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@helenbevan #solacesummit17
Transformational leadership
Themes and trends in the wider world of
change and implications fo...
@helenbevan #solacesummit17
The Horizons team:
Change agents and change agency
• A small, diverse team of people within
th...
@helenbevan #solacesummit17
Every revolution begins
with a transformation in
consciousness
3
Paul Bate
‘
@helenbevan #solacesummit17
4
The greatest
danger today is NOT
micro-managing:
it is MACRO-LEADING
Henry Mintzberg
@helenbevan #solacesummit17
Change is changing
@helenbevan #solacesummit17
Kinthi Sturtevant, IBM
13th annual Change Management
Conference
We rarely see two, three or
fo...
@helenbevan #solacesummit17
Change is changing
@helenbevan #solacesummit17
@helenbevan #solacesummit17
Source of image: @voinonen
@helenbevan #solacesummit17
Connect with the 3%
Just 3% of people in the organisation or
system influence 85% of the other...
@helenbevan #solacesummit17
The 3% rule also appears true for
social media
Source: research by Graham MacKenzie using Node...
@helenbevan #solacesummit17
Change is changing
@helenbevan #solacesummit17
We still organise the public sector like the
Tabulating Machine Co. of 1917
Source of image: @...
@helenbevan #solacesummit17
Source: Innovisor
@helenbevan #solacesummit17
Three time points of collaboration among
cancer clinicians and researchers
from Braithwaite an...
@helenbevan #solacesummit17
Jeremy Heimens, Henry Timms
This is New Power
old power new power
Currency
Held by a few
Pushe...
@helenbevan #solacesummit17
WHO will make the change happen?
List A
• The Delivery Board
• The Cabinet
• The Programme
Man...
@helenbevan #solacesummit17
WHO will make the change happen?
List A
• The Delivery Board
• The Cabinet
• The Programme
Man...
@helenbevan #solacesummit17
WHO will make the change happen?
List A
• The Delivery Board
• The programme sponsors
• The Pr...
@helenbevan #solacesummit17
What’s the evidence?
The failure of large scale
transformational change projects is
rarely due...
@helenbevan #solacesummit17
Do you remember that 3% of people in an
organisation influence 85% of other
people?
Most of th...
@helenbevan #solacesummit17
Mark Jaben on the science behind resistance
What NOT to do
But what we do do
Engage
people here
@helenbevan #solacesummit17
Mark Jaben on the science behind resistance to change
What NOT to do
(but what we usually do)
...
@helenbevan #solacesummit17
The predominant approach in recent years has been STRUCTURE
but globally there is a big shift ...
@helenbevan #solacesummit17
Making sure that only people
who should be in hospital are
in hospital
• The number of hospita...
@helenbevan #solacesummit17
@helenbevan #solacesummit17
@helenbevan #solacesummit17
Royal Devon and Exeter Hospital
@helenbevan #solacesummit17
East Sussex Healthcare
@helenbevan #solacesummit17
“Because we want to, not because we have to”
@helenbevan #solacesummit17
Individual AND collective agency
Individual agency:
People get more power
and control in their...
@helenbevan #solacesummit17
Building agency for large scale change
We do not become transformed alone, we
become transform...
@helenbevan #solacesummit17 Source: Jason Leitch and Derek Feeley
@helenbevan #solacesummit17
New Public
Passion:
a growing
global
movement
@helenbevan #solacesummit17
http://biggerboat.org/exploring-moodocs/
MOODOCs
(Massive, Online, Open, Disease Oriented Comm...
@helenbevan #solacesummit17
Big drive to bring social movement thinking
and practice into delivery
36
@helenbevan #solacesummit17
COMPLIANT POWERFUL!
CHANGE AGENTS
WANT TO ROCK THE BOAT BUT NOT
FALL OUT?
• Starts 15th Februa...
@helenbevan #solacesummit17
The era of the PLATFORM
Platforms today power learning and innovation
at the speed of change b...
@helenbevan #solacesummit17
Platform-based, collaborative innovation
methods are outpacing traditional R&D
Source: PWC Inn...
@helenbevan #solacesummit17
We are witnessing the collapse of expertise
and rise of collaborative sensemaking
David Holzme...
@helenbevan #solacesummit17
The implosion of trust
Source: http://www.edelman.com/news/2017-edelman-trust-barometer-reveal...
@helenbevan #solacesummit17
“Adaptive space” allows people, ideas,
information, and resources to flow across
the system an...
@helenbevan #solacesummit17
• systematic “change
management”
• too often, leaders
prescribe outcome
and method of change
i...
@helenbevan #solacesummit17
What is the best way to spread new
knowledge?
Source of data: Nick Milton
http://www.nickmilto...
@helenbevan #solacesummit17
Our platform: a “Snowstorm”
• Write down one key thing you have
learnt from this session on a ...
@helenbevan #solacesummit17
• Write down one key thing you have
learnt from this session on a sheet of
white paper
• Screw...
@helenbevan #solacesummit17
• Write down one key thing you have
learnt from this session on a sheet of
white paper
• Screw...
@helenbevan #solacesummit17
• Write down one key thing you have
learnt from this session on a sheet of
white paper
• Screw...
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Transformational leadership: themes and trends in the wider world of change and implications for leaders

