module 2 building alliances for change
TRANSCRIPT
#SHCR @School4Radicals
http://www.theedge.nhsiq.nhs.uk/school/
Module 2:
Building alliances for change
Supported by
#SHCR @School4Radicals
Joining in today and beyond• Please use the chat box to contribute continuously during the
web seminar
• Please tweet using hashtag #SHCR and the handle @School4Radicals
• Join our Facebook group School for Health and Care Radicals
• We will produce summaries of the discussions on each module using Storify and Pinterest and put on the website
• Join in the Tweetchat each Wednesday at 4-5pm (GMT) using the hashtag #SHCR
#SHCR @School4Radicals
The team today
Session lead: Helen Bevan @HelenBevan
Learning lead: Pip Hardy@PilgrimPip
Case study alumnus:Simon Platt@NHSPlatt
Chat monitor:Dominic Cushman@domcushnan
Twitter monitor:Jodi Brown@jodimolden
Case study alumna:Michaela Finegan@michaelafinegan
#SHCR @School4Radicals
#SHCR @School4Radicals
What is your attitude to the change that you are currently involved in?
Bring it on.It makes me
nervous.It’s my job!
#SHCR @School4Radicals
Modules
30th January: Being a health and care radical:
change starts with me
6th February: Building alliances for change
13th February: Rolling with resistance
20th February: Making change happen
27th February: Moving beyond the edge
#SHCR @School4Radicals
• Connecting back to module one
• Why we can’t be radicals on our own: building communities for change
• What we can learn from leaders of social movements
• Effective framing: telling our stories
• Bridging disconnected groups
• Questions and call to action
Source of image: www.freshnessmag.com
for today
Learning from module 1
YOU can make a differenceAND
You can’t do it ALONE
Source: TED talk by Barry Posner http://workplacepsychology.net/2014/02/01/the-truth-about-leadership-you-make-a-difference-and-you-cant-do-it-alone/
Source of image: jamessamy.com
#SHCR @School4RadicalsSource : Lois Kelly www.rebelsatwork.com
There’s a big difference between a rebel and a troublemaker
Rebel
From module one
#SHCR @School4Radicals
Often as radicals, we feel different to other people
#SHCR @School4Radicals
Often as radicals, we feel different to other people
Source of image: outskirtsbattledome.wikispaces.com
The easiest way to thrive as an outlier
...is to avoid being one
Seth Goodin
Leading change in a new era
Dominant approach Emerging direction
From module one
What is community?1. Locality
2. Interest or shared purpose
3. Sense of belonging: “community spirit”
“There is no power for change greater than a community discovering what it cares about.”~ Margaret Wheatley
Source of image: rootedincommunity.org
Power in community“Power used to come largely through and from big institutions.
Today power can and does come from connected individuals in community.
When community invests in an idea, it co-owns its success.
Source of image: orton.org
Instead of trying to achieve scale all by ourselves, we have a new way to have scale. Scale can be in, with and through community.”
Nilofer Merchant
Example school communities since module 1
• Dorset and Wessex
• West Midlands
• Herts Radicals Twitter
• South West
• East Berks Learning and Support Group
• Value Makers
• Nottingham University and Hospitals
• North West
• Cambridge
• Leicester
• New Zealand
• Georgia Regent University Melbourne
• New Zealand
• #shcroddballs
Who are your communities?
Source: Celine Schillinger http://weneedsocial.com/blog/2013/8/25/disrupted-disruptors-unite
• In your role: through relationships and social networks
• Through external social networks such as Twitter and LinkedIn
• Through communities of practice and learning groups
“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
Learning from social movement leaders
http://www.slideshare.net/NHSIQ/the-power-of-one-the-power-of-many?qid=97bb3464-07c2-4883-9531-c3d436a66aa1&v=qf1&b=&from_search=2
Six characteristics of people or groups within effective social movements
1. They share a sense of PURPOSE: There is purposefulness about
collaborations, discussions, actions, decisions and a sense of forward momentum
2. They are UNITED: They have learned to manage their differences well enough
that they can unite to accomplish their purpose. Differences are openly debated, discussed, and resolved.
