Imagine - HR; are handling the 'bad banter' - Stella Chandler.pdf
Leading Social Change
1. Inspiring people & organisations to transform through social change
Master class
Jackie Lynton
Founder and Social Change Activist
Copenhagen - April 14 2016
@jackielynton
2. Objectives
1. Share ideas for how you can contribute to the Danish welfare system
2. My experience in NHS - Disruptive case study
3. 10 design principles for social change
4. How we can spark a movement
@jackielynton
3. The NHS is the 5th largest employer in the world
Source: BBC
13. What does it take to lead at the edge?
Leaders at the edge know how to take appropriate risk, inspire trust and create
opportunities to foster success for themselves and their teams/organisation.
1.Disruption is the new normal
2.Manage your boundary
3.Develop talent
4.Pay attention to what is hard wired
5.The edge is a new beginning
5 practical tips
@jackielynton
17. A call to action assumes
that we can end an
intolerable condition by
creating a burning
aspiration from which to
organise our resources
and seek commitment
Marshall Ganz
What is “intolerable” in your system/work now?
20. How did the great social movement thinkers
lead from the edge to change the world?
Why and why now?
NARRATIVE
Belong
Emotion
Feeling
Values
How and where?
ACTION
Contribute
Create
Connect
Lead
What and Who?
STRATEGEY
Know
Think
Understand
Logic
21. Connecting to other people values and emotions helps
us to be inspired to take action
22. Think of a social movement that you were inspired by
In pairs talk about what gave you the fire in your belly to join?
@jackielynton
24. How safe is it to speak up in your organisation?
Within any organization, it’s usually the
malcontents and rebels who are the first to sense
the impending demise of a much-loved business
model, and the first to see the value in wacky, new
ideas. Yet these folks are often muzzled rather than
encouraged to speak up.
Gary Hamel
Without the peoples voice the storyline never changes @jackielynton
28. NHS Change Day is a
grassroots movement with
the purpose of empowering
each other to take action to
improve health and care. It
connects people, bringing
them together to in turn do
something better together. It
celebrates and shares every
improvement we make better
together
A disruptive case study
@jackielynton
29. Audacity to imagine…
Probably the biggest initiative of collective action for improvement
in the history of the NHS
Creating a mass movement of people working together in and with
the NHS demonstrating the difference they can make, by one simple
act for sustainable improvement to improve care for people
@jackielynton
32. Must
do
Want to
do
Shared purpose
Goal – 65,000 pledges
Core leadership team
Personal pledge
Set a date
Website
Social media
Took risks
Courage & belief
Kept it simple!
Compliance
Commitment
2013
@jackielynton
33. What was happening in ‘the system’ at the time that
resonated and enabled Change Day to happen?
42. More than 802,000 pledges to take action
• 81 separate Campaigns
• 86 million twitter impressions
• 35,400 video views
• 95,000 daily reach on Facebook
• More than 98% of the activity
through volunteers
44. My pledge…..
Not let hierarchy get in
the way of patient care
What I did
Worked with the
hierarchy at an early
stage.
Seeking their support
with an explicit
understanding that they
respected the grassroots
nature of Change Day.
45. Bottom up approach with top down support
I urge as many people as possible to give their
support“
"NHS Change Day is a fantastic
opportunity to join a movement of
young leaders who want to make a
difference in the NHS
Jeremy Hunt
Health Secretary
Chief Nursing
Officer - England
Professor Sir Bruce Keogh
National Medical Director
It's especially an opportunity for the next
generation of junior doctors to effect change
in a practical and sustainable way"
46. Fun day for children Support group
with a stomas
48. Ashley Brooks
Patient Champion
‘Change Day gave me the
permission to use my energy in the
direction I wanted to use it’
Guardian service 30% shift in staff survey
49. Total 2012 Total 2013 Total All*
Would you feel safe raising
your concern?
Yes 752 58% 1072 80% 45,025 71%
No 192 15% 269 20% 6,999 11%
Would you feel confident your
Trust would address your
concern?
Yes 516 40% 932 70% 34200 54%
Staff Feedback:
The following responses in the 2013 NHS Staff Survey in
the Health, Wellbeing and Safety at Work category had
the largest overall shifts in the Trust when compared to
2012:
‘Would you feel confident your hospital would
address your concern?’
50. Students swap places
with patients in
mock ward
Change in University
nursing curriculum
Louise Trowse – Second year student
51. Tasting common
medicine for children
Discussing pharmacy
methods of improving
the taste
Dr Damian Roland
“The single most important skill I
learned from improvement leaders
was narrative. It connects us to the
reasons we were called to work for
the NHS. It will stay with me the
rest of my career.”
52. Jeharna sings for
children’s ward to say
thank you
‘I wanted to say thank
you to NHS staff for
the way my brother
was looked after when
he got knocked over,’
Staff feel appreciated
57. design
principles for
social change in
a system
What social change activists do
Adapted by Jackie Lynton
Influenced by Marshall Ganz, Gary Hamel and John Kotter
10
@jackielynton
58. 1. Create a compelling shared purpose
2. Learn to share your story
3. Develop leaders – everywhere
4. Create a sense of urgency
5. Use framing to create intentional actions
6. Co-create with diversity
7. Give permission
8. Organise as well as mobilise
9. Nurture weak and strong ties
10. Create the conditions for change to happen
A daring and inspiring exploration of the vastness and urgency of social change
10 principles for designing social change
@jackielynton
59. Co-create a shared
purpose
•WE take responsibility for creating
and sharing an understanding of why
what we are doing is necessary, the
impact of doing nothing, and who can
help us achieve our shared purpose. A
powerful shared purpose will attract
people to be part of creating the
future
@jackielynton
60. Learn to share your story
•WE develop our own narrative to
call others to action, inspire hope,
share the challenges and choices we
face, and show how small actions can
achieve more when we work together.
