34 PowerPoint slides that I created to summerise points in my Twitter posts during 2019.

1. 34 slides that I created to go
with Twitter posts during 2019
@HelenBevan

2. 1. Since the nature of a complex organisation is determined by the
interaction between its members, relationships are fundamental.
2. Complex organisations are open systems. This means that a great deal
of energy and information flows through them, and that a stable state
is not desirable.
3. No organisation can be understood independently of its context.
4. Along with the context, the history of an organisation co-determines
its nature.
5. The emergent nature of complex adaptive systems often manifests in
unintended consequences or behaviour that may seem irrational.
6. We should be prepared for the unexpected and to be very careful.
Something we may think to be insignificant (a casual remark, a joke, a
tone of voice) may change everything.
7. Complex organisations cannot thrive when there is too much central
control.
Source: Sonja Blignaut https://agileandchange.com/7-implications-of-seeing-organisations-
as-complex-systems-996fd2398d58
7 implications of seeing organisations as
complex systems

3. Seven differences between complicated and complex
Complicated Complex
Causality Linear cause-and-effect pathways allow us to
identify individual causes for observed effects
There are no clearly distinguishable cause-and-effect
pathways
Linearity Every output of the system has a
proportionate input i.e. Newtonian physics
apply.
Outputs are not proportional or linearly related to
inputs; small changes in one part of the system can
cause sudden/unexpected outputs in other parts of
the system
Reducibility We can decompose the system into its
structural parts and understand the functional
relationships between these parts in a
piecemeal way.
The structural parts of the system are multifunctional
i.e. the same function can be performed by different
structural parts
Controllability &
solvability
Systemic contexts and interactions can be
controlled, and the problems they present
can be diagnosed and permanently solved
These systems are prone to high levels of surprise,
uncertainty and interventions causing unexpected
changes and even new or worse challenges.
Constraint
(openness)
Environments are delimited i.e. governing
constraints are in place that allows the system
to interact only with selected or approved
types of systems.
Complex systems are open systems, to the extent
that it is often difficult to determine where the
system ends and another start.
Knowability These systems, because they are closed and
can be deconstructed can be fully known or
modelled
We cannot transform complex systems into
complicated ones by spending more time and
resources on collecting more data or developing
better theories
Creativity &
adaptability
Complicated systems need an external force
to act on them in order to introduce change
These systems are able to observe themselves, learn
and adapt. They are creative.
Source: Sonja Blignaut @sonjabl

5. How to address wicked, complex, or
intractable problems
1. Focus on sense-making: “If we apply linear thinking and ordered approaches
such as root cause analysis; traditional scenario planning and best practices to
complex problems we invariable end up making things worse”.
2. Use pattern intelligence: “Instead of trying to find solutions, focus on shifting
the pattern through multiple small interventions, nudges or experiments”.
3. Value questions, not answers: “Discovering new questions, broadening our
perspective and being curious (vs judgmental) will get us much further than
looking for answers”.
4. Ambiguity and nuance vs. certainty and clarity: “It is only when we are able
to hold the tension, see the “AND” vs the “OR” that we will be able to engage
with the system in a constructive way”.
5. Start with the present and what is possible from where we are: “versus
working backwards from an ideal future state”.
6. Seek coherence not alignment: “Having a coherent sense of direction with
clear boundaries to create “safety guardrails” allows us to maintain local
diversity, implement potentially conflicting experiments and engage with the
system with the common objective of learning and evolving together”.
Source: Sonja Blignaut
medium.com/@sonjablignaut?source=post_page-----1f2d82549f5c----------------------

6. The Bristol collaboration scale
C1 — The ‘what’s in it for me?’ motivation
I collaborate because I/my organisation benefits. My motivation is personal.
C2 — The ‘I need others to do something that will help me’ motivation
I collaborate because I wouldn’t be able to achieve something my
organisation values without others. My motivation is organisational.
C3 — The ‘I need others to help me achieve a wider goal that I can’t deliver
myself’ motivation
I collaborate because I want to achieve a broader societal/system goal and
need others to help. My motivation is system based.
C4 — The ‘collaboration is an essential capability we need to develop’
motivation
I collaborate because I believe that it’s an essential approach (in abstract) not
something whose utility is limited to solving a particular problem. My
motivation is building capability across a place, community or system
C5 — The ‘I collaborate therefore I am’ motivation
I collaborate because I am fundamentally committed to working that way. My
motivation is civic and social — my organisation is a means to that end.
Source: David Relph
medium.com/@dcjrwork/what-does-collaboration-really-mean-to-people-10324b27c0b0