3. They share UNDERSTANDING: There is a widely shared understanding of what's going on, what the challenges are and why what is being done has to be done
4. People PARTICIPATE: Lots of people and organisations in the system are
active - not just in discussions and meetings, but getting the work done.
5. They take INITIATIVE: Rather than reacting to whatever happens in their
environment, they are proactive, and act upon their environment.
6. They ACT: People do the work they must do to
make the things happen that need to happen
Source: adapted from Wellstone Action
Calls to Action
Leadership is….
…the art of mobilising others to want to struggle for shared
aspirationsJim Kouzes
Source of image: environmentvictoria.org.au
What is strategy?
Strategy is the process of turning the you have into the you need to win
the you wantSource: Marshall Ganz
Resources to improve health and care
Economic resourcesdiminish with use• money• materials• technology
Natural resourcesgrow with use• relationships• commitment• community
Based on principles from Albert Hirschman, Against Parsimony
Framing… is the process by which leaders construct, articulate and put across their message in a powerful and compelling way in order to win people to their cause and call them to action.
Snow D A and Benford R D (1992)
What’s the financial incentive?
Who is performance managing?
What’s theproject plan?
Source: @RobertVarnam
The reality“What the leader cares about (and typically bases at
least 80% of his or her message to others on) does not tap into roughly 80% of the workforce’s primary motivators for putting extra energy into the change
programme.”Scott Keller and Carolyn Aiken (2009)
The Inconvenient Truth about Change Management
Source of image: swedenbourg-openlearning.org.uk
“I have some Key
Performance
Indicators
for you”
or
“I have a
dream”
Source: @RobertVarnam
‘Leaders ask their staff to be ready for change, but do not engage enough in sensemaking........
Sensemaking is not done via marketing...or slogans but by emotional connection with employees.’
Ron Weil
If we want people to take action, we have to connect with their emotions through values
action
values
emotion
Source: Marshall Ganz
But not all emotions are equal.........
inertiaurgency
anger apathy
solidarity isolation
you can make a difference
Self-doubt
hope fear
Ov
erc
om
es
Action motivators Action inhibitors
Source: Marshall Ganz
‘‘Leaders must wake people out of inertia. They must get people excited about something they’ve never seen before, something that does not yet
exist.”
Rosa Beth Moss Kanter
Source of image: www.linkedin.com/company/activate-brand-agency
Effective framing: what do we need to do?
1. Tell a story
Source of image: woccdoc.org
http://www.slideshare.net/amitkaps/fifth-elephant-2014-talk-crafting-visual-stories-with-data?sf3881865=1
Effective framing: what do we need to do?
1. Tell a story
2. Make it personal
Source of image: woccdoc.org
Effective framing: what do we need to do?
1. Tell a story
2. Make it personal
3. Be authentic
Source of image: woccdoc.org
Effective framing: what do we need to do?
1. Tell a story
2. Make it personal
3. Be authentic
4. Create a sense of “us” (and be clear who the “us” is)
Source of image: woccdoc.org
Effective framing: what do we need to do?
1. Tell a story.
2. Make it personal.
3. Be authentic.
4. Create a sense of “us” (and be clear who the “us” is).
5. Build in a call for urgent action.
Source of image: woccdoc.org
Vivid details
Source: Marshall Ganz
Case study 1: Simon Platt
‘Be resilient, take small steps forward on your journey and, above all else, listen as much as you talk.’
Case study 2: Michaela Finegan
How do we create a sense of “us” to build momentum for
change?
