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50 graphics that Helen Bevan posted on social media during 2025.

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2025: 50 graphics I posted on LinkedIn and X Helen Bevan @HelenBevan linkedin.com/in/ helenbevanhealthcare/
Introduction 2025 represents my 16th year of sharing content that inspires me on social media. It’s getting harder to source and share good content on social media. Information and inspiration for change and improvement used to be concentrated in a few large, text-heavy spaces (especially Twitter). It is now spread across multiple platforms and formats. The volume of content continues to grow and more of it is AI-assisted. The exposure to misinformation, echo chambers and synthetic AI-generated content is greater. Social media often turns change methods into oversimplified “recipes,” amplifies compelling but low-evidence voices and makes it harder to tell what is evidence- informed, safe, and context-appropriate. The result is a risk that we adopt approaches that look convincing online but fail to deliver (or cause harm) when they meet the realities of change in complex organisations. More than ever, we need to pay attention to the ethical, trust, and safety consequences of what we share. Yet social media remains one of the most important sources of new thinking and practice in improvement and large-scale change. Thing that haven’t altered for me in 2025: • Around 80% of the new knowledge and ideas that I test out in practice comes via social media • I still get the same thrill finding new content that I can use, test and share In a world that is so fast moving and complex, we need the exchange and emergence that happens when people from across systems and sectors share their learning informally and engage in positive debate. Change practice remains way ahead of change research. In this deck I am re-sharing some of the graphics that I posted that were liked and reposted the most during the year. Most of these graphics originate from other people. The source of the content is shown in every graphic (unless I created it). Thank you to everyone who includes graphics in their posts. It makes a difference in our ability to synthesise and share important principles with others. I hope these graphics inspire you as they have me. All the original articles are easy to find if you want to read more. Wishing everyone an outstanding 2026, during which we can learn, share, constructively challenge and debate, improve and make a bigger difference in the world together. Helen
6 insights people get wrong about the role of health tech as an engine for change Source: Lucien Engelen (December 2025) What 6 Surprising Insights Everyone Gets Wrong About Health Tech. LinkedIn 2. The biggest barrier to new tech? We speak different languages 1. Innovation isn’t a tech race; it’s a moral quest 3. AI is like a “digital teenager” 4. Innovation isn’t in the c-suite—it’s at the“bedside” 5. A“fertile climate”for innovation matters more than good ideas 6. Trust, not technology, drives digital health It requires strong governance & hard questions, including evidence of bias checks in training data, clear accountability when things don’t go to plan & strategies to prevent clinician de-skilling & over-reliance. While technology builds the “bridges” for data exchange, only a deep foundation of human & organisational trust allows data to flow freely, safely & effectively Success depends on people & roles that translate between the clinical world & tech world, ensuring solutions are designed around what patients want & need & real clinical work. We should judge “progress” in healthcare by the values it advances - equity, access, safety, compassion - rather than by who adopts the newest tech first. A culture & system where people feel safe to experiment, learn from failure & challenge the status quo, with clear processes & criteria for moving ideas from concept to implementation People at the point of care often get involved too late, leading to poor fit & low adoption. We need processes to give these colleagues ownership to identify priorities, shape solutions & lead implementation
The next phase of digital transformation will be a rethink of how we connect, collaborate and participate in a digital world Noel Hatch The move online isn’t just a shift in tools — it’s an opportunity to rethink how we work together. Let’s build a digital future that strengthens human connection, deepens participation, and creates spaces where everyone can belong.