We support and coach others in
developing their stories, which are the
lifeblood of a social system @jackielynton
61. Develop leaders
- everywhere
•WE recruit, develop and coach
leaders everywhere - not using
hierarchies, but by connecting a
community of participants and
volunteers who commit to making
change happen for people. We are
relationship driven and understand
that people will own what they help
to create. @jackielynton
62. Create a sense of urgency
•WE create a burning ambition that
moves people from fear to hope,
focusing on intrinsic motivation and
energy, with a specific ask of others,
measurable goals and practical
change. We generate this source of
social energy, which will tip a project
or idea into a movement, not
mandated but inspired. @jackielynton
63. Use framing to create
intentional actions
•WE use data, measurement, the
current reality and hopes for a better
future to articulate and frame the
diagnostic, motivational and prognostic
case for change to win people to our
cause. This way of putting across a
relational message helps reveal why the
status quo or unacceptable condition
must change to motivate, connect and
inspire a deeper alchemy in the work.
64. Co-create with diversity
•WE embrace difference as a strength
and co-create with the wisdom of
people’s experiences, thoughts,
subversive voices and different
approaches to problem-solving to
accelerate and enrich potential around a
shared cause. We derive benefit from our
diverse experiences of who we are and
let go of who we think we ought to be.
@jackielynton
65. Give permission
•WE pay attention to power and influence in
the system, leveraging formal authority to
acknowledge and enable, rather than control
and lead; letting go of hierarchical power so
people at the grassroots are empowered -
because when people understand the
purpose of the change, they don’t need
permission to take the next step; they can
just do it - not because they have to but
because they want to.
@jackielynton
66. Organise as well as
mobilise
•WE strategise through our
distributed leadership community, use
social media to grow the movement
and structure our resources to build
resilience - seeking out new disruptive
sources of power, galvanising our
natural resources of commitment and
self-organising to create agility, speed
and spread. @jackielynton
67. Nurture weak and strong
ties
•WE connect people to people across
networks to take action, inspiring
others to join and act together,
stepping out of our comfort zone and
leaning into new untested
relationships where values are shared
and new trust emerges.
@jackielynton
68. Create the
conditions for
change to happen
•WE do the ‘work before the work’, relentlessly
connecting with people to enable the human
spirit to flourish and achieve purpose. We take
risks, walk with courage, create the space for
difficult conversations and encourage others to
bring their authentic selves. We work with
grassroots as well as in the space being created,
where previously untapped possibilities generate
boundless creativity and innovation.
@jackielynton
69. On your tables share the
challenges and opportunities of
practically using social change
principles to support change in the
welfare system.
Agree 1 question/thought per
table that you want to ask/share
70. What have we learnt?
Transformation or more Information?
71. Making a change for
better together.
It’s not an end in itself!
Untapped potential
88. 1986
1. I did not feel heard or supported
2. Let down by my profession
3. I felt powerless
4. I was part of a top system that
didn’t protect vulnerable people
95. This picture was taken from
my hotel window in
Scotland, when I asked
myself some of the most
important questions….
Lock Linnhe, Fort William, Highlands of Scotland
96. The five searching questions
1. What is my purpose?
2. Why am I sabotaging myself?
3. What yearns for greater creativity and autonomy?
4. How can I bring my authentic self?
5. What is my story?
97. It wasn’t about trying to move the mountain
it was about climbing it
Together/WeAlone/Me
103. Now I don’t!
Now I bring my authentic self to work
I had to be
someone else
to fit in
@jackielynton
104. Reconnected with my values and having a greater
sense of purpose and power in my work and life
@jackielynton
105. Chloe
I was inspired by the caring,
creative and committed people I
met in the NHS and realised I need
to fulfil a sense of purpose in
using my skills and passion in
helping others.
I want ……
106. Call to action
¨The more you share your story, you create hope, and the more
you create hope, the more you can create power for change.¨
Jackie Lynton
Share
your
story
@jackielynton
107.
108. Sharing you story
1. Tell a story (name, gifts, community)
2. Make it personal
3. Be authentic
110. story of
self
call to leadership
story of
now
strategy & action
story of
us
shared values &
shared experience
PURPOSE
Marshall Ganz
Public Narrative
111. Creating our narrative
• Challenge: What was the challenge? Why was it a challenge?
• Choice: What were the choices? Why did you make the choice you
did? Where did you get the courage or hope? How did it feel?
• Outcome: How did the outcome feel? Why did it feel that way? What
do you want us to feel?
Source: Marshall Ganz
116. Hope
As leaders what if we hold hope for them,
inspire hope with them,
give hope back to them,
so that people can do great things
we never thought possible
@jackielynton
119. When hope germinates it's powerful,
When power is divided it's shared,
When hope is restored and people connect
with a shared purpose and take action,
it's possible to spark a movement for change.
Jackie Lynton
@jackielynton