Source of image: www.tannerfriedman.com
The Network Secrets of Great Change AgentsJulie 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
From Module 1
strong ties (cohesive)v.
weak ties (disconnected)
Source of image: http://www.forbes.com/fdc/welcome_mjx.shtml
When we spread change through strong ties:
• we interact with “people like us”, with the same life experiences, beliefs and values
• Change is “peer to peer”: GP to GP, social worker to social worker, nurse to nurse, community leader to community leader
• Influence is spread through people who are strongly connected to each other, like and trust each other
When we spread change through strong ties:
• we interact with “people like us”, with the same life experiences, beliefs and values
• Change is “peer to peer”; GP to GP, social worker to social worker, nurse to nurse, community leader to community leader
• Influence is spread through people who are strongly connected to each other, like and trust each other
IT WORKS BECAUSE: people are far more likely to be influenced to adopt new behaviours or ways of working from those with whom they are most strongly tied
The pros and cons of strong ties
Pros Cons
When we seek to spread change through weak ties
• we build bridges between groups and individuals who were previously different and separate
• we create relationships based not on pre-existing similarities but on common purpose and commitments that people make to each other to take action
• We can mobilise all the resources in our organisation, system or community to help achieve our goals
Why we need to build weak ties AS WELL AS strong ties
• Weak ties are more likely to lead to change at scale because they enable us to access more people with fewer barriers
More on weak ties: https://www.youtube.com/watch?v=w7AzRVxhEXA#t=45
Why we need to build weak ties AS WELL AS strong ties
• Weak ties are more likely to lead to change at scale because they enable us to access more people with fewer barriers
• In situations of uncertainty, we have a tendency to revert to our strong tie relationships
yet the evidence tells us that weak ties are much more important than strong ties when it comes to searching out resources in times of scarcity
Why we need to build weak ties AS WELL AS strong ties
• Weak ties are more likely to lead to change at scale because they enable us to access more people with fewer barriers
• In situations of uncertainty, we have a tendency to revert to our strong tie relationships
yet the evidence tells us that weak ties are much more important than strong ties when it comes to searching out resources in times of scarcity
• The most breakthrough innovations and most radical change will come when we tap into our weak ties
Sources of weak ties
Three components of a great narrative
• Diagnostic – what is the problem that we are addressing? What is the extent of the problem? What is the specific source or sources?
• Prognostic – what could the future look like? What is our “plan of attack” and our strategy for carrying out the plan?
• Motivational – why is this urgent? What is our call for action that connects with the motivational and emotional drivers of our audience?
Source: Benford and SnowSource of image: www.ecommercedefense.com
Four keys to collaboration
• Lean into your discomfort
• Listen as an ally
• State your intent
• Share your “street corner”Source: Judith Katz and Fred Miller
Four keys to collaboration
• Lean into your discomfort
• Listen as an ally
• State your intent
• Share your “street corner”Source: Judith Katz and Fred Miller
@helenbevan#SHCR @School4Radicals62
http://weneedsocial.com/blog/2013/8/25/disrupted-disruptors-unite
@helenbevan#SHCR @School4Radicals
Outwitted
He drew a circle that shut me out -Heretic, rebel, a thing to flout.But Love and I had the wit to win:We drew a circle that took him in.
Edward Markham
@helenbevan#SHCR @School4Radicals
Call to action from this module
1. Identify which communities you are currently part of and how you can utilise your existing communities for change.
2. Reflect on who else you would like to be part of your community for change and take action to connect with them.
3. Create your narrative or “call to action” to win other people to your cause.
Source of image: marymagdalen.blogspot.com
@helenbevan#SHCR @School4Radicals
Next opportunities for learning
• Wednesday 11th February
16:00-17:00 Tweet chat #SHCR
• Next Friday morning 13th February
module 3: Rolling with resistance
@helenbevan#SHCR @School4Radicals
Questions for reflection
1. What learning and inspiration can you take from social movement leaders to help you in your role as an agent of change in health and care?
2. How will you attract the attention of the people you want to call to action?
3. Who are the people who are currently disconnected that you want to unite in order to achieve your goal for change? How can you build a sense of “us” with them?
@helenbevan#SHCR @School4Radicals
Source of image: http://switchandshift.com/transactional-or-transformational-which-leadership-style-is-best
@helenbevan #IQTGOLD#SHCR @School4Radicals
“You don’t need an engine when you have
wind in your sails.”