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if "Action on Accident & Emergency" was a social movemt

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3 de 31 Anúncio

if "Action on Accident & Emergency" was a social movemt

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Slides from the talk that Helen Bevan gave at the launch of the "Action on A&E" programme on 31st March 2017. The focus is on applying social movement principles to improving urgent and emergency care

Slides from the talk that Helen Bevan gave at the launch of the "Action on A&E" programme on 31st March 2017. The focus is on applying social movement principles to improving urgent and emergency care

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if "Action on Accident & Emergency" was a social movemt

  1. 1. @HelenBevan @ActiononAandE #ActiononA&E If Action on A&E was a social movement….. Helen Bevan @HelenBevan @ActiononAandE #ActiononA&E
  2. 2. @HelenBevan @ActiononAandE #ActiononA&E “When we talk of social change, we talk of movements, a word that suggest vast groups of people walking together, leaving behind one way and travelling towards another” Rebecca Solnit
  3. 3. @HelenBevan @ActiononAandE #ActiononA&E What do successful social movements do? • Define the change they want to see • Identify the pillars of power • Create a spectrum of allies • Seek to attract not overpower • Build a plan to survive victory Source: Satell G (2017) How to create transformational change, according to the world’s most successful social movements
  4. 4. @HelenBevan @ActiononAandE #ActiononA&E If we want people to take action, we have to connect with their emotions through values action values emotion Source: Marshall Ganz
  5. 5. @HelenBevan @ActiononAandE #ActiononA&E “I have some A&E Performance Indicators for you” or “I have a dream” Source: @RobertVarnam
  6. 6. @HelenBevan @ActiononAandE #ActiononA&E “We must act with all due alacrity [speed/swiftness], yet also with the thoughtfulness and seriousness of purpose appropriate to meaningful action” Dr Martin Luther King Jr.
  7. 7. 14,000 contributions identified 10 barriers to change: Confusing strategies Over controlling leadership Perverse incentivesStifling innovation Poor workforce planning One way communication Inhibiting environment Undervaluing staff Poor project management Playing it safe Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge”
  8. 8. @HelenBevan @ActiononAandE #ActiononA&E Front line teams get inundated with high priority messages from leaders each day, making it difficult for them to know what to focus on Increasing number of messages as information cascade through the organisation Source: adapted from http://businessjournal.gallup.com/content/162707/change-initiatives-fail- don.aspx
  9. 9. @HelenBevan @ActiononAandE #ActiononA&E Front line teams get inundated with high priority messages from leaders each day, making it difficult for them to know what to focus on Increasing number of messages as information cascade through the organisation Don’t overload front line staff with strategies if you want improvements in quality and safety http://healthaffairs.org/blog/2014/03/07/the- dangers-of-quality-improvement-overload-insights- from-the-field/
  10. 10. @HelenBevan @ActiononAandE #ActiononA&E Identify the pillars of power
  11. 11. @HelenBevan @ActiononAandE #ActiononA&E Jeremy Heimens, Henry Timms This is New Power old power new power Currency Held by a few Pushed down Commanded Closed Transaction Current Made by many Pulled in Shared Open Relationship
  12. 12. @HelenBevan @ActiononAandE #ActiononA&E 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
  13. 13. @HelenBevan @ActiononAandE #ActiononA&E People who are highly connected have twice as much power to influence change as people with hierarchical power Leandro Herrero http://t.co/Du6zCbrDBC
  14. 14. @HelenBevan @ActiononAandE #ActiononA&E Create a spectrum of allies Source of image: Greg Satell
  15. 15. @HelenBevan @ActiononAandE #ActiononA&E WHO will make the change happen? List A • The A&E Delivery Board • The programme sponsors • The Programme Management Office • The Delivery Board work streams • The Clinical Leads • The Directors of participating organisations • The Change Facilitators Source: adapted by Helen Bevan from Leandro Herrera
  16. 16. @HelenBevan @ActiononAandE #ActiononA&E WHO will make the change happen? List A • The A&E Delivery Board • The programme sponsors • The Programme Management Office • The Delivery Board work streams • The Clinical Leads • The Directors of participating organisations • The Change Facilitators List B • The mavericks and rebels • The deviants (positive). Who do things differently and succeed • The nonconformists who see things through glasses no one else has • The hyper-connected who 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
