Module 2 Building alliances for change
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The document outlines a web seminar series by @school4radicals focused on building alliances for change in health and care. It emphasizes the importance of community, collaboration, and effective storytelling in driving social movements and enacting change. Participants are encouraged to engage actively through various platforms and reflect on their roles as change agents.
Module 2 Building alliances for change
- 1. #SHCR @School4Radicals http://www.theedge.nhsiq.nhs.uk/school/ Module 2: Building alliances for change Supported by
- 2. #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
- 3. #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
- 5. #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!
- 6. #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
- 7. #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
- 8. Learning from module 1 YOU can make a difference AND 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
- 9. #SHCR @School4Radicals Source : Lois Kelly www.rebelsatwork.com There’s a big difference between a rebel and a troublemaker Rebel From module one
- 10. #SHCR @School4Radicals Often as radicals, we feel different to other people
- 11. #SHCR @School4Radicals Often as radicals, we feel different to other people
- 12. Source of image: outskirtsbattledome.wikispaces.com The easiest way to thrive as an outlier ...is to avoid being one Seth Goodin
- 13. Leading change in a new era Dominant approach Emerging direction From module one
- 14. 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
- 15. 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
- 16. 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
- 17. 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
- 18. “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
- 19. 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
- 21. 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
- 22. Calls to Action
- 23. Leadership is…. …the art of mobilising others to want to struggle for shared aspirations Jim Kouzes Source of image: environmentvictoria.org.au
- 24. What is strategy? Strategy is the process of turning the you have into the you need to win the you want Source: Marshall Ganz
- 25. Resources to improve health and care Economic resources diminish with use • money • materials • technology Natural resources grow with use • relationships • commitment • community Based on principles from Albert Hirschman, Against Parsimony
- 26. 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)
- 27. What’s the financial incentive? Who is performance managing? What’s the project plan? Source: @RobertVarnam
- 28. 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
- 29. “I have some Key Performance Indicators for you” or “I have a dream” Source: @RobertVarnam
- 30. ‘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
- 31. If we want people to take action, we have to connect with their emotions through values action values emotion Source: Marshall Ganz
- 33. But not all emotions are equal......... inertiaurgency anger apathy solidarity isolation you can make a difference Self-doubt hope fear Overcomes Action motivators Action inhibitors Source: Marshall Ganz
- 34. ‘‘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
- 35. Effective framing: what do we need to do? 1. Tell a story Source of image: woccdoc.org
- 37. Effective framing: what do we need to do? 1. Tell a story 2. Make it personal Source of image: woccdoc.org
- 38. Effective framing: what do we need to do? 1. Tell a story 2. Make it personal 3. Be authentic Source of image: woccdoc.org
- 39. 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
- 40. 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
- 41. Vivid details Source: Marshall Ganz
- 44. Case study 1: Simon Platt ‘Be resilient, take small steps forward on your journey and, above all else, listen as much as you talk.’
- 45. Case study 2: Michaela Finegan
- 46. How do we create a sense of “us” to build momentum for change? Source of image: www.tannerfriedman.com
- 47. Moving beyond us and them to us and us Source of image: www.delta7.com
- 48. The Network Secrets of Great Change Agents Julie 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
- 49. strong ties (cohesive) v. weak ties (disconnected) Source of image: http://www.forbes.com/fdc/welcome_mjx.shtml
- 50. 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
- 51. 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
- 52. The pros and cons of strong ties Pros Cons
- 53. 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
- 54. 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
- 55. 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
- 56. 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
- 57. Sources of weak ties
- 58. 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 Snow Source of image: www.ecommercedefense.com
- 59. 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
- 61. 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
- 63. @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
- 64. @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
- 65. @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
- 66. @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?
- 67. @helenbevan#SHCR @School4Radicals Source of image: http://switchandshift.com/transactional-or- transformational-which-leadership-style-is-best
- 68. @helenbevan #IQTGOLD#SHCR @School4Radicals “You don’t need an engine when you have wind in your sails.”
Editor's Notes
- #23: Examples form the NHS of social movements often called a call to action
- #28: Large scale action - Not requiring large leadership team or compliance framework Definition used in “The Power of One, the Power of Many” = a voluntary collective of individuals committed to promoting or resisting change through co-ordinated activity.
- #30: Link below http://www.bbc.co.uk/news/magazine-23790147 http://www.bbc.co.uk/learningzone/clips/martin-luther-king-i-have-a-dream-pt-1-2/1293.html With the brooding statue of Abraham Lincoln peering down at him, King began by telling protesters that their presence in the symbolic shadow of the "great emancipator" offered proof of the marvellous new militancy sweeping the country. For too long, he complained, black Americans had been exiles in their own land, "crippled by the manacles of segregation and the chains of discrimination". The whirlwinds of revolt would continue to shake the very foundations of the country: "And those who hope that the Negro needed to blow off steam and will now be content will have a rude awakening if the nation returns to business as normal," King said. It would be fatal for the nation "to overlook the urgency of the moment and to underestimate the determination of the Negro". “He's good - he's damned good” Kennedy on King Wearied by the suffocating heat, the crowd's initial response was muted. The speech was not going well. "Tell 'em about the dream, Martin," shouted Mahalia Jackson, referring to a rhetorical riff that King had used several times before, but which had not made it into his prepared speech because aides insisted he needed fresh material. But King decided to cast aside his prepared notes, and launched extemporaneously into the refrain for which he will forever be remembered. "I have a dream that one day this nation will rise up and live out the true meaning of its creed," he shouted, his out-stretched right arm reaching towards the sky. Soon he was hitting his rhythm, invigorated by the chants and cries of the crowd. "Dream on!" they shouted. "Dream on!" With his voice thundering down the Mall, King imagined a future in which his children could "live in a nation where they will not be judged by the colour of their skin but by the content of their character". Then he reached his impassioned finale. King asked the crowd to yell so it was heard the world over Watching at the White House, the president was riveted. Like so many Americans, it was the first time he had heard the 34-year-old preacher deliver a speech in its entirety - the first time he had taken its measure, listened to its cadence. "He's good," Kennedy told one of his advisors. "He's damned good." The aide was struck, however, that the president seemed impressed more by the quality of King's performance rather than the power of his message.
- #32: So Emotions help us understand what we value in the world. Why did the story of Alice work ? So why was this story powerful? Why do we respond differently when we hear about Alice rather than when we see the policy data and financial balance sheet? So public narrative when used intentionally for a purpose to connect with others to move to action is a powerful skills set and leadership gift. When we hear stories that make us feel a certain way those stories remind us of our core values. We experience our values through emotions. Then we are prepared to take action on those values. Through our emotions we are more likely to take action Research by Martha Nussbaum a Moral philosopher, tells us that people who have a damaged (a-mig-da- la) Amygadla the part of the brain which controls emotions, when faced with decisions can come up with many options from which to choose but cannot make a decision because the decision rests upon judgements of value. If we cannot feel emotion we cannot experience values that orient us to the choices we must make Shortly we will be thinking about the lived experiences that have moved you to action…we’ll be drawing on those a few minutes as you start to craft your own stories.
- #34: LIST some emotions
- #42: Remember the power of “Killer Facts” Have one that really illustrates this for you. JG – I often use one from Kath Evans. If we had the health care system in England that matched the best in Europe 1500 children a year, would not die in our care.
- #69: I thank you for being here and doing what you do. Have a wonderful three days in Birmingham.