1. How to be a great change agent Helen Bevan Chief Transformation Officer @HelenBevan #SHCR #CANsurgery and staying in it:

2. “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

3. @HelenBevan #SCHR #CANsurgery Starts on the fringe (at the edge) Starts with the activists Gary Hamel always

4. @HelenBevan #SCHR #CANsurgery SEISMIC SHIFTS

5. @HelenBevan #SCHR #CANsurgery DIGITAL CONNECTION SEISMIC SHIFTS

6. @HelenBevan #SCHR #CANsurgery Work complexity SEISMIC SHIFTS

7. @HelenBevan #SCHR #CANsurgery DIGITAL CONNECTION SEISMIC SHIFTS Hierarchical power Work complexity

8. @HelenBevan #SCHR #CANsurgery DIGITAL CONNECTION SEISMIC SHIFTS Hierarchical power Work complexity Change from the edge

9. @HelenBevan #SCHR #CANsurgery Leading change in a new era Dominant approach Emerging direction

10. @HelenBevan #SCHR #CANsurgery Leading change in a new era Dominant approach Emerging direction Most health and care transformation efforts are driven from this side

12. @HelenBevan #SCHR #CANsurgery John Kotter, the most influential thought leader globally, recognises new approaches are needed FROM

13. @HelenBevan #SCHR #CANsurgery 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

14. @HelenBevan #SCHR #CANsurgery From “have to” to “want to” Source of image s:www.slideshare.net/mexicanwave/champions-trolls-10-years- of-the-cipd-online-community

15. 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

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

17. @HelenBevan #SCHR #CANsurgery What happens to heretics/radicals/rebels/mavericks in organisations? Source of image: findingmyself.net

18. @HelenBevan #SCHR #CANsurgery

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

20. @HelenBevan #SCHR #CANsurgery 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/6CQtA4wUv1http://t.co/6CQtA4wUv1

21. @HelenBevan #SCHR #CANsurgery We need boatrockers! Rock the boat but manage to stay in it Walk the fine line between difference and fit, inside and outside 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

22. Source : Lois Kelly www.rebelsatwork.comwww.rebelsatwork.com There’s a big difference between a rebel and a troublemaker Rebel

23. @HelenBevan #SCHR #CANsurgery Reflection What are your insights around “rebels” and “troublemakers”? What moves people from being “rebel” to “troublemaker”? How do we protect against this?

24. Source : Lois Kelly www.rebelsatwork.comwww.rebelsatwork.com There’s a big difference between a rebel and a troublemaker Rebel

25. "There’s only one corner of the universe you can be certain of improving, and that’s your own self." Aldous Huxley Source of image: timcoffeyart.wordpress.com

26. @HelenBevan #SCHR #CANsurgery 1.able to join forces with others to create action 2.able to achieve small wins which create a sense of hope, possibility and confidence 3.More likely to view obstacles as challenges to overcome 4.strong sense of “self-efficacy”  belief that I am personally able to create the change Four things we know about successful boat rockers Source: adapted from Debra E Meyerson CHANGE me BEGINS WITH

27. @HelenBevan #SCHR #CANsurgery Self-efficacy “If you think you can or think you can't, you are right.” Henry Ford “The ability to act is tied to a belief that it is possible to do so” Albert Bandura There is a positive, significant relationship between the self-efficacy beliefs of a change agent and her/his ability to facilitate change and get good outcomes Source of image:www.h3daily.com

28. @HelenBevan #SCHR #CANsurgery Source: @NHSChangeDay

29. @HelenBevan #SCHR #CANsurgery Source: @NHSChangeDay What is the issue here? “permission” ? (externally generated) or Self efficacy ? (internally generated)

30. @HelenBevan #SCHR #CANsurgery What’s the difference between self efficacy and self esteem, self belief, self-confidence?

