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

@helenbevan #solacesummit17
Transformational leadership
Themes and trends in the wider world of
change and implications for leaders
Source of image: @voinonen

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

Every revolution begins
with a transformation in
consciousness
3
Paul Bate
‘

4
The greatest
danger today is NOT
micro-managing:
it is MACRO-LEADING
Henry Mintzberg

Change is changing

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

Source of image: @voinonen

Connect with the 3%
Just 3% of people in the organisation or
system influence 85% of the other people
Source: research by Innovisor

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

We still organise the public sector like the
Tabulating Machine Co. of 1917
Source of image: @corp_rebels

Source: Innovisor

Three time points of collaboration among
cancer clinicians and researchers
from Braithwaite and colleagues 2017

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

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

List A
• The Cabinet
• The Programme
Management Office
streams
• The Working Groups
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

List A
• The programme sponsors
• The Programme
Management Office
streams
• The Clinical Leads
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

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

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

Mark Jaben on the science behind resistance
What NOT to do
But what we do do
Engage
people here

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

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

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

Royal Devon and Exeter Hospital

East Sussex Healthcare

“Because we want to, not because we have to”

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

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

@helenbevan #solacesummit17 Source: Jason Leitch and Derek Feeley

New Public
Passion:
a growing
global
movement

http://biggerboat.org/exploring-moodocs/
MOODOCs
(Massive, Online, Open, Disease Oriented Communities)
35

Big drive to bring social movement thinking
and practice into delivery
36

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

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

Platform-based, collaborative innovation
methods are outpacing traditional R&D
Source: PWC Innovation benchmarking survey 2017

We are witnessing the collapse of expertise
and rise of collaborative sensemaking
David Holzmer
Source of image: ACCA

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

“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)

• 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”

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

Our platform: a “Snowstorm”
• Write down one key thing you have
learnt from this session on a sheet of
white paper

white paper
• Screw the paper up

white paper
• On the signal, throw your paper
snowball in the air

white paper
• 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

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

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