Reframe adapting to the change landscape
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Workshop for participants at a College of Canadian Health Leaders Chapter in Calgary Alberta.
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Reframe adapting to the change landscape
- 1. Marlies van Dijk @tweetvandijk @Design4AHS February 26,2020 Reframe: Adapting to the change landscape
- 6. In 5 years our technology will be 32 x better than it is now In 10 years it will be a 1000 x better In 20 years it will be a million x more advanced Ryan Arshad BrandCap
- 8. You told me: Motive and Engage PEOPLE
- 10. Passionate Feeltheybelong Givemorethantheyget Selfmanaged Collaborate Embracechange Inquire+create Worktowhotheyare Lukewarmorcool Don’tfeeltheybelong Givewhenprompted Supervised Holdback Resistanttochange Compliant Worktoajobrole Coldtofreezing Trytostopothersbelonging Takeateveryopportunity Guarded Fight Sabotagechange Dismissive Workwhentheyhaveto KINDS OF PEOPLE AT WORK The Contributors The Compliant The Contras 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/
- 11. Gallup global research: • Only 13% of the workforce are engaged (contributors) • CONTRIBUTORS create six times the value to an organization compared to the COMPLIANT www.gallup.com/poll/165269/world-wide-employees-engaged-work.aspx
- 13. People who are highly connected have twice as much power to influence change as people with hierarchical power Leandro Herrero http://t.co/Du6zCbrDBC
- 14. How to kill consensus before it murders innovation •Consensus feels safe •Hire some rocket ships •Dissension is an obligation Jackie Dryer, Savage Brands True Leaders Believe Dissent is an Obligation, HBR Jan 2017
- 17. Harvard Business ReviewRebel Assessment
- 18. is the new normal! “By questioning existing ideas, by opening new fields for action, change agents actually help organisations survive and adapt to the 21st Century.” Céline Schillinger Image by neilperkin.typepad.com
- 19. How might you support rebellion/dissention/in your team!? 1-2-4 All
- 20. Personal skill building Be a kick ass boss!
- 21. Kim Scott
- 22. Radical Candor Tips for a leader • Impromptu Guidance • Making back-stabbing impossible • Make it easier to speak truth to power • Put your own oxygen mask on first
- 24. Heidi Neck, Babson College
- 25. Authenticity
- 27. @tweetvandijk
- 29. Framing “People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings.” (John P Kotter (2002), The Heart of Change)
- 30. How can we make sure that your team has no momentum? How can we make your team feel deflated and suffocated? TRIZ
- 31. The power of HMW HMW replace the bulb? HMW see in the dark? HMW use a different light source? HMW avoid using this room? HMW build a better lightbulb? The lightbulb isn’t working. Tweet us @Design4AHS #SprintSchool
- 32. “I have a dream” “I have some new guidelines….”
- 36. What are BRULES you and your staff see?
- 38. What would you like to see us change for better care? (Provide examples for clarity) Ask one question
- 40. Celebrate and use everyone’s super powers!
- 41. Courage Bravery Honesty Perseverance Enthusiasm If I were 10% braver, I could… If I were more honest about what my team needs from me, I would… Doing these things gives me energy and a positive perspective. The most important priority that needs my tenacity is… @Loiskelly Cofounder of Rebels at work
- 43. Get in touch Let's chat: Design.Lab@albertahealthservices.ca @Design4AHS @Design4AHS D4AHS.com
- 44. References • https://www.youtube.com/watch?v=mKakxNRxe6g • Brene Brown: The Power of Vulnerability • https://hbr.org/2005/01/whats-your-story • https://www.youtube.com/watch?v=u4ZoJKF_VuA (Simon Sinek)
Editor's Notes
- Medical costs location time, people – internet of medical things Democratization of medicine means the end of paternalism Democratization will lead to more peer to peer pressure medicine Networks can connect people and devices in ways that make the whole smarter than the sum of its parts 4) Democratization of medical knowledge – people with medical problems have the time that the medical establishment does not have 5) Open health movement (value based payment) 6) Medical education is near turmoil 7) Patients may ultimately be better at understanding risk than many physicians
- Key facts Climate change affects the social and environmental determinants of health – clean air, safe drinking water, sufficient food and secure shelter. Between 2030 and 2050, climate change is expected to cause approximately 250 000 additional deaths per year, from malnutrition, malaria, diarrhoea and heat stress. The direct damage costs to health (i.e. excluding costs in health-determining sectors such as agriculture and water and sanitation), is estimated to be between USD 2-4 billion/year by 2030. Areas with weak health infrastructure – mostly in developing countries – will be the least able to cope without assistance to prepare and respond. Reducing emissions of greenhouse gases through better transport, food and energy-use choices can result in improved health, particularly through reduced air pollution. Changes in climate are likely to lengthen the transmission seasons of important vector-borne diseases and to alter their geographic range. For example, climate change is projected to widen significantly the area of China where the snail-borne disease schistosomiasis occurs(3). Malaria is strongly influenced by climate. Transmitted by Anopheles mosquitoes, malaria kills over 400 000 people every year – mainly African children under 5 years old. The Aedes mosquito vector of dengue is also highly sensitive to climate conditions, and studies suggest that climate change is likely to continue to increase exposure to dengue.