31. @HelenBevan #SCHR #CANsurgery Building self-efficacy: some tactics 1. Create change one small step at a time 2.Reframe your thinking: failed attempts are learning opportunities uncertainty becomes curiousity 3.Make change routine rather than an exceptional activity 4. Get social support 5. Learn from the best

32. @HelenBevan #SCHR #CANsurgery Image copyright: http://13c4.wordpress.com/2007/02/24/50-reasons-not-to-change/

33. @HelenBevan #SCHR #CANsurgery Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositivelyhttp://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

34. @HelenBevan #SCHR #CANsurgery Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositivelyhttp://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

35. @HelenBevan #SCHR #CANsurgery Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositivelyhttp://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

36. @HelenBevan #SCHR #CANsurgery Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositivelyhttp://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

37. @HelenBevan #SCHR #CANsurgery Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositivelyhttp://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively Make it a personal PERFORMANCE target.

38. @HelenBevan #SCHR #CANsurgery Source: http://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositivelyhttp://www.slideshare.net/AndreaWaltz/gfn-slidesharegfnhandling-rejectionpositively

39. @HelenBevan #SCHR #CANsurgery Research from the Sales industry: How many NOs should we be seeking to get? 2% of sales are made on the first contact 3% of sales are made on the second contact 5% of sales are made on the third contact 10% of sales are made on the fourth contact 80% of sales are made on the fifth to twelfth contact Source: http://www.slideshare.net/bryandaly/go-for-nohttp://www.slideshare.net/bryandaly/go-for-no

40. @HelenBevan #SCHR #CANsurgery “Papers that are more likely to contend against the status quo are more likely to find an opponent in the review system—and thus be rejected —but those papers are also more likely to have an impact on people across the system, earning them more citations when finally published” V. Calcagno et al., “Flows of research manuscripts among scientific journals reveal hidden submission patterns,” Science, doi:10.1126/science.1227833, 2012. —

41. @HelenBevan #SCHR #CANsurgery A disruptive case study: Probably the biggest day of collective action for improvement in the history of the NHS Creating a mass movement of people working together in and with the NHS demonstrating the difference they can make, by one simple act for sustainable improvement

42. @HelenBevan #SCHR #CANsurgery Anyone can make a change to improve health and care. NHS Change Day supports these people by celebrating and sharing their actions, so that they can then inspire others. Change Day supports innovative campaigns and ideas by building connections and communities of support. On Wednesday 11 March we’ll celebrate these changes for the better on NHS Change Day. How does it work?

43. @HelenBevan #SCHR #CANsurgery http://www.theedge.nhsiq.nhs.uk/school/ Module 1: Being a health and care radical: Change starts with me Supported by

44. @HelenBevan #SCHR #CANsurgery Many people have shared their stories to inspire others #100daysofchange

45. @HelenBevan #SCHR #CANsurgery Many people have shared their stories to inspire others. The children’s asthma service in Heywood, Middleton and Rochdale, which is part of Pennine Care NHS Foundation Trust, consists of two Paediatric Asthma Nurse Specialists who work within a Children’s Community Team. They started a Facebook page to deliver asthma advice and gentle reminders for young people and their parents. http://changeday.nhs.uk/story34

46. @HelenBevan #SCHR #CANsurgery Doctors and nurses who work with older people at University Hospital Leicester wore continence pads for a day to see how it feels for their patients. They wore the pad for eleven hours and along with the continence specialist nurses did ‘use’ it to know exactly how their patients feel. Continence pads for a day

47. @HelenBevan #SCHR #CANsurgery In 2014, Countess of Chester Hospital decided to make a very simple change in its paint work to become Dementia friendly, after advice from their painter and decorator Rob McWhinnie. It costs no more to paint in dementia friendly colours. Rob McWhinnie told us “At the end of the day, it doesn’t matter what colour I use to paint with, the price is still the same.” http://changeday.nhs.uk/story69 Dementia-friendly paint

