Hall 2
  • 5. 5 | A poll Do you know : • The person to the right of you? • The person to the left of you? • The people on both sides? • Neither of them? www.sli.do
  • 6. 6 | 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. Ideas for action Longer term actions Adapted from www.idenk.com What could we speed up / do more of ? (Accelerate) What could we stop doing ? (Brake) What could we start doing? (Create) The next 30 days The next 60 days The next 90 days
  • 8. Change AGENCY definition: The power, individually and collectively, to make a positive difference. It is about pushing the boundaries of what is possible, mobilising others and making change happen more quickly Change AGENT definition: Someone who is actively developing the skills, confidence, power, relationships and courage to make a positive difference
  • 9. 9 | A poll What is your level of brilliance (skills, confidence & impact) as a change agent? Brilliant already Not at all brilliant
  • 10. 10 | My journey as a change agent: pick three cards 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 team 1. “Where are you from?” One card that captures how you thought and acted when you first saw yourself as a change agent
  • 11. 11 | My journey as a change agent: pick three cards 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 team 1. “Where are you from?” One card that captures how you thought and acted when you first became a team
  • 12. 12 | Question: describe your journey as a change agent in a single word or phrase
  • 13. Transformations is a tool for understanding key patterns in your life, individually and together in groups, organisations and communities. @HelenBevan @KateSlater2 #Quality2019
  • 14. “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
  • 15. Starts on the fringe Starts with the activists Gary Hamel always @helenbevan @KateSlater2 #Quality2019
  • 16. Two kinds of people at work • Feel disconnected from purpose • Controlled & coordinated through performance management and standardised procedures • Hold back • Resist change • Work to a role specification 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/ The Compliant
  • 17. Two kinds of people at work • Feel connected to a higher purpose • Direction set through shared goals & values (“magnetic north”) • Collaborate • Embrace change • Work to who they are The Contributor • Feel disconnected from purpose • Controlled & coordinated through performance management and standardised procedures • Hold back • Resist change • Work to a role specification 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/ The Compliant
  • 18. Two kinds of people at work • Feel connected to a higher purpose • Direction set through shared goals & values (“magnetic north”) • Collaborate • Embrace change • Work to who they are The Contributor • Feel disconnected from purpose • Controlled & coordinated through performance management and standardised procedures • Hold back • Resist change • Work to a role specification 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/ The Compliant Gallup global research: • Only 13% of the workforce are engaged (Contributors) • Contributors create six times the value to an organisation compared to the compliant
  • 19. What do we mean by power? Power is the ability to produce intended effects Bertrand Russell
  • 20. Jeremy Heimens, Henry Timms New Power: How it’s changing the 21st Century and why you need to know (2018) new power Current Made by many Pulled in Shared Open Relationship old power Currency Held by a few Pushed down Commanded Closed Transaction
  • 21. The Network Secrets of Great Change Agents Julie Battilana &Tiziana Casciaro As a change agent, my centrality in the informal network is more important than my position in the formal hierarchy
  • 22. People who are highly connected have twice as much power to influence change as people with hierarchical power Leandro Herrero http://t.co/Du6zCbrDBC
  • 23. We still organise healthcare like the Tabulating Machine Co. of 1917 Source of image: @corp_rebels
  • 24. Find the 3%! Just 3% of people in the organisation or system typically influence 85% of the other people Source: Organisational Network Analysis by Innovisor
  • 25. 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”
  • 26. 26
  • 27. As senior leaders, we may be 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
  • 28. 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 @KateSlater2
  • 29. The powerful medical “superconnectors” Source: NodeXL analysis @gmacscotland @helenbevan @KateSlater2 #Quality2019
  • 30. Rosie Skrypak, change agent at the Royal Free Hospital
  • 31. 1. Build relationships with the teams, set out a shared purpose and challenge 2. Continue to support and build relationships – don’t forget to say well done 3. Ripples create spread, watch it grow!
  • 32. Reducing in the number of patients staying in hospital over 21 days
  • 33. “Tomorrow’s management systems will need to value diversity, dissent and divergence as highly as conformance, consensus and cohesion.” Gary Hamel @HelenBevan @KateSlater2 #Quality2019
  • 34. 34 | What happens to rebels/heretics/radicals/mavericks in organisations? Source of image: thinglink.com ? @helenbevan @KateSlater2 #Quality2019
  • 35. 35 |
  • 36. Source: Lois Kelly http://www.slideshare.net/Foghound/rocking-the-boat-without-falling-ou
  • 37. 37 | We need to be boatrockers! Source: Debra Meyerson • Rock the boat but manage to stay in it • Walk the fine line between difference and fit, inside and outside • Conform AND rebel • Capable of working with others to create success NOT perceived by others as a destructive troublemaker @helenbevan @KateSlater2 #Quality2019
  • 38. Source: adapted from Rebels at Work
  • 39. 39 | “A cynic, after all, is a passionate person who does not want to be disappointed again.” Source of graphic: Benjamin Zander’s TED talk
  • 40. Source of image: Tord the Meme by Marley Bryn The world feels terrible if I choose to distrust it
  • 41. Source: adapted from Rebels at Work
  • 42. 42 | Reflection • What are your insights around “boatrocking” and “falling out”? • What moves people from being “boatrockers” to “falling out”? • How do we protect against this?