7. PLACES TO INTERVENE IN A SYSTEM
(in increasing order of effectiveness)
12. Constants, parameters, numbers
11. The sizes of buffers and other stabilising stocks, relative to their
flows.
10. The structure of material stocks and flows (such as transport
networks, population age structures).
9. The lengths of delays, relative to the rate of system change.
8. The strength of negative feedback loops, relative to the impacts they
are trying to correct against.
7. The gain around driving positive feedback loops.
6. The structure of information flows (who does and does not have
access to information).
5. The rules of the system (such as incentives, punishments,
constraints).
4. The power to add, change, evolve, or self-organize system structure.
3. The goals of the system.
2. The mindset or paradigm out of which the system — its goals,
structure, rules, delays, parameters — arises.
1. The power to transcend paradigms.
Source: the archives of Donella Meadows
consi

8. How do we change the power in a system?
The five top leverage points
(in increasing order of effectiveness)
5. The power to set the rules of the system
4. The power to change or evolve the structure of
the system
3. The power to set the goals of the system
2. The power to set the paradigm of the system
1. The power to transcend the paradigm of the
system
Source: Cyndi Suarez
based on principles from Donella Meadows
https://stream.syscoi.com/2019/10/01/systems-change-is-all-about-shifting-
power-cyndi-suarez/

9. Questions for helping us think about power
(and bring issues of power into redesigning complex services)
• When was the last time you felt powerless?
• When was the last time you felt powerful?
• What do you love about having power?
• When was the last time you gave away your power
(deliberately or otherwise)?
• When was the last time you usurped someone else’s
power?
• In what situations do you not trust yourself with too
much power?
Source: George Aye
https://medium.com/greater-good-studio/design-educations-
big-gap-understanding-the-role-of-power-1ee1756b7f08

10. Leading large scale transformational change
Leaders make a difference during large scale
transformation initiatives when they:
• Act as disruptors
• Are storytellers
• Work as a leadership team
• Instil confidence and hold their nerve
• Think holistically and make connections
• Pay attention to symbols and small gestures
• Host conversations and dialogues
Source: Andrew Day, Metalogue

12. Three factors that are preconditions for
the kind of trusting relationships that
system leaders need with each other
1. REPEAT INTERACTIONS: Trust keeps a relationship going,
but you need the knowledge of possible future repeat
interactions before trust can evolve. Therefore, the more
you get to know the other person and interact with them
regularly, the more you trust them
2. POSSIBLE WIN-WINS: There needs to be the possibility
of both/all parties being winners (a win/win) rather than
some being winners and others losers
3. LOW MISCOMMUNICATION: If the level of
miscommunication is too high, trust breaks down. But
when there's a little bit of miscommunication, it pays to
be more forgiving
Source: Steven Limmer

13. Three types of trust in high-trust
networks and collaborations
1. Relational trust relates to how we treat one another: “I
will treat you with respect for your dignity and basic
human compassion and hear your voice.”
2. Functional trust relates to how we get things done
together: “I will do my best to work supportively and
reliably with you, regardless of our relative roles.”
3. Flow-of-value trust is about complex reciprocity, and
avoiding exploitation when people have very different
levels of power or privilege : I won’t benefit personally
from your involvement or our connection without ensuring
that you benefit too.” Particularly important when it
comes to relationships between patients and professionals
and between senior leaders and staff at the point of care.
Source: Nenad Maljković

14. Why mid-level managers are essential for
transformation programmes
(based on evidence)
1. Mid-level managers are far better than most senior
executives at using informal organisational networks to
bring about substantive, lasting change
2. They know more people and are closer to them, and are
more influential, than senior managers can ever hope to
be
3. They are tuned in to the moods and emotional needs of
employees, which helps them keep pushing change
forward
4. They effectively manage the tension between change and
the status quo — they keep the organisation from falling
into inertia, on the one hand, or chaos, on the other
Source: Quy Nguyen Huy INSEAD
www.strategy-business.com/article/Thawing-the-frozen-middle

15. The top seven myths of robust systems
7. Remove the people who cause accidents
6. Document best practices and runbooks
5. Defend against prior root causes
4. Enforce procedures
3. Avoid risk
2. Simplify
1. Add redundancy
https://www.verica.io/top-seven-myths-of-robust-
systems/
Source: Casey Rosenthal
@caseyrosenthal