It is measured by the system’s increasing relational maturity—its capacity to host diversity without fragmentation, to reconfigure in response to feedback, and to generate evolving coherence without external command. Governance therefore shifts from enforcing outcomes to stewarding the emergence of futures that are continually negotiated, contextually grounded, and collectively owned. Success in complex systemsis no longer measuredby hittinga pre-set target Indy Johar
The longstanding dream of decentralising authority in organisations is becoming more prominent….. Decentralization may never be fully achievable due to the multitude of forces, both external and internal, that pull organisations back toward rank-based relations and because some centralisation will always be necessary. Nonetheless, certain organisational practices can support the emergence of more- bounded and less-personal forms of authority, which in turn can promote more- distributed patterns of authority enactments and more-equal bases for relating. Decentralising decision making in organisations IS possible, but it takes ongoing effort at every level to make it happen Lee, M. Y. (2024). Enacting Decentralized Authority: The Practices and Limits of Moving Beyond Hierarchy. Administrative Science Quarterly, Michael Y Lee
How to reduce power gradients at work Micro-practices: Everyday, individual actions • Use people’s names not their job titles, job grade or pay banding when talking with & about them. • Ask more questions: Asking questions from a place of genuine curiosity humbles us to the person whose answer/perspective we are seeking. We cede power to them. • Acknowledge when we don’t know something: Saying “I don’t know – what do you think?” Models humility & flattens power differentials. • Narrate your decision- making: Explaining our reasoning demystifies authority & invites discussion. • Give credit generously: Recognise contributions openly, ensuring those with less status are acknowledged for their ideas/work. Meso-practices: Teams and group practices • Share & rotate responsibilities around the group such as chairing meetings. • Ask everyone to introduce themselves at the beginning of a group meeting, sending out a clear message that everyone matters. • Use techniques such as a “round robin” to structure turn taking & ensuring everyone has protected space to speak before more open discussion. • Beware of the HIPPO (Highest Paid Person’s Opinion counts the most) • Rotate who speaks first, ensuring the most senior or dominant voices don’t stifle newer or quieter team members. • Provide silent “think time” after posing a question & before open discussion, to allow more of the team to engage with the question & formulate their response. Macro-practices: organisational approaches • Move the authority to where the knowledge is, devolving decision making to those closest to the sharp end of work/point of care. • Co-create new approaches, ways of working & solutions to problems, don’t just “consult”. • Hold open forums for discussion with people at all levels. • Redesign physical & virtual spaces: e.g., remove hierarchical seating arrangements in meetings (no “head of the table”), & ensure online meetings don’t visually prioritise certain participants by defaulting to speaker view. • Turn the org chart on its side or upside down: Visually reframing the pyramid hierarchy into something less “top-down” reinforces collective responsibility. Source: Jade Garratt “Reducing Power Gradients”, Psychological Safety Newsletter, February 2025
Type of thinking Description Use it when: 1. Expert Rooted in deep knowledge in a particular field. Developed through years of experience, training & practice. We use it every day, often without even realizing it. • A situation requires a quick, automatic response based on a well-defined set of rules. • Prior experience and knowledge can offer a clear solution. 2. Critical Involves stopping to surface & question the underlying assumptions upon which our expert conclusions rest. Asking why & not simply accepting “truths” at face value. • Experts disagree on a solution. • Traditional approaches fail to solve a problem • Symptoms of a problem keep recurring. 3. Strategic Taking a long-term, high-level perspective. Looking beyond the immediate, transcending the limits of current ways of knowing /doing. “What could be?” or “What if?” • Making big decisions with long-term consequences. • Thinking about our team or organisation’s future. • Trying to anticipate how the wider environment & customer/partner needs might change. 4. Systems Ability to see the interconnectedness of things. Requires knowledge of interdependencies & ability to see all the elements of a system simultaneously & holistically. • We need to understand a complex situation with interconnected elements. • We want to identify patterns/relationships within a system. • We want to design for or take into account emergence. The 4 types of thinking leaders need to practice—and teach by Heidi Grant and Shawn McCann, Harvard Business Review, February 2025
Currenttrendsunderlinethe importanceof “thinking small”when it comes to culture
Valence low Valence high Activation high Activation low • Involve“advocates” in co- designing changes & communicating benefits. • Leverage their energy to build momentum & act as testers of new ways of working, change champions, role models & peer influencers. • Encourage those in“passive agreement” to shift to more active participation by inviting feedback & involving them in actions linked to the change. • Recognise their support AND challenge them to contribute ideas or mentor others to deepen their commitment. • Engage “dissenters” directly & constructively - listen to root causes, acknowledge concerns & address issues transparently. • Re-engage those who are “disengaged” through 1 to 1 conversations to understand sources of withdrawal; show empathy & reconnect to shared values or personal impact. • Make participation accessible with small, achievable steps; invest in rebuilding trust & sense of autonomy. • Channel their energy into constructive feedback & problem-solving. • Avoid marginalising those resisting - active dissent plays a key role in uncovering critical blind spots & enabling improvement. Strategies for engaging people in organisational change: the Change Response Circumplex Scale Source: core model by Oreg, Sverdlik & colleagues (2024) .
