Reaching your goals through Large Scale Change Ali Wheeler - - PowerPoint PPT Presentation

‘Reaching your goals through Large Scale Change’

Ali Wheeler – Director Good Squared

Overview

• What do we mean by ‘large-scale change’ (LSC)?
• Emerging model of LSC
• What has LSC got to do with Safer, Active Travel
• Tools from LSC that could help
• Thoughts and actions to go away with – what will

you pledge

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Leadership across the NW in action!

• http://www.youtube.com/watch?v=FyKRWcIO

FLc&feature=youtu.be

Lets gets started with something new

What do we mean by large-scale change?

• The village and river metaphor – the

wow factor!

• Three dimensions of LSC – beyond

the status quo

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Three Dimensions of LSC

Pervasiveness Of change; does it affect whole or only portion of the system? Size Of system experiencing change; e.g. geography, numbers of people Depth Of change vis a vis, current ways of thinking or doing

Refs: Mohrman A. et. al. Large- Scale Organizational Change. Jossey-Bass, 1989 and Levy A. Second-order planned change: definitions and conceptualizations.

• Org. Dynamics. Summer 1986,

15:5-20

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Large Scale Change is not :-

• Changes in structures only

– “Rearranging the deck chairs…”

• Changes in process only
• Not sustainable
• Attempts to alter behaviours without really addressing

structures and processes – Example: targets, exhortations, or training by themselves

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LSC literature/evidence

Literature on LSC Technological challenges dominate Social system challenges dominate

Largely within organisational boundaries (e.g. culture change in a large, multi-national corporation, aftermath of merger) Mostly across organisational or ‘identity group’ boundaries (e.g. environmental, social or public health issues)

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LSC in social systems Common themes in literature (1 of 2)

• Movement towards a new vision
• Something better and fundamentally different from status quo
• Identification and communication of key themes
• People can get their heads around and will make a big difference
• Multiples of things (“lots of lots”)
• Mutually reinforcing change across multiple

processes/subsystems

• Framing the issues in order to engage and mobilise the

imagination, will, and energy of a large number of diverse stakeholders

• For distributed leadership and mass movement

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LSC in social systems Common themes in literature (2 of 2)

• Continually refreshing the story and attracting new, active

supporters

• Emergent planning and design based on monitoring progress

and adapting as you go

• Outcomes are impossible to predict at a detailed level
• Flexibility, adaptability, and engagement of others are key
• Transforming mindsets, leading to inherently sustainable

change

• Maintaining and refreshing the leaders’ energy over the

long-haul

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LSC – Working Definition

‘Large-scale change (LSC) is the emergent process

• f moving a large collection of individuals, groups,

and organisations toward a vision of a fundamentally new future state, by means of high- leverage key themes, distributed leadership, massive and active engagement of stakeholders, and mutually-reinforcing changes in multiple systems and processes, leading to such deep changes in attitudes, beliefs, and behaviours that sustainability becomes largely inherent’.

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Emerging Model of Large Scale Change

Version: 11 October 2008. Paul Plsek on behalf of the Academy for Large Scale

• Change. Based on

preliminary literature review.

Identifying need for change Framing/ reframing the issues Engaging/ connecting

• thers

Making pragmatic change in multiple processes Attracting further interest

After some time

Settling in

Possible outcomes

• 1. sustainable norm
• 2. plateau
• 3. run out of energy

Living with results and consequences

Maybe later Repeats many times in hard to predict ways Time delay

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Is your challenge LSC?

• Do you have a vision for change that would make

someone who fell asleep today and woke up five years from now remark “This is very different!”?

• Do you need to bring about co-ordinated changes in

structures, processes and patterns of behaviour in

• rder to make your change sustainable?
• Where does your effort fit on the three dimensions?

What would be an even further stretch you could take in each of the three dimensions?

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Your Vision – so your are on the journey

• Is it 10 – 15 words

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A city region, committed to a low carbon future which has a transport network and mobility culture that positively contributes to a thriving economy and the health and wellbeing of its citizens and where sustainable travel is the

• ption of choice

Driver diagram: focusing on key themes

Reducing the incidence

• f TB in the

North West

Vision: Primary Drivers: Secondary Drivers:

Create right conditions for sustainable economic growth Provide and promote a clean low emission transport system Ensure transport system promotes and enables improved health and wellbeing and road safety Ensure quality of travel for all, etc Ensure transport system supports economic succcess etc Maintain our assets to a high standard

What are you providing? What are you promoting? What activities are you driving? What does quality look like? What are you improving? What are you enabling? What economic work is underway? What and where are your assets? How are yopu communicating?

A city region, committed to a low carbon future which has a transport network and mobility culture that positively contributes to a thriving economy and the health and wellbeing

• f its citizens

and where sustainable travel is the

• ption of

choice

Goal:

Planning for LSC: Think backwards!

Framing/ reframing the issues Engaging/ connecting

• thers

Making pragmatic change in multiple processes

Attracting further interest

Repeats many times in hard to predict ways

• 1. What

change s to make now?

• 2. Who needs

to be engaged to make these?

• 3. How do

I frame to engage them?

• 4. What will be next cycles of what, who,

how, and how can I be prepared?

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Why identify stakeholders?

You have many stakeholders, is anyone missing?

02/05/2013

Questions:- Are the right people in the room? Who is missing? How are you going to engage with them? What do you want them to do? What are you going to do about it?

Continuum of Commitment Analysis

Stake- holder No Commitment Let It Happen Help It Happen Make It Happen

A X O X O X O B C

Obstructing

D X O

X = currently O = where we need them to be for successful change

Based on: Beckhard & Harris (1987) Organisational transitions: managing complex

• change. For more information, see NHS

Institute’s social movement handbook The power of one, the power of many. aligoodsquared@gmail.com

Principle of Breakthrough Thinking “Begin with the end in mind”

Nadler G and Hibino S. (1994) Breakthrough Thinking: The Seven Principles

• f Creative Problem Solving, 2nd Edition.

If you went to sleep for 5 years what would Safer, Active Travel look like?

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Mindset shift for change leaders…

Take a look in the mirror and ask yourself instead… “What is it that perhaps *I* don’t get about them?” When you are frustrated at

• thers because you have

made your best case for change and “They just don’t get it!” …

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What’s the reality today – know your challenges?

02/05/2013

Role modeling – powerful tool ‘Be the change you wish to see’ – Gandhi Think, feel, see, do – key ASKS How did you get here today?

How could I have got here today? Systems and process

02/05/2013

02/05/2013

What is acceptable and what attitudes and behaviours do we still need to work on?

You are part of a Large Scale Change effort

• Do you know which part you are involved in/leading?

– Driver Diagram

• Have you got lots of lots happening?

– Action plans

• What do you need to kick start?

– Get engaged – be informed

• Who do you need to help you?

– Stakeholder mapping and analysis

• How are you going to attract them?

– Framing and storytelling

• How can you stay on track?

– Continuous communication, feedback and be emergent!

Recap – Thoughts to leave with

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Establishing pace

• Years
• Months
• Weeks
• Days
• Hours
• Minutes

However long you think it is going to take to fully accomplish something… move two steps down in your thinking

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Pledges

What are you going to do in the next 30 days? 30 hours? 30 minutes?

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