16. Four ways to help old habits in your
organisation die more easily
1. Create situational awareness. Encourage your teams to look sceptically
at the structures, processes and policies in place and identify irrelevant
or outmoded knowledge and systems. It’s crucial for people to feel
involved in the process of “unlearning” so that changes don’t just
happen from the top down, but grow from the bottom up.
2. Provide space to disengage from routine. To break with old routines,
give your teams the time and space to work without established
protocols. Create sessions where they can freely discuss what needs to
change and plan to change it.
3. Forgive mistakes. Asking your teams to dispense with the established
methods involves some trial and error. Build an “error-forgiving” culture
so people don’t have to worry about upsetting a manager, or having
failure count against them in a performance review.
4. Don’t let old habits resurface. Get rid of things that that trigger old ways
of working, e.g., rearrange desks, block certain procedures, or outlaw
terms or phrases associated with the previous ways of doing things.
“Introducing a ‘stop-doing’ culture: How to free your organization from rigidity,” by
Adrian Klammer, Thomas Grisold, and Stefan Gueldenberg (2019). Via @stratandbiz

17. Bureaucracy Humanocracy
Standardisation Ownership
Specialisation Community
Conformance Meritocracy
Alignment Openness
Predictability Experimentation
Extrinsic rewards Paradox
Gary Hamel on humanising organisations

18. Three ways to increase the collective
intelligence of a team
1. Have more members who are socially sensitive,
meaning they’re perceptive of their teammates’
views and feelings.
2. Have more women on the team (in large part
because women tend to be more socially
perceptive).
3. Make sure team members take turns talking
instead of being dominated by just a few voices.
Source: Kellogg Insight

19. How community managers help
virtual/online communities to thrive
• Promoting the creation of new community content
• Driving ongoing dialogue by liking and commenting on posts
frequently
• Jump-starting conversations by posting questions and user
polls
• Sharing popular posts from other communities/groups to drive
cross-engagement
• Continually inviting others to post and share content
• Attaching pictures and videos to posts to drive higher click-
through rates
• Acting as an authentic connector, curator and convenor of
people and ideas
• Keeping a pulse on the community (understand what drives it
forward, what inspires community members, etc.)
Based on ideas from Sarah Haase and Karen Prather

20. Leading from a place of love
At the most profound level, love is about our deep
affiliation with the moral purpose of the health and care
system and our goal of improving health for every
individual and for whole populations. We translate this
into action by leading with love; committing to,
connecting with, affirming and making things meaningful
for those we serve. We are able to make our greatest
contributions, individually and collectively, when we work
in a loving environment, enabling everyone to do their
best, fulfilling our higher purpose. Love is a unifying force
and it builds collective power for change.
Helen Bevan and Goran Henriks

21. Three ways to build your “likeability”
factor as a leader
1. Try to identify ‘commonalities’ which may not be –
and in fact likely will not be – work related – i.e.
places you have visited, sports you are both
interested in, shared hobbies
2. Increase the sensitivity of your antennae for others:
Acknowledge people when you see them.
Acknowledge their work and their successes
3. Build your empathy with both individuals and the
team – become aware of their current energy
Source: Karen Cates, Kellogg:
https://www.iedp.com/articles/what-s-not-to-like/

22. How to earn the right to influence
Source:
Linda Hoopes
• Learn about the conscious and unconscious filters
used by the person you want to influence
• Craft your messages to fit their preferences
• Present yourself in ways that align with their filters
• Fulfil their expectations: always follow up
• Make small moves away from the norm that
deliver positive results
• Make larger and more challenging requests
over time
https://t.co/cqHeSXHE2X?amp=1

23. In communicating for change, we tend to communicate
our own values and goals, rather than connect to the
values and goals of the audiences we want to engage
Four questions to help us move beyond this:
1. What do we want to change? What do we want to be true that
isn’t true right now?
2. Whose behaviour change is necessary to making that happen?
Who has to do something (or stop doing something) they’re not
doing now for us to achieve that goal?
3. What would that individual or group believe if they took that
action? In other words, what does that audience care about
most, and how can we include that in our messages?
4. How will we get that message in front of them? Where are their
eyes?
Lauren Parater, Ann Christiano, Annie Neimand & Hans Park:
https://ssir.org/articles/entry/communicating_complexity_in_the
_humanitarian_sector

