These are the slides for the pre-work film that Helen Bevan made for her ‘flipped classroom’ mini-course, M5, at the Institute for Healthcare Improvement (IHI) 26th Annual National Forum on Quality Improvement in Healthcare, 8th December 2014. You can watch the film here: https://www.youtube.com/watch?v=4bsCpZ6Gv10 In this film, Helen outlines some of the big drivers for change facing leaders today. This film amplifies the themes in the White Paper, ‘A new era of thinking and practice in change and transformation: A call to action for leaders in health and care.’ You can download the White Paper at http://www.nhsiq.nhs.uk/resource-sear.... To stay connected with the latest thinking on health and care transformation subscribe to The Edge, a virtual knowledge hub for change activists here: http://theedge.nhsiq.nhs.uk Follow Helen Bevan on Twitter at @HelenBevan

1. Leading
Radical
A day of transformation
Minicourse M5
Monday 8th December

2. We can’t drive into the future using
only our rear view mirror
We will spend an inspiring day with like-minded individuals
to consider the implications and opportunities for
transforming health care in a world where the power of
hierarchy is diminishing in the face of complexity and
change is happening faster and becoming more disruptive
Join our new breed of change leaders who are rewriting the
rules and leading change from the future
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Source of image: Abhishekshilpa.blogspot.com

3. So why do we keep reinventing
the past and calling it the future?
Image used under Creative Commons licence: Kicki

4. Objectives of our minicourse
• Identify major themes and trends in the global
world of change and transformation that are
likely to shake the world of health care
improvement
• Consider the opportunities and implications of
these for their own practice as a leader of
change and improvement
• Model new forms of collective learning,
collaboration, and community building

5. Prework for our Minicourse
• Watch this film
• Read the White Paper “A new era of thinking
and practice in change and transformation: a
call to action for leaders of health and care”
and watch the embedded films
• Complete your transformational profile and
submit it to helen.bevan@nhsiq.nhs.uk by 3rd
December

6. The White Paper
• Examines leading trends in
change and transformation
globally
• How to make change
happen at a faster rate and
be more disruptive
• Join the new breed of
leaders of health and care
globally, rewriting the rules
of change and leading
change from the future for
different results
www.nhsiq.nhs.uk/whitepaper

7. Source of image:
installation by the
artist Adam Katz
www.thisiscolossal.com
Via @NeilPerkin
“New truths begin as heresies”
(Huxley, defending Darwin’s theory of natural selection)

8. always
Starts on the fringe
(at the edge)
Starts with the activists
Gary Hamel

9. What is the single biggest thing that is
happening in the world now that
impacts on our ability to deliver?
Source: http://peopledevelopmentmagazine.com/dr-john-kotter/

10. SEISMIC SHIFTS

11. SEISMIC SHIFTS

12. SEISMIC SHIFTS

13. SEISMIC SHIFTS

14. SEISMIC SHIFTS
Change from the edge

15. We are on a collision course between the
new, organic, human-focussed forces of
social media and the machine world of our
organisations
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Source of image: sullybaseball.blogspot.com
Source: Maddie Grant

17. Leading change in a new era
Dominant approach Emerging direction

18. Leading change in a new era
Dominant approach Emerging direction
Most healthcare
transformation
efforts are driven
from this side

19. 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
Read more at: http://www.slideshare.net/jurgenappelo/management-30-workout

20. John Kotter, the most influential thought leader
globally, recognises new approaches are needed
FROM

21. John Kotter: “Accelerate!”
• We won’t create big change
through hierarchy on its own
• We need hierarchy AND network
• Many change agents, not just a
few, with many acts of leadership
• At least 50% buy-in required
• Changing our mindset
– From “have to” to “want to”
TO

22. From “have to” to “want to”
Source of image s:www.slideshare.net/mexicanwave/champions-trolls-10-years-of-
the-cipd-online-community

23. Unleashing the spirit of the volunteer
‘‘
You may be able to ‘buy’ a person’s back
with a paycheck, position, power or fear but a
human being’s genius, loyalty and tenacious
creativity are volunteered only.
The world’s greatest problems will be solved
by passionate, unleashed ‘volunteers’
’’
Stephen Covey, Turn the ship around, via @MarkGraban
Source of image: www.volunteerweekly.