To elevate the contribution that everyone can make at work, we need “agency” more than“empowerment” Source of graphic: adapted by Helen Bevan from a core model by Dick Close/ Thomas Bateman Agency: the capacity, power and/or ability to act, choose and influence outcomes Agentic: acts with or demonstrates agency Empowered: acts with permission and support from others, relying on external direction for the scope and limits of choices Agency is the highest level of personal competence Thomas Bateman
Engagement lives in connection & conversation Real engagement doesn’t reside in dashboards. It doesn’t live in engagement software or multi-year culture initiatives. It lives in conversations — the real, messy, unfiltered kind that happen between human beings. Kyle Jones “The Importance of Employee Engagement: Why Culture Lives in Conversations, Not Campaigns”, Medium, April 2025 Graphic by Springboard
Why fake engagement is worse than none People can handle being left out of decisions. They don’t like it, but at least they know where they stand. Asking for their input under the illusion that it matters? That’s a special kind of insult. Bette A Ludwig “When Workplace Change Requires More Than Quick Fixes and Band-Aids”, Medium, March 27, 2025 Graphic by Springboard
Eighty percent of staff at the front lines of care reported what they needed help with the most during the improvement process was communication and relationship skills, not the technical knowledge of improvement Marjorie Godfrey Clinical Microsystems Academy
Circle of Control • Our own actions and behaviours • Decision-making processes • Our own skills and capabilities • Team schedules and priorities • How we communicate within the team • How we manage our time • Improvement initiatives within the team • Setting and managing the expectations of our teams Circle of Influence • Morale, motivation and wellbeing of our people • How we manage capacity • Experience and feedback from people who use our services • Development and skills of our people • Work environment and culture • Relationships with other leaders and other teams • Collaborative improvement initiatives Circle of Concern • Demand for services • Workforce shortages • Actions and decisions of other teams • Organisational policies and decisions • National funding allocations • System restructuring and redesign • Government policy • Global events and crises Source of image: Discovery in Action Source: the circles of control, influence and concern by Stephen Covey
Source: Pregmark, J.E. and Beer, M., The Silent Killers of Strategic Change in a VUCA World. Academy of Management Perspectives. 1) 7) 3) 2) 5) 4) 6) Seven“silent killers”: leadership & organisational barriers that almost always block the development of an effective, high commitment, high performance organisation
How and when leaders express emotions really matters A key aspect of leadership in a team or organisation is a leader’s emotional leadership style. This involves expressing emotions towards their team members with the added burden that these expressions can have powerful impacts (intended and unintended) on recipients. Given this, it is important that leaders are thoughtful about their emotional leadership style and consider timing as a central dimension that shapes the effect of their emotional expressions….leaders can not only unlock performance potential, but also make team members feel a greater sense of worth and respect while performing at their best. Levitt, J., Coutifaris, C., & Green, P. (2025). When Leaders Express Positivity Early On, Employees Perform Better. Harvard Business Review. ‘
. . Based on Donella Meadows, Leverage Points: Places to Intervene in a System John Kania et al, The Water of Systems Change Suggested by Ryan JA Murphy, Finding (a theory of) Leverage for Systemic Change: A systemic design research agenda. Leverage points: places to intervene in a system Based on a graphic by sam@drawing change.com
Three strategies in organisational development & change Data-based change Uses systematic data collection and expert analysis to diagnose issues and decide on the “right” solution that is then implemented in a planned, directive way High engagement change Leaders define the vision and create conditions to actively involve those affected in shaping how the change happens, to build ownership, alignment and coordinated implementation Generative change Purpose and boundaries defined by leaders; they host conversations that spark ideas, support /resource many tests of change, protect experiments from organisational resistance and amplify what works to help it spread Source: Bushe, G. R., & Lewis, S. (2023). Three change strategies in organization development: Data-based, high engagement and generative. Leadership & Organization Development Journal. • Many change efforts mix all these strategies • Data is critical but change is likely to fail if leaders rely only on data-based approaches • Generative strategies can produce the fastest and deepest transformation • Leaders need to be explicit about which change mindset they are using and why
The “J-Curve”of change: things often get worse following change implementation before they improve What stakeholder often expect What might happen with effective change leadership What often happens
Change method