24. Ten organisational pathologies
1. Solutionism: a common condition in which the energy and airtime of the
organisation is consumed in finding solutions to problems.
2. Over-communication: If it doubt about a problem, say there was a
communication problem and then at least you have communicated it.
3. Premature de-hierarchical-isation: The propensity to frame hierarchies as the
problem when actually they’re part of the solution
4. (Auto) Immune diseases: In medicine, autoimmune disease is one in which ‘the
body produces antibodies that attack its own tissues, leading to the deterioration
and in some cases to the destruction of such tissue’. Organisations have similar
immune system diseases.
5. The organisation in rehearsal mode: Nothing is real today, it’s all for a future,
about to come, but not yet, in which the real thing will take place.
6. Processism and process junkies: We can solve all of our organisation’s most
difficult and complex problems by redesigning the process.
7. Useless over-inclusiveness: We are compelled to make sure that everybody ‘gets
it’ and all possible constituencies have been invited to be part of the change
process.
8. Busy-ness: A semi-permanent state of continuous occupation, usually connected
to self-importance
9. Measure the measurable: The praxis of management becomes defined by the
units of whatever seems like a measurement to which a value can be associated.
10. Empowerment as risk transfer: Leaders who “empower” others, who pass risks
on, but have no potential share in the consequences of failure.
Source: Leandro Herrero

25. Four actions leaders can take to make
workplace wellbeing strategies effective
1. Invest in mental health education to create a culture
in which leaders and employees feel equipped to
support emotional distress
2. Implement flexible workplace policies that give
employees the freedom to make independent choices
that foster their mental health
3. Promote compassionate leadership that allows
people to bring their full assets and gifts to work as
well as their foibles, weaknesses and vulnerabilities
4. Support and encourage people to be emotionally
available to each other, peer to peer, so that
“interpersonal work” is seen to be as important as
task-based work
Source: Charlotte Lieberman

26. The jury is out on the use of toolkits for
quality improvement in health and cate
“There are few methods other than toolkits to document complex
healthcare interventions or to support their use outside of initial
intervention sites, yet little theoretical or empirical literature addresses
toolkit use….
“We found the existing evidence base on toolkit effectiveness to be very
limited despite the substantial number of publications on toolkits….
“While some studies described the development of the toolkit as following
a successful intervention implementation, very few studies reported
numerical results that allowed a direct comparison between the original
intervention and the results of facilitating the spread of the intervention
through a toolkit….
“Throughout, study results were often insufficiently reported and the
assessed outcomes were very diverse…..
“Considering the potential importance of toolkits as a method for
maximizing the impacts of healthcare improvement interventions, a
stronger research focus on the conduct and reporting of toolkit
intervention and evaluation components is critical.
Source: Susanne Hempel and colleagues

27. Compliance
Sets out a quality improvement
framework than everyone should
follow
(“our method/system”)
Seeks to align the QI approach
with other levers, eg, quality
standards, standard operating
procedures & policies
Links the QI methodology to
performance goals to create
momentum for delivery
A compliance vs. commitment approach
to quality improvement methods
Commitment
Co-creates a shared purpose
and collective goal that
everyone can aspire to
Introduces a framework and
set of capabilities that build on
existing strengths and help
achieve our purpose
Creates energy for change
through continuous connection
to the shared purpose and
celebration of small wins
Source: Helen Bevan

28. We need transformational workshops
AND transformational follow up
• Transactional follow up is focused on delivering
an action plan, achieving a certain set of steps to
move towards some outcome. It is surface level.
• Transformational follow up is focused on the
whole, the individuals, the team, the system. It
goes below the surface. It helps a team or system
create an awareness of the factors contributing to
the achievement of their challenge or goal. Often
these contributing factors stem from limiting
beliefs, assumptions and values formed from past
experiences.
Source: Based on work by Toby Sinclair

29. Five core skills that public servants need to accelerate
progress from ideas to measurable solutions
1. Problem definition: must know how to define actionable and specific
problems. This cannot be done behind closed doors but must be
undertaken in collaboration with stakeholders, experts and
participants on different sides of an issue
2. Participatory design skills: the ability to use participatory and
human-centred practices to further discover and refine the problem.
Human-centred design asks: “Who are we creating the service for?”
and “What are their needs?” rather than “What are we building?”
3. Data-driven and evidence-based skills: must be able to use data
analytical methods to understand complex problems quantitatively.
4. Open innovation skills: solutions need to be designed together with
those being helped and through leveraging the collective intelligence
of communities.
5. Implementation and collaboration skills: must learn how to
implement solutions by building collaborative teams and
partnerships that span multiple disciplines and sectors.
Source: Today’s problems, yesterday’s toolkit
https://www.anzsog.edu.au/preview-documents/publications-and-brochures/542

