![20 |
20 |
We all navigate two polarities – top down policies and directives, side by side with
bottom up leadership and teams in relational proximity.
Describe the approach that brings the greatest value to people and families while
[meeting our system aims]
The provocation](https://image.slidesharecdn.com/ahpsday2021-211014183419/85/Allied-Health-Professionals-Day-2021-20-320.jpg)
Allied Health Professionals Day 2021
- 1. Celebrate, appreciate, inspire and connect: taking the Dudley AHP #AHPsDay #AHPsDay #ManySkillsOneFocus #ProudToBeAHP Bev Matthews Kerry McGinty @BevMatthewsRN @KerryEMcGinty Ani Majothi Helen Bevan @Anisah_majothi @HelenBevanTweet NHS Horizons School For Change Agents @HorizonsNHS @Sch4Change
- 2. “My vision is for our allied health professionals to feel supported, invested in and challenged. I want them, individually and collectively, be able to provide the care they aspire to and enjoy life long careers working at Dudley Group” Karen Lewis, Chief Allied Health Professional
- 4. Our core needs at work Source: The Kings Fund
- 6. The Network Secrets of Great Change Agents As a change agent, my centrality in the informal network is more important than my position in the formal hierarchy Source: Julie Battilana &Tiziana Casciaro
- 8. Source: Jeremy Heimens, Henry Timms: New Power: How it’s changing the 21st Century and why you need to know (2018)
- 9. Workers who feel connected to their colleagues are three times as likely to report that they maintained pre-pandemic levels of productivity Source: https://sloanreview.mit.edu/article/what-youre-getting-wrong-about- burnout/?social_token=4df7d91cfd5e8fca190db7c686480995&utm_source=twitter&utm_medium=social&utm_campaign=sm-direct Feeling Connected
- 11. Find the 3% “super-connectors”! Source: Organisational Network Analysis by Innovisor Just 3% of people in an organisation or system typically influence 85% of the other people .Influencers
- 12. Why superconnectors? A major cause of change failure is poor dialogue with the informal organisation The 3% informal influencers: • Have the relationships and connections • drive the perceptions of other people • are the go-to people for advice • Are trusted by peers more than formal leaders are trusted • Are largely unknown to formal leaders Source of graphic: The Strategy Group
- 14. Find the 3%: meet David Morgan, North East Ambulance Service • “Dave knows everyone in the ambulance service, not just in the North East ” • “He’s really influential on Twitter and loads of ambulance staff use Twitter for work topics” • “Dave wants to help you sort out issues” • “He is respected by everyone”
- 15. What happens to rebels/heretics/radicals/mavericks in organisations? Source of image: thinglink.com
- 17. We need to be boat rockers! • Rock the boat but manage to stay in it • Walk the fine line between difference and fit, inside and outside • Conform AND rebel • Capable of working with others to create success NOT perceived by others as a destructive troublemaker Source: Debra Meyerson
- 18. Source: adapted from Rebels at Work
- 19. “A cynic, after all, is a passionate person who does not want to be disappointed again.” Source of graphic: Benjamin Zander’s TED talk
- 20. 20 | 20 | We all navigate two polarities – top down policies and directives, side by side with bottom up leadership and teams in relational proximity. Describe the approach that brings the greatest value to people and families while [meeting our system aims] The provocation
- 21. Local democratic accountability Our shared purpose as a system Place Management grip Service (elective care) recovery High volume pathways National democratic accountability Meeting national imperatives System System health People (workforce) recovery Co-morbidities and health equity Paradoxes or polarities that could undermine system working and delivery of our shared purpose AND AND AND AND AND AND
- 22. Identify the paradox/polarity you want to work on and 1. Reframe the issue 2. Develop comfort with the discomfort 3. See the big picture, connect, and search for new possibilities Source: Paradox mindset, from Ella Miron-Spektor of INSEAD and Wendy Smith of the University of Delaware https://knowledge.insead.edu/leadership-organisations/overwhelmed-adopt-a-paradox-mindset-14026 Our approach Perspective & way forward
- 23. 23 | 23 | • “to stand between individual leadership on one side and collective citizenship on the other”. Henry Mintzberg • caring about our work, our colleagues, and our place in the world, and being inspired by this caring. • typically not from the top down or even the bottom up but from the middle out—through people who bond together and drive key changes in their organisation or system Not top down vs bottom up, but COMMUNITYSHIP
- 24. 24 | Confronting people with their freedom may be the ultimate act of love Peter Block
- 25. Ten ways to build agency, self-efficacy and power
- 26. 26 | Feeling inspired? Get the skills to help implement what you’ve learnt in today’s session with… …The School for Change Agents! Sign up here! Join the Change Agent social media community… The S4CA offers anyone who works in Health & Care and public services, at whatever level and whatever job role the opportunity to make change happen. The sessions includes a range of articles and videos that are arranged into “bite-sized” chunks, so you can do the course are your own pace. The School for Change Agents is free to join and take part in! #S4CA starts on the 15 November 2021! www.facebook.com/sch4change @Sch4Change @horizonsnhs #S4CA
- 27. “Whether we march with banners or without - the important thing is that we march together. All of us. That’s what this thing has been about from the beginning. And that is absolutely how it is going to end. Together. Us. United” (Joe in Pride by Stephen Beresford) What next? 27
- 28. Extra Reading Source of graphic : Umair Haque Lois Kelly and Carmen Medina The rebel at work handbook Harvey Schachter How to be a rebel, not a troublemaker at work Debra Meyerson Tempered radicals: how people use difference to inspire change at work Jane Watson A spotter’s guide to rebels and cynics Umair Haque How to be more loving in a cynical world Clark Quinn Skeptical optimist or hopeful cynic? A science mindset Marcella Bremer Cynicism or opticism?
Editor's Notes
- #27: To copy and paste into event chat: Sign up website here: www.horizonsnhs.com/school  Follow the School on Twitter: @Sch4Change  Join the School for Change Agents Facebook community: www.facebook.com/sch4change Get trendy on Instagram: www.instagram.com/horizonsnhs Listen out for the podcast https://anchor.fm/sch4change MAKE SURE WHEN YOU POST YOU USE #S4CA