48. @HelenBevan #SCHR #CANsurgery “Tomorrow’s management systems will need to value diversity, dissent and divergence as highly as conformance, consensus and cohesion.” Gary Hamel Source of image: www.fastcompany.com

49. @HelenBevan #SCHR #CANsurgery

50. 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/1B6jrZwhttp://slidesha.re/1B6jrZw “ “

51. @HelenBevan #SCHR #CANsurgery 1.Follow on Twitter @HelenBevan @NHSIQ 2.Subscribe to 3.Register for The School for Health and Care Radicals: www.theedge.nhsiq.nhs.uk/school www.theedge.nhsiq.nhs.uk/school 4.Stay tuned for a forthcoming announcement about Change Day in BC (it’s a secret) #ChangeDayBC TheEdge.nhsiq.nhs.uk Four ways to connect! @School4Radicals @TheEdgeNHS

52. @HelenBevan #SCHR #CANsurgery References and links Baron A (2014) Preparing for a changing world: the power of relationshipsPreparing for a changing world: the power of relationships Battilano J, Casciaro T (2013) The network secrets of the great change agents Harvard Business Review, July-AugustThe network secrets of the great change agents Bevan H, Plsek P, Winstanley (2011) Leading Large Scale Change - Part 1, A Practical GuideLeading Large Scale Change - Part 1, A Practical Guide Bevan H (2011) Leading Large Scale Change - Part 2, The PostscriptLeading Large Scale Change - Part 2, The Postscript Bevan H, Fairman S (2014) The new era of thinking and practice in change and transformation, NHS Improving QualityThe new era of thinking and practice in change and transformation, Change Agents Worldwide (2013) Moving forward with social collaboration SlideShareMoving forward with social collaboration Diaz-Uda A, Medina C, Schill E (2013) Diversity’s new frontierDiversity’s new frontier Fuda P (2012) 15 qualities of a transformational change agent15 qualities of a transformational change agent Grant, M (2014) Humanize: How people centric organisations succeed in a social world http://prezi.com/usju20i0nzhd/humanize-how-people-centric- organizations-succeed-in-a-social-world/http://prezi.com/usju20i0nzhd/humanize-how-people-centric- organizations-succeed-in-a-social-world/ Hamel G (2014)Why bureaucracy must dieWhy bureaucracy must die Jarche, H (2013) Rebels on the edgesRebels on the edges

53. @HelenBevan #SCHR #CANsurgery Jarche H (2014) Moving to the edgesMoving to the edges Kotter J (2014) Accelerate! Harvard Business Review PressAccelerate Merchant N (2013) eleven rules for creating value in the social eraeleven rules for creating value in the social era Llopis G (2014) Every leader must be a change agent or face extinctionEvery leader must be a change agent or face extinction Meyerson D (2001) Tempered Radicals: how people use differences to inspire change at work HarvardTempered Radicals: how people use differences to inspire change at work Meyerson D (2008) Rocking the boat: how to effect change without making trouble Harvard BPRocking the boat: how to effect change without making trouble Perkins N (2014) Bats and pizzas (agility and organisational change)Bats and pizzas (agility and organisational change) Schillinger C (2014) Top-Down is a Serious Disease. But It Can Be TreatedTop-Down is a Serious Disease. But It Can Be Treated School for health and Care radicals (2014) www.changeday.nhs.uk/healthcareradicalswww.changeday.nhs.uk/healthcareradicals Shinners C (2014) New Mindsets for the Workplace WebNew Mindsets for the Workplace Web Stoddard J (2014)The future of leadershipThe future of leadership Williams B (2014) Working Out Loud: When You Do That… I Do ThisWorking Out Loud: When You Do That… I Do This Weber Shandwick (2014) Employees rising: seizing the opportunity in employee activismEmployees rising: seizing the opportunity in employee activism Verjans S (2013) How social media changes the way we work togetherHow social media changes the way we work together References and links