30. Ten kinds of people who challenge the status quo in
organisations
Source: @LeandroEHerrero
1. Those who have nothing to lose
2. Those who know that the art of challenging equals not infuriating, annoying or putting
people off.
3. Those who have the intellectual and/or moral power, credibility and standing.
4. Corporate useful idiots (mavericks, non conformists and self-appointed ‘different’) who
are publicly exhibited by a non maverick, very conformist organisation as a sign of
‘diversity’ and open-minded innovation. PS: the activity of people in category 4 is always
well under control and within reasonable non dangerous borders
5. Professional challengers, speciality not required (also known as Yes But gene carriers)
6. Those who want to improve things, get away from ‘the way things have always been
done here’; usually passionate about the ‘surely, it must be a better way’. Gems, really.
7. Those who are not afraid to say what authorities may not want to hear.
8. Those who enjoy the intellectual discourse per se and play chess with ideas.
9. Those who have bosses who genuinely ask to be challenged, pushed back and who look
for alternative world views.
10. Combination and ‘others ‘
Source of image: David Truss

31. “Rules” for rebels, heretics and
mavericks in organisations
• Don’t wait to be told to do something; figure it out for
yourself.
• Challenge everything, and steel yourself for the
inevitable cynicism, opposition, rumours, false
reporting, innuendos, and slander.
• Break the rules, not the law.
• Take risks as a rule, not as the exception.
• Cut out unnecessary timelines, schedules, processes,
reviews, and bureaucracy.
• Just get started; fix problems as you go along
• Build solutions, not an organisation
Source: Learning from the NASA “Pirates” group
Loizos Heracleous, Christina Wawarta, Steven Gonzalez and Sotirios Paroutis

32. Eight ways to be successful in a toxic environment
1. Lead from within: If you want to be successful in a toxic culture you have to be
determined in your mindset, committed to your character and purposeful about
your work
2. Maintain your boundaries. Learn to separate yourself from what others are doing
and focus on what you stand for
3. Cultivate a positive mindset. immersing yourself in your work to make the culture
more bearable and keep your productivity high
4. Form alliances. Look for others who view the world the same way you do so you
can all be there for each other
5. Don’t compromise your values. Never let any situation undermine or weaken
who you are and what you stand for
6. Focus on solutions, not the problem. Even when it’s entirely justified,
complaining and grumbling contribute to the spread of toxicity
Source: Lolly Daskal
7. Put it in writing. Start a journal to record your noteworthy
accomplishments as well as specifics of the dysfunction and the
toxicity happening around you
8. Formulate an exit strategy. If you’re staying because you love
your job but the culture is toxic, it’s never too soon to begin
looking for better environments where you can do your best
work in peace and truly thrive

33. The role of the change leader of the future
Source: adapted from John Bessant
1. Convening: creating spaces where people want to
come together to learn and share
2. Combining: ensuring sufficient diversity without losing
focus and creating bridges between different worlds
3. Capability-building: championing change methods
and processes and helping people translate their
ideas into practical actions that add value
4. Coaching: providing support and mentoring to help
guide and steer change leaders and ideas
5. Co-ordinating and connecting: enabling networking
and links inside the community and beyond to external
partners
6. Community-building: creating a supportive peer
group and a context which enables co-operation
and sharing

34. What distinguishes inclusive leaders from others?
• Visible commitment: They articulate authentic commitment to
diversity, challenge the status quo, hold others accountable and
make diversity and inclusion a personal priority.
• Humility: They are modest about capabilities, admit mistakes, and
create the space for others to contribute.
• Awareness of bias: They show awareness of personal blind spots as
well as flaws in the system and work hard to ensure meritocracy.
• Curiosity about others: They demonstrate an open mindset and
deep curiosity about others, listen without judgment, and seek with
empathy to understand those around them.
• Cultural intelligence: They are attentive to others’ cultures and
adapt as required.
• Effective collaboration: They empower others, pay attention to
diversity of thinking and psychological safety, and focus on team
cohesion.
Source: Juliet Bourke and Andrea Espedido

35. How to design for powerful connection
and learning at large meetings
1. Provide sessions focused on content that the
participants care about
2. Design for small sessions and/or have
participants work together in small groups
3. Use interactive formats
4. Include closing sessions that consolidate
learning, build community, and explore the
group’s future Source: Adrian Segar