Accelerating the pace of change. Zoe Lord
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The document discusses the importance of agency and different types of energy in driving transformational change within organizations, emphasizing a shift from a traditional hierarchical structure to a more participatory approach. It identifies key players who can facilitate change as well as the significance of social, spiritual, psychological, physical, and intellectual energies in fostering an environment conducive to change. Additionally, it highlights the need for leaders to tap into the existing positive energy within individuals rather than solely relying on intellectual strategies.
Accelerating the pace of change. Zoe Lord
- 1. @ZoeLord1 #ImproveUEC Enhancing the plan Accelerating the pace of change 1 Zoe Lord Senior Transformation Lead Horizons Team
- 3. @ZoeLord1 #ImproveUEC Change is change too… 3
- 4. @ZoeLord1 #ImproveUEC 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
- 5. @ZoeLord1 #ImproveUEC The design dilemma at the heart of policy implementation The predominant approach in recent years has been STRUCTURE but globally there is a big shift towards AGENCY 5
- 8. @ZoeLord1 #ImproveUEC Source: @NHSChangeDay Problematic: changing a “permission culture” can take years The good news: we can usually build agency much more quickly
- 9. @ZoeLord1 #ImproveUEC WHO will make the change happen? Source: adapted by Helen Bevan from Leandro Herrera List A • The Delivery Board • The programme sponsors • The programme management office • The work stream leads • The Clinical Leads • The Directors of participating functions • The Change Facilitators 9
- 10. @ZoeLord1 #ImproveUEC WHO will make the change happen? 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 List A • The Delivery Board • The programme sponsors • The programme management office • The work stream leads • The Clinical Leads • The Directors of participating functions • The Change Facilitators 10
- 11. @ZoeLord1 #ImproveUEC WHO will make the change happen? 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 List A • The Delivery Board • The programme sponsors • The Programme Management Office • The work stream leads • The Clinical Leads • The Directors of participating functions • The Change Facilitators 11
- 12. @ZoeLord1 #ImproveUEC Change is most likely to happen when five energies are high Psychological Physical Spiritual Social Intellectual Energy for Change Source: http://www.institute.nhs.uk/tools/energy_for_change/energy_for_change_.html
- 13. @ZoeLord1 #ImproveUEC Social energy Energy of personal engagement, relationships and connections between people It’s where people feel a sense of “us and us” rather than “us and them”
- 14. @ZoeLord1 #ImproveUEC Spiritual energy Energy of commitment to a common vision for the future, driven by shared values and a higher purpose Gives people the confidence to move towards a different future that is more compelling than the status quo
- 15. @ZoeLord1 #ImproveUEC Psychological energy Energy of courage, resilience and feeling safe to do things differently Involves feeling supported to make a change and trust in leadership and direction
- 16. @ZoeLord1 #ImproveUEC Physical energy Energy of action, getting things done and making progress The flexible, responsive drive to make things happen
- 17. @ZoeLord1 #ImproveUEC Intellectual energy Energy of analysis, planning and thinking Involves gaining insight as well as planning and supporting processes, evaluation, and arguing a case on the basis of logic/ evidence
- 18. @ZoeLord1 #ImproveUEC High and low ends of each energy domain Social isolated solidarity Spiritual uncommitted higher purpose Psychological risky safe Physical fatigue vitality Intellectual Illogical reason LOW HIGH
- 19. @ZoeLord1 #ImproveUEC We won’t deliver transformational change with disproportionately high intellectual energy • Intellectual energy on its own isn’t transformational • It keeps leaders in their comfort zone (intellect to intellect) Emotion is the fuel for change; data and information provide direction Dan Heath (author of Switch)
- 20. @ZoeLord1 #ImproveUEC “Leadership is not about making clever decisions and doing bigger deals. It is about helping release the positive energy that exists naturally within people” Henry Mintzberg