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Slides that Helen Bevan presented at the Solace Sumit, 3rd November 2018

Publicada em: Governo e ONGs

Transformational leadership: themes and trends in the wider world of change and implications for leaders

  1. 1. @helenbevan #solacesummit17 Transformational leadership Themes and trends in the wider world of change and implications for leaders Source of image: @voinonen
  2. 2. @helenbevan #solacesummit17 The Horizons team: Change agents and change agency • A small, diverse team of people within the English National Health Service • We tune into the latest change thinking and practice in healthcare and other industries around the world – translating this learning into practical approaches to change • The team has emerged through years of supporting change in the NHS and the wider health and care system
  3. 3. @helenbevan #solacesummit17 Every revolution begins with a transformation in consciousness 3 Paul Bate ‘
  4. 4. @helenbevan #solacesummit17 4 The greatest danger today is NOT micro-managing: it is MACRO-LEADING Henry Mintzberg
  5. 5. @helenbevan #solacesummit17 Change is changing
  6. 6. @helenbevan #solacesummit17 Kinthi Sturtevant, IBM 13th annual Change Management Conference We rarely see two, three or four year change projects any more. Now it’s 30-60-90 day change projects
  7. 7. @helenbevan #solacesummit17 Change is changing
  8. 8. @helenbevan #solacesummit17
  9. 9. @helenbevan #solacesummit17 Source of image: @voinonen
  10. 10. @helenbevan #solacesummit17 Connect with the 3% Just 3% of people in the organisation or system influence 85% of the other people Source: research by Innovisor
  11. 11. @helenbevan #solacesummit17 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
  12. 12. @helenbevan #solacesummit17 Change is changing
  13. 13. @helenbevan #solacesummit17 We still organise the public sector like the Tabulating Machine Co. of 1917 Source of image: @corp_rebels
  14. 14. @helenbevan #solacesummit17 Source: Innovisor
  15. 15. @helenbevan #solacesummit17 Three time points of collaboration among cancer clinicians and researchers from Braithwaite and colleagues 2017
  16. 16. @helenbevan #solacesummit17 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
  17. 17. @helenbevan #solacesummit17 WHO will make the change happen? List A • The Delivery Board • The Cabinet • The Programme Management Office • The Delivery Board work streams • The Working Groups • The Directors of participating organisations • The Change Facilitators Source: adapted by Helen Bevan from Leandro Herrera
  18. 18. @helenbevan #solacesummit17 WHO will make the change happen? List A • The Delivery Board • The Cabinet • The Programme Management Office • The Delivery Board work streams • The Working Groups • 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 onesSource: adapted by Helen Bevan from Leandro Herrera
  19. 19. @helenbevan #solacesummit17 WHO will make the change happen? List A • The 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
  20. 20. @helenbevan #solacesummit17 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
  21. 21. @helenbevan #solacesummit17 Do you remember that 3% of people in an organisation influence 85% of other people? Most of them are NOT people on list A Formal leaders typically make up 12% of an organisation and drive conversations with 55% of other people Source: Innovisor
  22. 22. @helenbevan #solacesummit17 Mark Jaben on the science behind resistance What NOT to do But what we do do Engage people here
  23. 23. @helenbevan #solacesummit17 Mark Jaben on the science behind resistance to change 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
  24. 24. @helenbevan #solacesummit17 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 Systemic approaches Performance goals Regulation Competition Programme Management Incentive systems Activation Ability to make choices Capability Leaders everywhere Social action Solidarity Social movements
  25. 25. @helenbevan #solacesummit17 Making sure that only people who should be in hospital are in hospital • The number of hospital beds occupied by patients whose transfer of care has been delayed should be reduced to 3.5% • Less than 15% of assessments [for continuing care] should take place in an acute hospital setting; • a standardised performance dashboard