- End of Moore’s law 16, 24, 36
- 1. Consensus feels safe. Safety is the opposite of innovation. Put simply, disagreement feels dangerous to many people. New brain imaging research shows that those who rarely disagree with the opinion of larger groups experience greater anxiety and heightened mental stress when faced with conflict. This biological fact can often lead groups to a premature agreement, leaving more interesting ideas or approaches unexplored. When everyone “agrees,” the tension goes away, and we can move on to the next item on our to-do list. So how do you break the consensus habit? Try working backward. Once your team has agreed on a way forward, ask them to backtrack and come up with three approaches “as if they disagree” with the conclusion you’ve all just reached. Chances are, there’s someone in the group who didn’t actually agree the first time around. This exercise offers a low-pressure approach to getting juicier, more unique ideas on the table. PROMOTED Deloitte BRANDVOICE | Paid Program Elevating The Next Generation Of World Leaders 6 Pre-Black Friday Deals on Puffer Coats To Take Advantage Of Today 2019 UNICEF USA BRANDVOICE | Paid Program Polio Vaccinators Build Trust To Protect Children In Pakistan 2. Dissension is not negativity. That brings us to our second point: the value of dissension. Many times, we value the peacemakers among us. It’s natural to gravitate toward and want to work with those who agree with our way of doing things. Unfortunately, this is also the quickest way to cut ourselves off from fresh new ideas. Think, for a moment, about how you feel about the team members who always have an alternative viewpoint or question the way things are done. Do you feel irritation? Maybe you think of them as troublemakers, agitators or just plain difficult. In actuality, they could be your most valuable decision making asset. Jonah Berger, the author of Invisible Influence, suggests the idea of a “designated dissenter.” This is a team member whose job consists of disagreeing with the rest of the group -- playing devil’s advocate even when they agree with the majority. The designated dissenter points out holes, brings forward alternate ideas and, ultimately, frees those in the group who actually hold an opposite opinion to speak their minds. By choosing one designated dissenter at the top of each meeting, you can guarantee unique viewpoints will be heard and discussed. Note: A designated dissenter’s main goal is not to question the “why,” but the “how.” When your end goal has been agreed upon, it’s up to the DD to help discover alternative ways to get it done. The “why” discussion should have happened at a higher level, before the “how” discussions began. 3. Committees happen. Even in an organization that discourages groupthink, invites dissent and welcomes lively debate, committees and boards of directors still exist. But they don’t have to be roadblocks to innovative thinking. The key lies in constructing boards that exist to encourage innovation, not rein in or police new ways of thinking. Organizations can and should focus on building boards that are focused on more than growth and numbers. Boards should realize that new growth doesn’t come directly from last quarter’s growth but is built on new ideas and approaches. This requires rethinking what a board of directors is and does. Consider what it would be like to choose a board of directors based on their ability to think differently and to value innovation, not money or connections. While the board -- or any committee -- should be honored, heard and respected, they should function in an advisory capacity, not as the be-all, end-all decision making. Your existing board probably functions as a cargo freighter, designed to stay the course and travel established trade routes. This is fine. But sprinkle in some rocket ships -- those thinkers and innovators who will always find a new way and question the status quo. Let’s end where we began, with that innovator, questioner of the status quo, and certified "rocket ship," David Ogilvy. He also said, “Talent, I believe, is most likely to be found among nonconformists, dissenters, and rebels.” And by hiring these people and engaging them in our decision making processes, we’ll find the freshness that moves businesses, people and ideas forward. And that’s something we can all agree on. The trouble is, even when employees are informed and inspired by the company’s direction, they may be left feeling unclear about exactly what they need to do differently to help the company meet its goals. As one professional recently said to me, “Our new corporate purpose and strategy are great, but they don’t change how I do my job.” And, like the waterfall, the cascade approach puts intense pressure on senior leaders to have everything figured out, which can cause delays or result in messages that do not have full executive buy-in. As a result, the typical strategy cascade often fails to generate the level of clarity, commitment, and action required to move a new strategy forward. To take ownership, teams need more than information or inspiration — they need a specific, personalized license to act. Without clarity on what they are responsible for, which decision rights they own, what inputs they can count on, and who is depending on them to deliver, they cannot move confidently into action. That sort of clarity and commitment requires mutual information-sharing, negotiation, and problem-solving, none of which is the focus in a cascade. It is, however, the hallmark of what I call the chartering approach.
- Praise and criticism – People tell you that you are going off the wrong track More important that others do it to each other Give a damn – cared about me personally Its your job to say something Its in private if its criticism – and praise in a public setting If your not doing radical candor then you are: An asshole Insincere (listening) – but no action … Ruiness empathy
- Rate your guidance – will push you towards the right direction Raise problems – not trying to create boss killers
- Infancy – understand to create for others you are creating for Curiosities Analogies What if … (team meetings – we know there is no right way or right answer) Drive to work differently – expose yourself to new experiences – fight routine Robert Weisman – study luck Fill out a survey and find out if you were lucky or unlucky – he did an experiment that is fascinating – brought 400 people a survey – then lucky people in one room and unlucky people in the other room. How many pictures are in this newspaper as fast as you can. Unlucky group = 2 minutes Lucky group = 20 seconds. What’s the difference. Unlucky group methodically group counted each picture – and the lucky group – stop there are 43 pictures in this newspaper – curious enough to look beyond the pictures. Minds change when we look beyond the obvious
- Rockstars vs Superstars
- Colleen How can we start to build alliances??? How can we link ideas for change/improvements…. “Frame It!”
- ER
- Colleen 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. Compare and contrast how we can frame our ideas….. “I have a dream” versus “I have some new clinical guidelines for you….”
- 30 countries are doing what matters to you
- Focus groups - Feedback on imagery, wording
- Break free from rules that hold you back