Date post: | 21-Jan-2018 |
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Healthcare |
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@helenbevan
Leading for spread, adoption and large scale change
Source of image: @voinonen
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The greatestdanger today is NOT
micro-managing: it is MACRO-LEADING
Henry Mintzberg
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Beware the chasm!
Source of image: @voinonen
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Beware the chasm!
Source of image: @voinonen
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Over the past 20 years there have been more than 100 NHS-wide pioneer/pathfinder/pilot/demonstration sites
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It’s an issue of power
Power is one’s ability to achieve goals
Bertrand Russell
6
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Jeremy Heimens, Henry TimmsThis 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
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Connect with the 3%
Just 3% of people in the organisation or system influence 85% of the other people
Source: research by
Innovisor
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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
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WHO will make the change happen?List A
• The Delivery Board
• The programme sponsors
• The Programme Management Office
• The Delivery Board work streams
• The Clinical Leads
• The Directors of participating organisations
• The Change Facilitators
Source: adapted by Helen Bevan from Leandro Herrera
@helenbevan
WHO will make the change happen?List A
• The Delivery Board
• The programme sponsors
• The Programme Management Office
• The Delivery Board work streams
• The Clinical Leads
• The Directors of participating organisations
• The Change Facilitators
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
from Leandro Herrera
@helenbevan
WHO will make the change happen?List A
• The Delivery Board
• The programme sponsors
• The Programme Management Office
• The Delivery Board work streams
• The Clinical Leads
• The Directors of participating organisations
• The Change Facilitators
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 from Leandro Herrera
@helenbevan
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
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Mark Jaben on the science behind resistance
What NOT to do
But what we do do
Engage people here
@helenbevan
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
@helenbevan
Emerging themes in spread
• Increasing attention to the demand side, to better understand the adopter’s point of view
• Coalition building (social movements and social media)
• Increasing attention to system conditions
• Acknowledgement of context sensitivity
• The importance of co-design for subsequent scaling (investors not buyers)
Source: David Albury