School for Change Agents Module 2: The power to make a difference

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Module two:
The POWER to
Make a DIFFERENCE

#S4CA @Sch4Change
Presenter
Helen Bevan
@helenbevan
Tech Support
Paul Woodley
@PaulWoodley4
Technical
troubleshooter
Olly Benson
@OllyBenson
Chat Monitor
Kate Pound
@kateslater2
Twitter Monitor
Leigh Kendall
@leighakendall
Twitter Monitor
Lynnette Leman
@LynnetteNHS
Chat Monitor
Ian Baines
@ihbaines
Participant
Support
Val Dez-La-Lour
@dezlalour
Presenter support
Kathryn Perera
@kathrynperera
Technical
support
Steve Anglin

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If you’re replying to someone in the chat box, please use
@theirname

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Thursday 22 February

#S4CA @Sch4Change#S4CA @Sch4Change 5
1 none or very limited
2 limited
3 some
4 quite a lot
5 a lot
How much experience, skills
and/or confidence do you have
in leading change?

#S4CA @Sch4Change#S4CA @Sch4Change 6
1 none or very limited
2 limited
3 some
4 quite a lot
5 a lot
How much POWER do you have
to make change happen?

Change agent perspectives in
module 1
Source of image: thenounproject.com
• Quick recap from module one
• Types of people at work
• Structure vs. agency
• How to build agency
• Theory X and Theory Y for
change
• The ACE design principles for
spreading change

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The School for Change Agents
is about building power
Power is one’s
ability to achieve
goals.
Bertrand Russell

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Change AGENCY definition:
The power, individually and collectively, to make
a positive difference. It is about pushing the
boundaries of what is possible, mobilising
others and making change happen more quickly
Change AGENT definition:
Someone who is actively developing the skills,
confidence, power, relationships and courage to
make a positive difference

Jeremy Heimens, Henry Timms New Power: How it’s changing the 21st Century and why you
need to know (2018)
new power
Current
Made by many
Pulled in
Shared
Open
Relationship
old power
Currency
Held by a few
Pushed down
Commanded
Closed
Transaction

Two kinds of people at work
• Feel connected to a higher
purpose
• Direction set through
shared goals & values
(“magnetic north”)
• Collaborate
• Embrace change
• Work to who they are
The Contributor
• Feel disconnected from
purpose
• Controlled & coordinated
through performance
management and standardised
procedures
• Hold back
• Resist change
• Work to a role specification
Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the-winners-in-
business-are-taking-the-time-to-build-a-positive-kind-social-culture/
The Compliant

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The Compliant
purpose
through performance
management and standardised
procedures
• Hold back
• Resist change

• Feel connected to a higher
purpose
• Direction set through
shared goals & values
(“magnetic north”)
• Collaborate
• Embrace change
• Work to who they are
The Contributor
purpose
through performance
management & standardised
procedures
• Hold back
• Resist change
Gallup
global research:
• Only 13% of the workforce are
engaged (Contributors)
• Contributors create six times the
value to an organisation
compared to the compliant
http://www.gallup.com/poll/165269/worldwide-
employees-engaged-work.aspx
The Compliant

A big debate in social science
Structure versus Agency

The predominant approach in recent years has been STRUCTURE
but globally there is a big shift towards AGENCY
The design dilemma at the heart of
change
Restructuring
Performance goals
Compliance
Regulation
Competition
Programme
Management
Incentive systems
Activation
Ability to make choices
Capability
Leaders everywhere
Social action
Solidarity
Social movements

Source: @NHSChangeDay
16

17

Problematic:
changing a
“permission
culture” can
take years
The good news:
we can usually
build agency
much more
quickly
18

• Teresa Amabile, Harvard Business School: studied the
"inner work life" diaries of 238 professionals
• Best days were when they were able to move forward
in their work
Source: The Progress Principle: Using Small Wins to
Ignite Joy, Engagement, and Creativity at Work
Emphasise progress
 700 managers were
asked to rank five
employee motivators,
including recognition and
incentives. They ranked
progress last

Individual AND collective agency
Individual agency:
People get more power
and control in their own
lives: activation, shared
decision-making and self-
care
Collective agency:
People act together,
united by a common
cause, harnessing the
power and influence of
the group and building
mutual trust

Building agency for large scale change
We do not become transformed alone, we
become transformed when we’re in relationship
with others
Hahrie Han
Source of image: Idahoc Community Action

http://biggerboat.org/exploring-moodocs/
MOODOCs
(Massive, Online, Open, Disease Oriented Communities)
23