  26. 26. @helenbevan #solacesummit17
  27. 27. @helenbevan #solacesummit17
  28. 28. @helenbevan #solacesummit17 Royal Devon and Exeter Hospital
  29. 29. @helenbevan #solacesummit17 East Sussex Healthcare
  30. 30. @helenbevan #solacesummit17 “Because we want to, not because we have to”
  31. 31. @helenbevan #solacesummit17 Individual AND collective agency Individual agency: People get more power and control in their own lives: activation, shared decision-making and self- care Collective agency: People act together, united by a common cause, harnessing the power and influence of the group and building mutual trust
  32. 32. @helenbevan #solacesummit17 Building agency for large scale change We do not become transformed alone, we become transformed when we’re in relationship with others Hahrie Han Source of image: Idahoc Community Action
  33. 33. @helenbevan #solacesummit17 Source: Jason Leitch and Derek Feeley
  34. 34. @helenbevan #solacesummit17 New Public Passion: a growing global movement
  35. 35. @helenbevan #solacesummit17 http://biggerboat.org/exploring-moodocs/ MOODOCs (Massive, Online, Open, Disease Oriented Communities) 35
  36. 36. @helenbevan #solacesummit17 Big drive to bring social movement thinking and practice into delivery 36
  37. 37. @helenbevan #solacesummit17 COMPLIANT POWERFUL! CHANGE AGENTS WANT TO ROCK THE BOAT BUT NOT FALL OUT? • Starts 15th February 2018 • For 5 weeks • Every Thursday 15.00-16.00 GMT • Live webinar • Recordings available • Completely free and open to all • Handbooks and study guides • Meet fellow change agents from across the globe theedge.nhsiq.nhs.uk/school/ #S4Change @SCH4Change Join the
  38. 38. @helenbevan #solacesummit17 The era of the PLATFORM Platforms today power learning and innovation at the speed of change by providing collaborative and sometimes exponentially productive spaces for people to create value John Hagel Source of image: Pinipa
  39. 39. @helenbevan #solacesummit17 Platform-based, collaborative innovation methods are outpacing traditional R&D Source: PWC Innovation benchmarking survey 2017
  40. 40. @helenbevan #solacesummit17 We are witnessing the collapse of expertise and rise of collaborative sensemaking David Holzmer Source of image: ACCA
  41. 41. @helenbevan #solacesummit17 The implosion of trust Source: http://www.edelman.com/news/2017-edelman-trust-barometer-reveals-global-implosion / 41 Peers are now as credible as experts
  42. 42. @helenbevan #solacesummit17 “Adaptive space” allows people, ideas, information, and resources to flow across the system and spurs innovation Source: Michael Arena, Rob Cross, Jonathan Sims, and Mary Uhl-Bien (2017)
  43. 43. @helenbevan #solacesummit17 • systematic “change management” • too often, leaders prescribe outcome and method of change in a top-down way • change is experienced by people at the front line as “have to” (imposed) rather than “want to” (embraced) Change Programmes • everyone (including service users and families) can help tackle the most challenging issues • value diversity of thought • connect people, ideas and learning • Role of formal leaders is to create the conditions and get out of the way Change Platforms “Tear down the walls”
  44. 44. @helenbevan #solacesummit17 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
  45. 45. @helenbevan #solacesummit17 Our platform: a “Snowstorm” • Write down one key thing you have learnt from this session on a sheet of white paper
  46. 46. @helenbevan #solacesummit17 • Write down one key thing you have learnt from this session on a sheet of white paper • Screw the paper up Our platform: a “Snowstorm”
  47. 47. @helenbevan #solacesummit17 • Write down one key thing you have learnt from this session on a sheet of white paper • Screw the paper up • On the signal, throw your paper snowball in the air Our platform: a “Snowstorm”
  48. 48. @helenbevan #solacesummit17 • Write down one key thing you have learnt from this session 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 people around you Our platform: a “Snowstorm”

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