  17. 17. @HelenBevan @ActiononAandE #ActiononA&E WHO will make the change happen? List A • The A&E Delivery Board • The programme sponsors • The Programme Management Office • The Delivery Board work streams • The Clinical Leads • The Directors of participating organisations • The Change Facilitators List B • The mavericks and rebels • The deviants (positive). Who do things differently and succeed • The nonconformists who see things through glasses no one else has • The hyper-connected who 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
  18. 18. @HelenBevan @ActiononAandE #ActiononA&E 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 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 To make large scale change happen we should connect networks of people who ‘want’ to contribute
  19. 19. @HelenBevan @ActiononAandE #ActiononA&E Mark Jaben on the science behind resistance What NOT to do But what we do do Instead of buyers (who “buy-in”), we need investors What TO do Engage people here Engage people here
  20. 20. @HelenBevan @ActiononAandE #ActiononA&E Seek to attract not overpower
  21. 21. @HelenBevan @ActiononAandE #ActiononA&E Two kinds of people at work • Feel connected to a higher purpose • Controlled & coordinated through shared goals & values • Collaborate • Embrace change • Work to who they are The contributors The compliant • Feel disconnected from purpose • Controlled & coordinated through performance management & 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/
  22. 22. @HelenBevan @ActiononAandE #ActiononA&E Two kinds of people at work • Feel connected to a higher purpose • Controlled & coordinated through shared goals & values • Collaborate • Embrace change • Work to who they are The contributors The compliant • Feel disconnected from purpose • Controlled & coordinated through performance management & standardised procedures • Hold back • Resist change • Work to a role specification 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/worldwide- employees-engaged-work.aspx
  23. 23. @HelenBevan @ActiononAandE #ActiononA&E As leaders, we are “signal generators” “As a leader, think of yourself as a “signal generator” whose words and actions are constantly being scrutinised and interpreted, especially by those below you” [in the hierarchy]….. Charles O’Reilly, Leaders in Difficult Times Source of image: vintage-radio.com What leaders pay attention to matters to staff, and consequently staff pay attention to that too
  24. 24. @HelenBevan @ActiononAandE #ActiononA&E Shared purpose Owned by everyone who has a stake in the change and improvement we are seeking to create OUR SHARED PURPOSE At the end of the day, it is about looking after people in the way they want to be looked after Director of Urgent Care
  25. 25. @HelenBevan @ActiononAandE #ActiononA&E Shared purpose or “de facto” purpose? • hitting the four hour target • freeing up bed capacity • managing demand • reducing costs • completing activities within a timescale • complying with regulators PURPOSE Owned by everyone who has a stake in the change and improvement we are seeking to create OUR SHARED PURPOSE
  26. 26. @HelenBevan @ActiononAandE #ActiononA&E Shared purpose or “de facto” purpose? • hitting the four hour target • freeing up bed capacity • managing demand • reducing costs • completing activities within a timescale • complying with regulators Source: Delivering Public Services That Work: The Vanguard Method in the Public Sector If purpose isn’t explicit and shared, then it is very easy for something else to become a de facto purpose in the minds of the workforce PURPOSE Owned by everyone who has a stake in the change and improvement we are seeking to create OUR SHARED PURPOSE
  27. 27. @HelenBevan @ActiononAandE #ActiononA&E Change is not the goal; the goal is the goal Peter Fuda Source of image: timemanagementninja.com
  28. 28. @HelenBevan @ActiononAandE #ActiononA&E New Public Passion: a growing global movement
  29. 29. @HelenBevan @ActiononAandE #ActiononA&E • Did we accomplish the goal we were trying to accomplish? • Did our community grow stronger? (create capacity; new power – power we didn’t have before) • Did individuals involved in the whole effort learn, grow and develop their capacity to organise with others? How would we know if Action on A&E was successful from a social movement perspective?
  30. 30. @HelenBevan @ActiononAandE #ActiononA&E 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
  31. 31. @HelenBevan @ActiononAandE #ActiononA&E • Steve Christian, Action on A&E • Sasha Karakusevic, Horizons team • Kathryn Perera, Horizons team • Simon Sethi, Yeovil District Hospital NHS Foundation • Debbie Sorkin, The Leadership Centre

Notas do Editor

  • 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 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.

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