What eHealth leaders and activists can learn from social movements Dr Helen Bevan @HelenBevan @HISA_HIC #HIC17 @HelenBevan #HIC17
The Horizons team : Change agents and change agency • A small, diverse team of people within the English National health Service that supports change agents and builds change agency • We tune into the latest change thinking and practice in healthcare and other industries around the world • The team has emerged through years of supporting change in the NHS and the wider health and care system @HelenBevan #HIC17
“ When we talk of social change, we talk of movements, a word that suggest vast groups of people walking together, leaving behind one way and travelling towards another” Rebecca Solnit @HelenBevan #HIC17
What do successful social movements do? • Define the change they want to see • Identify the pillars of power Source: Satell G (2017) • Create a spectrum of allies How to create transformational change, • Seek to attract not overpower according to the world’s most successful social • Build a plan to survive victory movements @HelenBevan #HIC17
“We must act with all due alacrity [speed/swiftness], yet also with the thoughtfulness and seriousness of purpose appropriate to meaningful action” Dr Martin Luther King Jr. @HelenBevan #HIC17
@HelenBevan #HIC17
If we want people to take action, we have to connect with their emotions through values values emotion action Source: Marshall Ganz @HelenBevan #HIC17
or “I have some KPIs for our digital journey” “I have a dream” @HelenBevan #HIC17 Source: @RobertVarnam
“Because we want to, not because we have to” @HelenBevan #HIC17
14,000 contributions identified 10 barriers to change: Playing it safe Confusing strategies Poor project Over controlling management leadership One way Undervaluing staff communication Inhibiting Poor workforce environment planning Stifling innovation Perverse incentives Source: Health Service Journal , Nursing Times, NHS Improving Quality, “ Change Challenge ”
Front line teams get inundated with high priority messages from leaders each day, making it difficult for them to know what to focus on Increasing number of messages as information cascade through the organisation Source: adapted from http://businessjournal.gallup.com/content/162707/change-initiatives-fail- don.aspx @HelenBevan #HIC17
Identify the pillars of power @HelenBevan #HIC17
We still organise health and care like the Tabulating Machine Co. of 1917 Source of image: @corp_rebels @HelenBevan #HIC17
new power old power Currency Current Held by a few Made by many Pushed down Pulled in Commanded Shared Closed Open Transaction Relationship Jeremy Heimens, Henry Timms This is New Power @HelenBevan #HIC17
Create a spectrum of allies Source of image: Greg Satell @HelenBevan #HIC17
WHO will make the change happen? List A • The Digital Transformation Delivery Board • The programme sponsors • The Programme Management Office • The Digital Transformation work stream leads • The Clinical Leads • The Directors of participating functions • The Change Facilitators Source: adapted by Helen Bevan from Leandro Herrera @HelenBevan #HIC17
WHO will make the change happen? List B List A • The Digital Transformation • The mavericks and rebels Delivery Board • The deviants (positive). Who do • The programme sponsors things differently and succeed • The Programme Management • The nonconformists who see Office things through glasses no one else • The Digital Transformation has work stream leads • The hyper-connected who spread • The Clinical Leads behaviours, role model at a scale, • The Directors of participating set mountains on fire and multiply functions anything they get their hands on • The Change Facilitators • The hyper-trusted. Multiple reasons, doesn’t matter which ones Source: adapted by Helen Bevan from Leandro Herrera @HelenBevan #HIC17
WHO will make the change happen? List B List A • The Digital Transformation • The mavericks and rebels Delivery Board • The deviants (positive). Who do • The programme sponsors things differently and succeed • The Programme Management • The nonconformists who see Office things through glasses no one else • The Digital Transformation has work stream leads • The hyper-connected who spread • The Clinical Leads behaviours, role model at a scale, • The Directors of participating set mountains on fire and multiply functions anything they get their hands on • The Change Facilitators • The hyper-trusted. Multiple reasons, doesn’t matter which ones Source: adapted by Helen Bevan @HelenBevan #HIC17 from Leandro Herrera
What’s the evidence? The failure of large scale transformational change projects is rarely due to the content or It’s much more about the structure of the plans that are put role of informal networks in into action the organisations and systems affected by change To make large scale change happen we should connect networks of people who ‘want’ to contribute Source: David Dinwoodie (2015) http://iedp.com/articles/vertical-leadership/?utm_source=Sign- Up.to&utm_medium=email&utm_campaign=13787-257163-Campaign+-+01%2F09%2F2016 @HelenBevan #HIC17
Mark Jaben on the science behind resistance What NOT to do Engage people here But what we do do @HelenBevan #HIC17
Mark Jaben on the science behind resistance to change What NOT to do What TO do (but what we usually do) Engage people here Engage people here We don’t need buyers (who “buy - in” to change) We need investors @HelenBevan #HIC17
Seek to attract not overpower @HelenBevan #improvedischarge
To enable change, connect with the 3% Just 3% of people in the organisation or system typically drive conversations with 90% of the other people Source: research by Innovisor @HelenBevan #HIC17
How would we know if our digital transformation efforts were successful from a social movement perspective? • Did we accomplish the goal we were trying to accomplish? • Did our community grow stronger ? (create capacity; new power – power we didn’t have before) • Did individuals involved in the whole effort learn, grow and develop their capacity to organise with others? @HelenBevan #HIC17
14,000 contributions identified 11 building blocks for change: Inspiring & supportive A call to action leadership Fostering an open Collaborative working culture Flexibility & Nurturing our people adaptability Long term thinking Smart use of resources Autonomy & trust Thought diversity Challenging the Source: Health Service Journal , Nursing Times, NHS Improving status quo Quality, “ Change Challenge ” March 2015
After years of intensive analysis, Google discovered that the key to high performing teams that deliver change is being nice Project Aristotle: https://www.youtube.com/watch?v=UfGiCnhdU78&feature=youtu.be&list=PLHEw3ja- xoaZybvz9f0b1_6bJyG7zZO6L @HelenBevan #HIC17
“If we take care of the relationships, the results will follow” Chip Bell Bridge building leaders @HelenBevan #improvedischarge
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