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Large Scale Change Maintaining Momentum

Large Scale Change Maintaining Momentum. goodsquaredcic@gmail.com. Where have we come from – the journey so far Where are we going – next steps. Maintaining Momentum?. goodsquaredcic@gmail.com. Emerging Model of LSC. Maybe later. Identifying need for change.

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Large Scale Change Maintaining Momentum

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  1. Large Scale Change Maintaining Momentum goodsquaredcic@gmail.com

  2. Where have we come from– the journey so far • Where are we going– next steps Maintaining Momentum? goodsquaredcic@gmail.com

  3. Emerging Model of LSC Maybe later Identifying need for change Living with results and consequences Engaging/ connecting others Time delay Repeats many times in hard to predict ways Settling inPossible outcomes1. sustainable norm 2. plateau3. run out of energy After some time Framing/ reframing the issues Making pragmatic change in multiple processes Version: 11 October 2008. Paul Plsek on behalf of the Academy for Large Scale Change. Based on preliminary literature review. Attracting further interest goodsquaredcic@gmail.com

  4. Cycle of change: Heart of LSC • Keys… • Getting started • Framing/reframing & engaging key parties • Small groups, pilots, a few places, etc. may do to get the ball rolling • Supports for change in multiple processes and systems • Making change visible to attract further interest (stories as well as data, conversation as well as reports) • Creating multiple cycles Engaging/ connecting others Repeats many times in hard to predict ways Framing/ reframing the issues Making pragmatic change in multiple processes Attracting further interest goodsquaredcic@gmail.com

  5. Principle of Breakthrough Thinking • “Begin with the ends in mind” • Nadler G and Hibino S. (1994)Breakthrough Thinking: The Seven Principlesof Creative Problem Solving, 2nd Edition. • Is you LSC effort still the same today as it was 6 months ago? • Or • Is it still emerging? goodsquaredcic@gmail.com

  6. goodsquaredcic@gmail.com Recap of some of the Large Scale Change Tools

  7. Mindset shift - framing 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?” goodsquaredcic@gmail.com

  8. Obstructing Stake-holder No Commitment Let It Happen Help It Happen Make It 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 Continuum ofCommitment Analysis Based on: Beckhard & Harris (1987) Organisational transitions: managing complex change. For more information, see NHS Institute’s social movement handbook The power of one, the power of many. goodsquaredcic@gmail.com

  9. Creating Distributed Leadership

  10. Driver diagram Goal Primary Drivers Secondary Drivers Youth Middle class professionals Young parents/families Offenders … Identification of key services Service redesign/enhancement … Design of the system … Forums for collaboration Relationships and power-sharing … Identification of key messages Co-ordination of messaging Working with the media … Group targeted programmes Working with LAs to improve local services Reduce impact of alcohol on health, well-being, and society in the North West Performance management Collaboration across Gov’t Offices Communication/ Messaging goodsquaredcic@gmail.com

  11. Creating Momentum90- (or 60- or 30-) Day Challenges • Clear, specific objective to be achieved (e.g., engage 3 thought-leading finance directors in creating the business case to support change X) • Specific timeframe (30-, 60-, 90-days?) • Living Action Plans • Anticipate making a specific decision about next steps at the end of the period (what are the options? what will we do next if we are successful? what if we are not successful?) goodsquaredcic@gmail.com

  12. Establishing pace • Years • Months • Weeks • Days • Hours • Minutes However long you think it is going to take to fully accomplish something…move two steps down in your thinking

  13. Your challenge is how to maintain momentum goodsquaredcic@gmail.com

  14. Are you settling in? Maybe later Identifying need for change Living with results and consequences Engaging/ connecting others Time delay Repeats many times in hard to predict ways Settling inPossible outcomes1. sustainable norm 2. plateau3. run out of energy After some time Framing/ reframing the issues Making pragmatic change in multiple processes Version: 11 October 2008. Paul Plsek on behalf of the Academy for Large Scale Change. Based on preliminary literature review. Attracting further interest goodsquaredcic@gmail.com

  15. Recognising Enablers and Barriers What enables the large scale change approach to work and what are the barriers? goodsquaredcic@gmail.com

  16. Enablers

  17. Barriers

  18. Discussion/Question? • Do you have an insight into how the LSC works? • What are your key take-away learnings? goodsquaredcic@gmail.com

  19. Next session measuring success goodsquaredcic@gmail.com

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