Big drive to bring social movement thinking
and practice into delivery
24

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As a change agent, are you operating in
a Theory X or Theory Y environment?
Douglas McGregor (1960)
Source of images: pocketbook.co.uk

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People:
• will avoid work if they can
• resist change
• are constantly in need of a
good prod
• prefer to be directed
As a result, leaders must
closely control and use carrots
and sticks to motivate people
to achieve their objectives
Theory
X
Theory
Y
People:
• want to do great work
• seek responsibility
• are vital change agents
• are capable of solving problems
and directing their own work
As a result, leaders should
concentrate on fulfilling the
potential of every worker and
giving them opportunities to
participate

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Extrinsic versus intrinsic motivation
Rewards
Mandated
quality
standards
Incentive
systems
Pressure
to perform
Compliance
Recognition
Awards
Source: adapted from commons.grd.msu.ed
Competition

“Resources” for change
Economic resources
(structure)
diminish with use
• money
• materials
• technology
Social resources
(agency)
grow with use
• relationships
• commitment
• community
Based on principles from Albert
Hirschman and Marshall Ganz
28

A challenge
Strategic leaders don’t see the resources
that we see in the system as solutions to
the biggest problems
Don Berwick
29

Our view of human nature has a
massive impact on the strategies we
choose for change
Read more at Carsten Tamms Everybody is a change agent
Leaders who are sceptical of employee motivations are most
likely stick to traditional, top-down ways to change
Leaders with more faith in people’s agency and
potential will look for new routes
In every setting, there is a massive wealth of human agency.
The questions is: Is this wealth put to good use, or is the
organisation or system sitting on it?

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“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

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New Public
Passion:
a growing
global
movement

#S4CA @Sch4Change#S4CA @Sch4Change Source: Jason Leitch and Derek Feeley

#S4CA @Sch4Change
The “pilot and roll-out” model is
increasingly being questioned as a
method for spreading change
Pilot project Rolling out
“If we opened our eyes we would see the wonderful irony. Trying
to manage human change through pilot and roll-out has actually
grown something. A proliferation of project managers”.
John Atkinson

#S4CA @Sch4Change
3 design principles for change agents
spreading change in a new power world
ACTIONABLE: The idea is designed to make you
do something. It might start wit sharing but it’s a
call to action
CONNECTED: The idea promotes a closer
connection with people you care about or share
values with. It makes you feel part of a community
and the network effect creates further spread
EXTENSIBLE: The idea can be easily customised,
remixed, reshaped by people taking part. It’s
structured with a common stem that encourages
communities to alter and extend it
Jeremy Heimens, Henry Timms New Power: How it’s changing the 21st
Century and why you need to know (2018)

#S4CA @Sch4Change
To pimp = to excessively customise
(especially a vehicle)

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Pimp my zimmer
• Started by Angela
Donlevy, Chalkney House
Care Home, Essex
• Social inclusion
• Personalisation
• Sense of ownership
• Creates joy
• Reduced incidence of falls
by 40-60%
Thanks Brian Dolan @ for the idea

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And then it spread……

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To hospitals, schools and communities

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Connected: #PimpMyZimmer

For reflection after this session
• Does the ACE framework help you understand
why some of your change ideas have spread
or not?
• How might you use it in the future?

Thursday 1 March

#S4CA @Sch4Change
Edge Talks – School Edition
Tuesday 27th February. tbc: Transformations through trauma and
choice with Nigel Millar.
Tuesday 6th March, 7pm: The value of diversity in a complex
world with Scott Page and Paul Deemer.
Tuesday 13th March, 6pm: Change on the front line with Hilary
Garratt.
Wednesday 21st March, 6:30pm: Change Agents 2.0: Digital
capabilities with Dominic Cushan, Susan Kennedy and Richard
Price.
Each session has 25 places, and offers the opportunity to
have an interactive conversation.

#S4CA @Sch4Change
• We will randomly match
you with another
participant in the School
for Change Agents from
anywhere in the world
• At some time in the next
four weeks, arrange to
have a conversation over
Skype (or other
communication system)
with a cup of coffee! Image source: Pinterest
Sign up here
http://theedge.nhsiq.nhs.uk/school/2018-resources/
Randomised coffee trial (RCT)

School for Change Agents Module 2: The power to make a difference

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School for Change Agents Module 2: The power to make a difference