  • 43. 43 | A poll Where are you now? Rocking the boat Fallen out of the boat
  • 44. Source: adapted from Rebels at Work
  • 45. 45 | More reading Source of graphic : Umair Haque Lois Kelly and Carmen Medina The rebel at work handbook Harvey Schachter How to be a rebel, not a troublemaker at work Debra Meyerson Tempered radicals: how people use difference to inspire change at work Jane Watson A spotter’s guide to rebels and cynics Umair Haque How to be more loving in a cynical world Clark Quinn Skeptical optimist or hopeful cynic? A science mindset Marcella Bremer Cynicism or opticism? @helenbevan @KateSlater2 #Quality2019
  • 46. 46 | Question: What are your insights or reflections around “boatrocking” and “falling out”?
  • 47. 47 | Question: What are your insights or reflections around “boatrocking” and “falling out”?
  • 48. 48 |
  • 50. P50Number one rule of being a change agent: you can’t be a change agent on your own: build relationships Source: Marshall Ganz
  • 51. P51
  • 52. A big debate in social science Structure versus Agency @HelenBevan #LeanIsland
  • 53. 53 | 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 Structures and systems Performance goals Compliance Regulation Competition Programme Management Incentive systems Activation Ability to make choices Capability Leaders everywhere Social action Solidarity Social movements
  • 54. The power, individually and collectively, to make a positive difference @HelenBevan #LeanIsland
  • 57. Source: @NHSChangeDay Problematic: changing a “permission culture” can take years The good news: we can usually build agency much more quickly 57
  • 58. 58 | 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 @KateSlater2 #Quality2019
  • 62. 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 @kateslater2 #Quality2019
  • 63. + + OUR Who are the people who will be impacted by the change? Who will need to be part of the change? SHARED What unites us? PURPOSE Why are we taking action? How does it connect with the things that really matter to us?
  • 65. "Exploring the new world: practical insights for funding, commissioning & managing in complexity" https://t.co/I9hI UCBGaY
  • 67. 67 | Don’t confuse PURPOSE with AIM • An aim is setting a determined course in order to achieve a set goal. Aims determine a set course or a target at the end that a person wants to reach • Purpose seeks to make explicit the reason behind something that is being done. Purpose defines why a person is doing something she/he is doing, what there is reasoning behind doing a particular thing and what they plan to achieve from it
  • 68. Purpose is the deepest dimension within us – our central core or essence – where we have a profound sense of who we are, where we came from and where we’re going. Purpose is the quality we choose to shape our lives around. Purpose is a source of energy and direction. Leider The “purpose” test: Does your proposed purpose fit with this?
  • 69. + + OUR Who are the people who will be impacted by the change? Who will need to be part of the change? SHARED What unites us? PURPOSE Why are we taking action? How does it connect with the things that really matter to us?
  • 70. 70
  • 71. 71 | Question: What is your shared purpose in a single sentence or phrase?
  • 72. If we want people to take action, we have to connect with their emotions through values action values emotion Source: Marshall Ganz
  • 73. Mark Jaben on the science behind resistance What NOT to do But what we do do Engage people here
  • 74. 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
  • 76. We are not outside of the change: we ARE the change Source of graphic: Reos Partners Source of graphic: @gapingvoid @HelenBevan @KateSlater2 #Quality2019
  • 77. The success of our actions as change- makers does not depend on what we do or how we do it, but on the inner place from which we operate” Otto Scharmer Leading from the emerging future
  • 78. After years of intensive analysis, Google discovered that the key to high performing teams that deliver change is being nice Project Aristotle: https://www.youtube.com/watch?v=UfGiCnhdU78&feature=youtu.be&list=PLHEw3ja- xoaZybvz9f0b1_6bJyG7zZO6L
  • 81. 81 | Have we got the power to change things? Research with groups shows a 25%-10%-3% pattern: When a minority group pushing change was below 25% of the total group, its efforts failed. But they reached 25%, the majority of the population adopted the new way of thinking very quickly When just 10% of a population holds an unshakable belief, their belief is likely to be adopted by the majority Typically in organisations, around 3% of people (the informal influencers) drive conversations and influence 85% of other people. They are not typically the senior leaders Source: Harold Jarche 2018: 25-10-3
  • 82. 82 | Our finale: “Snowstorm” • Write down one key thing you have learnt from this workshop on a sheet of white paper
  • 83. 83 | Our finale: “Snowstorm” • Write down one key thing you have learnt from this workshop on a sheet of white paper • Screw the paper up
  • 84. 84 | Our finale: “Snowstorm” • Write down one key thing you have learnt from this workshop on a sheet of white paper • Screw the paper up • On the signal, throw your paper snowball in the air
  • 85. 85 | Our finale: “Snowstorm” • Write down one key thing you have learnt from this workshop on a sheet of white paper • Screw the paper up • On the signal, throw your paper snowball in the air • Pick up a snowball that lands near you and read it aloud to the rest of your table
  • 86. 86 | A poll What is your level of brilliance (skills, confidence & impact) as a change agent? Brilliant already Not at all brilliant

Notas do Editor

  1. 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.