24. The Network Secrets of Great Change Agents
Julie Battilana &Tiziana Casciaro
1. As a change agent, my centrality in the informal
network is more important than my position in
the formal hierarchy
2. If you want to create small scale change, work
through a cohesive network
If you want to create big change, create
bridge networks between disconnected groups

25. What’s your theory of change?
Source of cartoon: Networkednonprofit.org

26. Five enabling themes

27. is the new normal!
“By questioning existing ideas, by
opening new fields for action,
change agents actually help
organisations survive and adapt
to the 21st Century.”
Céline Schillinger
Image by neilperkin.typepad.com

28. Across the world, the
change
agent
movement
Is exploding!
@corprebels
corporaterebelsunited.com
@rebelsatwork
rebelsatwork.com

29. What happens to
heretics/radicals/rebels/mavericks
in organisations?
Source of image: findingmyself.net

31. Ostracism is experienced in the brain as
deeply as physical pain

32. What is a rebel?
• The principal champion of a change initiative,
cause or action
• Rebels don’t wait for permission to lead, innovate,
strategise
• They are responsible; they do what is right
• They name things that others don’t see
yet
• They point to new horizons
•Without rebels, the storyline never
changes
Source : @PeterVan http://t.co/6CQtA4wUv1

33. The 90/30 conundrum
of senior leaders say
that to create more
innovation, they need to
activate the radicals/
disruptive innovators in
their organisations or
systems
of senior leaders are
very satisfied that
radicals/innovators
can provide this value
in their organisations
or systems
Source: rebelsatwork.com

34. We need boatrockers!
• Rock the boat but manage
to stay in it
• Able to challenge the
status quo when we see
that there could be a
better way
• Conform AND rebel
• Capable of working with
others to create success
NOT a destructive
troublemaker
Source: Debra Meyerson

35. Curate rather than create knowledge for
improvement
Source of image: John Curran designedforlearning.co.uk

36. Because there’s a problem….
Getting
information off the
internet is like taking a
drink from a fire hydrant
Mitchell Kapor
Source of quote: Harold Jarche
Source of image:http://gotcll.com/about-2/
@@@@HHeelleennBBeevvaann ##QQuuaalliittyy22001144 #f1

37. A big challenge for improvement leaders
Tacit knowledge is where the action is….
• It’s the people with tacit knowledge who deliver the results
• Tacit knowledge is critical for large scale change
...but
The only way tacit
knowledge can be broadly
shared…
…is to turn it into
explicit knowledge
VERY difficult
Few organisations succeed
Gray D (2012) The Connected
Company
Source: Harold Jarche

38. What is the best way to spread
new knowledge?
Social connection/discussion is
14 times more effective
than
written word/ best practice
databases/toolkits etc
Source of data: Nick Milton
www.nickmilton.com/2/2tOjE
Source of image: happiness-one-quote-time.blogspot.com

39. Curating knowledge
Finding things out and keeping up to date
• “pulling” information, but also having it
“pushed” to us by trusted sources
Making sense and meaning of information
• Reflecting and putting into practice
what we have learned
• Plugging information into our own
mental models and turning it into
knowledge
Connecting and collaborating
• Sharing complex knowledge with our
own work teams
• Testing new ideas with our own networks
• Increasing connections through social
networks
Source: Harold Jarche

41. Underpinning theme:
“Tomorrow’s
management systems
will need to value
diversity, dissent and
divergence as highly as
conformance, consensus
and cohesion.”
Gary Hamel

42. As you create your roadmap for the
future, make sure you are part of the
steamroller, not part of the road
Saavik Wilcox-Hamilton
Source of quote: http://slidesha.re/1B6jrZw
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