‘ Reaching your goals through Large Scale Change ’ Ali Wheeler – Director Good Squared
Overview • What do we mean by ‘ large-scale change ’ (LSC)? • Emerging model of LSC • What has LSC got to do with Safer, Active Travel • Tools from LSC that could help • Thoughts and actions to go away with – what will you pledge aligoodsquared@gmail.com
Lets gets started with something new Leadership across the NW in action! • http://www.youtube.com/watch?v=FyKRWcIO FLc&feature=youtu.be
What do we mean by large-scale change? • The village and river metaphor – the wow factor! • Three dimensions of LSC – beyond the status quo aligoodsquared@gmail.com
Three Dimensions of LSC Pervasiveness Of change; does it affect whole or only portion of the system? Depth Size Of change vis Of system experiencing a vis, current change; ways of thinking or e.g. geography, numbers of Refs: Mohrman A. et. al. Large- doing people Scale Organizational Change. Jossey-Bass, 1989 and Levy A. Second-order planned change: definitions and conceptualizations. aligoodsquared@gmail.com Org. Dynamics. Summer 1986, 15:5-20
Large Scale Change is not :- • Changes in structures only – “Rearranging the deck chairs…” • Changes in process only - Not sustainable • Attempts to alter behaviours without really addressing structures and processes – Example: targets, exhortations, or training by themselves aligoodsquared@gmail.com
LSC literature/evidence Literature on LSC Technological Social system challenges dominate challenges dominate Largely within organisational boundaries Mostly across organisational or (e.g. culture change in a large, ‘ identity group ’ boundaries multi-national corporation, (e.g. environmental, social or aftermath of merger) public health issues) aligoodsquared@gmail.com
LSC in social systems Common themes in literature (1 of 2) Movement towards a new vision • Something better and fundamentally different from status quo o Identification and communication of key themes • People can get their heads around and will make a big difference o Multiples of things ( “ lots of lots ” ) • Mutually reinforcing change across multiple • processes/subsystems Framing the issues in order to engage and mobilise the • imagination, will, and energy of a large number of diverse stakeholders For distributed leadership and mass movement o aligoodsquared@gmail.com
LSC in social systems Common themes in literature (2 of 2) Continually refreshing the story and attracting new, active • supporters Emergent planning and design based on monitoring progress • and adapting as you go Outcomes are impossible to predict at a detailed level • Flexibility, adaptability, and engagement of others are key • Transforming mindsets, leading to inherently sustainable • change Maintaining and refreshing the leaders ’ energy over the • long-haul aligoodsquared@gmail.com
LSC – Working Definition ‘ Large-scale change (LSC) is the emergent process of moving a large collection of individuals, groups, and organisations toward a vision of a fundamentally new future state, by means of high- leverage key themes, distributed leadership, massive and active engagement of stakeholders, and mutually-reinforcing changes in multiple systems and processes, leading to such deep changes in attitudes, beliefs, and behaviours that sustainability becomes largely inherent ’ . aligoodsquared@gmail.com
Emerging Model of Large Scale Change Maybe later Living with Identifying results and need for Engaging/ consequences change connecting Time delay others Repeats Settling in After some Framing/ many time Possible outcomes reframing times in 1. sustainable norm hard to the issues Making 2. plateau predict 3. run out of energy pragmatic ways change in multiple Attracting processes further interest Version: 11 October 2008. Paul Plsek on behalf of the Academy for Large Scale Change. Based on aligoodsquared@gmail.com preliminary literature review.
Is your challenge LSC? • Do you have a vision for change that would make someone who fell asleep today and woke up five years from now remark “ This is very different! ” ? • Do you need to bring about co-ordinated changes in structures, processes and patterns of behaviour in order to make your change sustainable? • Where does your effort fit on the three dimensions? What would be an even further stretch you could take in each of the three dimensions? aligoodsquared@gmail.com
Your Vision – so your are on the journey A city region, committed to a low carbon future which has a transport network and mobility • Is it 10 – 15 words culture that positively contributes to a thriving economy and the health and wellbeing of its citizens and where sustainable travel is the aligoodsquared@gmail.com option of choice
Driver diagram: focusing on key themes Goal: Primary Drivers: Secondary Drivers: A city region, What activities are you driving? Create right conditions for committed to sustainable economic growth a low carbon Vision: future which What are you What are you Provide and promote a has a providing? promoting? clean low emission Reducing transport transport system What are you enabling? the network and mobility incidence What are you improving? Ensure transport system culture that of TB in the promotes and enables positively North West improved health and contributes to wellbeing and road safety What does quality look a thriving like? economy and Ensure quality of travel the health How are yopu for all, etc communicating? and wellbeing of its citizens What economic work is Ensure transport and where underway? system supports sustainable economic succcess etc travel is the option of What and where are your assets? Maintain our assets to choice a high standard
Planning for LSC: Think backwards! 2. Who needs to be Engaging/ engaged to 3. How do connecting make these? I frame others to engage Repeats Framing/ them? many times in reframing hard to the issues Making predict ways pragmatic 1. What change in change s to multiple Attracting make processes further now? interest 4. What will be next cycles of what, who, how, and how can I be prepared? aligoodsquared@gmail.com
Why identify stakeholders?
You have many stakeholders, is anyone missing? Questions:- Are the right people in the room? Who is missing? How are you going to engage with them? What do you want them to do? What are you going to do about it? 02/05/2013
Continuum of Commitment Analysis Stake- No Let It Help It Make It holder Obstructing Commitment Happen Happen Happen A X O B X O C O X D X O X = currently O = where we need them to be for successful change Based on: Beckhard & Harris (1987) Organisational transitions: managing complex change. For more information, see NHS Institute ’ s social movement handbook The aligoodsquared@gmail.com power of one, the power of many.
Principle of Breakthrough Thinking “ Begin with the end in mind ” Nadler G and Hibino S. (1994) Breakthrough Thinking: The Seven Principles of Creative Problem Solving, 2nd Edition. If you went to sleep for 5 years what would Safer, Active Travel look like? aligoodsquared@gmail.com
Mindset shift for change leaders… When you are frustrated at others because you have made your best case for change and “ They just don ’ t get it! ” … Take a look in the mirror and ask yourself instead… “ What is it that perhaps *I* don ’ t get about them? ” aligoodsquared@gmail.com
What ’ s the reality today – know your challenges? Role modeling – powerful tool ‘ Be the change you wish to see ’ – Gandhi Think, feel, see, do – key ASKS How did you get here today? 02/05/2013
How could I have got here today? Systems and process 02/05/2013
What is acceptable and what attitudes and behaviours do we still need to work on? 02/05/2013
Recap – Thoughts to leave with You are part of a Large Scale Change effort • Do you know which part you are involved in/leading? – Driver Diagram • Have you got lots of lots happening? – Action plans • What do you need to kick start? – Get engaged – be informed • Who do you need to help you? – Stakeholder mapping and analysis • How are you going to attract them? – Framing and storytelling • How can you stay on track? – Continuous communication, feedback and be emergent! aligoodsquared@gmail.com
Establishing pace • Years However long you • Months think it is going to • Weeks take to fully • Days accomplish something… • Hours move two steps • Minutes down in your thinking goodsquaredcic@gm ail.com
Pledges What are you going to do in the next 30 days? 30 hours? 30 minutes? aligoodsquared@gmail.com
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