find your inner radical: how organizational radicals can change the world
DESCRIPTION
This presentation was delivered in session A1 of Quality Forum 2014 by: Colleen Kennedy Manager, Quality Improvement and Patient Safety - IH West Interior Health Marlies van Dijk Director, Clinical Improvement BCPSQCTRANSCRIPT
Organizational Radicals
Today
• What is an organization radical? • Identify methods to harness the
radicals on your team • Identify and practice tactics for
being an effective organizational radical
Change • On average, it takes 17 years for research
to translate into practice • Big change only happens in healthcare
organizations because of radicals • The passionate people who are willing to
take responsibility for change!!
Source: IHI; Helen Beven, NHS
What is an organizational radical?
• One who resists the status quo when they see there could be a better way
• Energise their organization by working from their true self
• Capable of working with others to create success NOT a destructive troublemaker
Source: Lois Kelly, Organizational Radicals, Foghound Study
“The people who are crazy
enough to think that they can
change the world are the ones who do”
Activity: Experience
• Pick an image from the choices at your table that reflects your experience as a radical/a radical thing you have done in your life
• Each person at the table will take turns to: – Introduce yourself to others – Talk about your experience as a radical (and why
you picked the image that you did)
• Group debrief
The Statistical Contradictions
0102030405060708090
To improve acorporate culture,involve rebels infindings ways to
improve
To create a moreinnovative company,
activate thecorporate rebels
Agree
Disagree
Source: Lois Kelly, Organizational Radicals, Foghound Study
92%
92%
88%
86%
86%
78%
Call out problems others are afraid to
Challenge ineffective sacred cow practices
Willing to be the first to try new practices
See new ways to solve problems
Bring outside ideas into the organization
Have ideas to improve products/services
The Statistical Contradictions
Source: Lois Kelly, Organizational Radicals, Foghound Study
Manager Perspective Radicals have value…
33.7%
Yet….only 33.7% of leaders are very satisfied radicals can provide value in their organizations.
Source: Lois Kelly, Organizational Radicals, Foghound Study
Why the Disconnect?
� Culture � Radical Methods
Supportive Cultures
Many ways to contribute People feel appreciated Open to new perspectives Opportunities to challenge assumptions Disagreements welcome
Source: Lois Kelly, Organizational Radicals, Foghound Study
Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development
Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development Obedience to authority is essential to growth and development
“The source of energy at work is not in control, it is in connection to
purpose.” Don Berwick
Compliance Commitment
A minimum performance standard that everyone must achieve
A collective goal that everyone can aspire to
Uses hierarchy, systems and standard procedures for coordination and control
Based on shared goals, values, and sense of purpose for coordination and control
Threat of penalties, sanctions, shame creates momentum for delivery
Commitment to a common purpose creates energy for delivery
What do Radicals Want?
Source: Lois Kelly, Organizational Radicals, Foghound Study
Radicals Want…
• Real work • Work connected to the essential
mission/results • To learn how the organization works and
decisions are made • Relationships with influencial people
Source: Lois Kelly, Organizational Radicals, Foghound Study
Christina Costello, Babson Entrepreneur Experience Lab
Activity: Leading Radicals
• TRIZ • How to drive your radicals from your
organization • One idea from each group
10 Things A Manager Should Never Say to a Rebel!
1. What gives you the authority to ask that question? 2. That’s the way we’ve always done it 3. Know your place 4. That’s nice 5. Impossible 6. You can’t fight city hall 7. We need to see more best practices 8. Better the devil you know than the devil you don’t know 9. Do what I say and stop asking so many questions 10. If you continue to speak your mind, you’ll ruin your career
Autonomy
Got Fairness?
Leading Radicals Requires Leaders To
• Understand the organizational landscape
• Present ideas to influence opinion
• Learn to constructively use conflict
• Know when to persist, retreat, let go
Christina Costello, Babson Entrepreneur Experience Lab
Why the Disconnect?