Change management beliefs that consistently sabotage genuine transformation 3. Once people understand the change, they will embrace it Source: Greg Satell (November 2025) Three stubborn change management beliefs that consistently sabotage genuine transformation Leading large scale change is less about convincing people to think differently; it’s more about creating the conditions that enable people to act differently. Rarely the case. Ideas spread most effectively through peer networks, not top-down campaigns. People adopt the ideas they see working around them. 2. Change initiatives should have a “big-bang” launch Undifferentiated messages create early resistance that can kill off promising initiatives. Better to protect, test & nurture new ideas with committed stakeholders to pave the way for wider adoption over time Change is more about collective dynamics than persuasion. People are much more likely to be influenced by what their peers think than by top-down messaging. 1. Large scale change is persuasion at scale
Distinctive challenges of leadership in large scale change High authority Low authority Low alignment High alignment (objectives; worldviews) Traditional organisational leadership Leadership in large-scale change For large scale change, we need to: • Mobilise the energy and leadership of many across many different contexts • Coordinate across many diverse boundaries and multiple types of diversity • View complexity and coordination costs as critical constraints Source: Nathaniel Foote, TruePoint Center, building on a framework by Herman B. Leonard, Harvard University
Reframing thinking about leadership of large scale change Leading large scale change across a system: we aspire to create change with no waste of leadership energy Individual agenda Collective agenda Too often, we focus on the collective agenda, rather than the agenda of individual leaders; this brings high complexity and coordination costs and saps the energy of individual leaders We will waste much less leadership energy if we help each individual leader advance their own agenda more effectively; collaborative initiatives arise as a byproduct of shared learning Source: Nathaniel Foote, TruePoint Center
Source: chapter five “Highlights from the literature on changing social systems” in “Leadership for large-scale change: distinctive challenges, emerging responses” Aspen Institute and the Higher Ambition Leadership Alliance (April 2025) Leadership for large-scale change: change within a system
Source of graphic: adapted from Strategic Alignment Reconciles Purpose and Profitability, MIT Sloan Management Review Capacity to catalyse change (investing for long term value) Change achieved (immediate value) Balancing short and long term efforts for change Staying in the 45-degree zone: • Deliver today • Build for high capability tomorrow 45o OVERSTRETCHING • System “running hot” • Not sustainable UNDERPERFORMING • Disconnected from real work • Danger of stalling Source: “Setting the near-term action agenda: what and how much to include”, chapter three in “Leadership for large-scale change: distinctive challenges, emerging responses”, Aspen Institute and the Higher Ambition Leadership Alliance (2025)
….in order to ….through ….with the outcome of Systems change is Source: “What is your definition of systems change?” from “Systems Change: A Field Building Convening” by Anna Birney, Darcy Riddell, and Laura Winn
How usually wise leaders create “collective stupidity”
The anatomy and physiology of change Anatomy of change Physiology of change Defined as The shape, structure, relationships and mechanisms of the system, that deliver its purpose The vitality and life-giving forces that enable the system and the people in it to work together in a cohesive way, develop, grow and improve Focus Structures, systems and processes to reliably deliver services Energy as a fuel for delivery and sustainable improvement What leaders do • Set aims for delivery and improvement • Improve systems • Redesign pathways • Reduce waste and variation • Measure and assess outcomes • Create higher purpose, deeper meaning and unity • Provide clarity & direction for keeping trust and morale high • Build relational connectedness • Resolve interpersonal conflicts and competing goals • Call people to action Source : Bernard Crump & Helen Bevan (with additional content from the work of Miguel Pantaleon)
A. Formal leaders - make up around 12% of a given organisational population, impact 45-50% of the people B. The most influential informal leaders – make up around 3% of the population, impact 85-90% of the people We need both approaches Source: Innovisor
Leaders who can support both “belonging”and “unbelonging” during times of radical change get better change outcomes Belonging: the fundamental need to feel accepted, connected and secure within a group or organisation, providing the emotional base for engagement. Un-belonging: the intentional process of detaching from old loyalties, identities or structures, enabling both people and systems to let go, adapt and move forward amidst ongoing transformation. Rowland, D., Brauckmann, N., Thorley N. (2022) How to get your team on board with a major change, Harvard Business Review. Rowland, D., Pivcevic, P., (2022) Leading change post pandemic: belonging, London School of Economics blog
The four dimensions of change confidence Source: Gisela Wendling (July 2025) Change Confidence: Reclaiming Inner Ground in Uncertain Times, The Grove Consultants.