� Culture
� Radical Methods
Troublemaker Versus Radical “Troublemaker” “Radical”
Break Rules Change Rules
Complain Create
Assertions Questions
Me-Focused Mission-Focused
Anger Passion
Pessimist Optimist
Energy-Sapping Energy-Generating
Alienate Attract
Problems Possibilities
Worry That Wonder If
Doubt Believe
Social Loner Social
Source: Lois Kelly, Organizational Radicals, Foghound Study
Activity: Troublemakers/Radicals
• Talk to others at your table about your experiences related to “radicals” and “troublemakers”
• Which have you been and why? • What moves people from being “radical” to
“troublemaker” • How do we protect against this?
Radical Methods: Strategies for Success
� Start With Self � Build Alliances � Create Energy
What do we know about successful boat rockers?
• Convictions and values driven • Strong sense of self-efficacy • Action oriented • Able to join forces with others • Able to achieve small wins • Optimistic in the face of challenge • Positive
Helen Beven, IHI
I’M A RADICAL (I THINK POSITIVELY)
Constructive Conversations
• Constructive what/if conversations examine assumptions, open up possibilities, invite everyone to contribute and value all points of view
Lois Kelly, Foghound
Judge Ideas Not People
• The first creates useful conversations, the second hurts, disrupts and usually dead-ends
Lois Kelly, Foghound
When Angry, Stop and Wonder Why
• The more we understand hidden motivations, the more we can frame our ideas
Lois Kelly, Foghound
Possibilities
• Ask questions that highlight possibilities vs. damn the problems
• Problems create energy, problem dissing saps it
Lois Kelly, Foghound
Christina Costello, Babson Entrepreneur Experience Lab
Create Clarity
• Communicate in ways that creates clarity from complexity
• Define context, relevancy, value
Lois Kelly, Foghound
Let It Breathe
• Velocity scares people • If we go to fast, we
can mow over people, hurting our chances to affect change
• People often need time to absorb a new way
Lois Kelly, Foghound
Listen
• Ask good questions • Become a keen
listener
Lois Kelly, Foghound
How Do We Protect?
• Constructive Conversations • Judge Ideas not People • When Angry, Stop and Wonder Why • Think Possibilities • Manage Discomfort • Create Clarity from Complexity • Learn to Speak the Language • Let it Breathe • Try. Learn. Adapt. • Listen
Lois Kelly, Foghound
Activity: Build Alliances
• Pair up • What are successful radical methods that you
have used? • Provide an example
Strategies for Success
� Start With Self
� Build Alliances
� Create Energy
Build Alliances
“If you want to go fast, go alone. If you want to go far, go together.”
African proverb quote by Al Gore
Powerful Relationships
How To???
• Shared passion • Collective wisdom • Keep your promises • Move ideas to action • Celebrate achievements • Share Credit • Courage
Framing
“People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings.” (John P Kotter (2002), The Heart of Change)
Framing
• Connect with people’s hearts and minds • Turning opportunity into action • Hooks to pull people in • Springboards for mobilizing support • Need to be authentic and connect with
reality
“I have a dream”
“I have some new clinical guidelines
for you….”
Strategies for Success
� Start With Self
� Build Alliances � Create Energy
Create Energy Burning Platform Versus Burning Ambition
• Need to move from a burning platform to a burning ambition
• We need to articulate personal reasons for change as well as organizational reasons
• If the fire goes out, all other factors are redundant
@PeterFuda
Activity
• When have you felt the most energized and passionate about the work that you have been involved in?
• What were the key features in that situation? • How would you describe how you felt?
Resources
http://www.slideshare.net/Foghound/foghound-20-ways-to-be-effective-rebel http://www.foghound.com/resources/ http://www.davidrock.net/files/NLJ_SCARFUS.pdf http://corporaterebelsunited.com/ http://www.changeagentsworldwide.com/
Organizational Radicals