‘‘ We should lead organisational change through loss, not logic When you dismiss [people’s] concerns or treat them as irrational, you’re ignoring what research shows us about how people handle loss. The issue was never their attitude. They want evolution, not to be replaced. They need you to listen to their grief, not lecture them about what they’ll gain. They want to help build the bridge between past and future, not watch someone burn it all down. Next time someone resists your change initiative, don’t reach for more facts and figures. Ask yourself: What are they afraid of losing? How can you acknowledge that loss? And what benefits might they gain that they don’t see yet? Stop fighting their feelings of loss. Respect them instead. Gustavo Razzetti
Purpose Players Knowledge Facilitation Field Design What is the shared intention driving this work? Who do we need to involve? What trends, forces and dynamics shape this context? What methods, tools and sequence of steps should we use? How to we enable everyone to contribute towards the shared intention? What do we need to learn and share? Source: The Recode Cube Model A powerful framework to guide the design, facilitation and evaluation of complex collaborative processes
Creating the conditions for high accountability and high connection that lead to willingness to take (smart) risks Source: JP Pawliw, Last 8% Project, Institute for Health & High Performance
‘‘ Frontline (team) leaders are our most powerful asset in turning purpose into performance Addressing the challenge of operationalising corporate purpose throughout an organisation fundamentally hinges on effective dialogue at the team level. Resolving the tension that corporate purpose finds at team leadership levels requires leaders to foster consistent, meaningful dialogue about corporate goals at the team level and beyond. Leaders who actively involve team members in purpose discussions, consciously manage equitable relationships, and promote employee autonomy significantly enhance team commitment and alignment around corporate purpose and [results]. Rodolphe Durand and colleagues
Genuinely visionary leaders know that disruption and safety go hand in hand. The safer you make your organisation, the more you empower your people to think boldly, take risks, and explore new territory. The more stress you create, the more you drain cognitive capacity, limit creativity and shrink the space for insight, collaboration, and original thinking. Greg Satell
Living with the tension between AGENCY (driving vision & action) & AMBIVALENCE (hesitating or attending to risk) as a leader of change VOICE Combative or strident communication, trying to overpower resistance & alienating potential allies. Inspires others with a clear vision while inviting questioning & dissent, ensuring the vision remains relevant & shared. Grows silent, losing momentum & allowing the vision to become unclear & unprotected. IDEAS Floods of new ideas & constant tweaks, destabilising teams & confusing priorities. Brings forward novel, well-developed ideas without derailing current progress, encouraging team unity & creativity. Premature abandonment of ideas due to risk concerns, self-doubt or past negative experiences, leading to missed opportunities. PASSION Tries to drive everyone's energy, which can feel coercive & stifle genuine engagement. Shares personal motivation but encourages others to develop their own connection to the cause, building collective commitment. Apathy from burnout & withdrawal, signalling to others that the cause may not be worth supporting. DISCONTENT Frustration or contempt toward others or the system, eroding trust & making collaboration difficult. Frames dissatisfaction as curiosity & a drive to improve, focusing on solutions rather than blame. Shifts to resignation or apathy, acceptance of the status quo & diminished efforts for improvement. CONVICTION Dogma; rigidly adhering to plans & shutting out differing perspectives. Holds strong to non-negotiable purposes while remaining open to how goals are achieved, welcoming dissent. Hopelessness from setbacks or political losses; emotional disengagement. Signs that a change leader is overfocussed on ambivalence Signs that a change leader is overfocussed on agency When the tension between agency & ambivalence is in healthy balance Dimension of change Source: Summarised from “The Emotional Strength You Need to Lead Through Change” by Ron Carucci Harvard Business Review, September 2025
Source: businessillustrator.com/
Graphic via Stacey Hopkins (@mme_Hopkins on X)
Source: adapted from Emily Webber Good practices Creating new knowledge Learning for improvement Guidelines and strategies A domain of professional practice Professional goals A community and a practice are not the same thing, but they are brilliant together
Bad meetings don’t just waste our immediate time; they can create“meeting hangovers”that go on for hours Over one quarter of workplace meetings leave employees with lingering negative effects such as lowered engagement and productivity that can last hours. This is called a meeting hangover. To avoid the effects of a meeting hangover, those running meetings should: facilitate meetings to bring in everyone’s voices, keep meetings small, create action plans instead of agendas, use time wisely and respectfully, demand accountability, and proactively identify steps to address any concerns The Hidden Toll of Meeting Hangovers by Brent N. Reed & colleagues, Harvard Business Review, February 2025,
Virtual meetings are here to stay, but despite their advantages in efficiency and reach, they come with a hefty cost: fatigue. The good news is that, with the right strategies, this fatigue can become less of a problem. Our research suggests that a balanced approach that integrates thoughtful organizational policies with mindful individual practices can reduce the toll that endless screen time takes on workers Eoin Whelan, René Riedl, Markus Salo, Henri Pirkkalinen “Virtual Meetings and Your Brain: Four Ways to Refresh”, MIT Sloan Management Review, March 20, 2025 Graphic by Springboard

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Helen Bevan graphics posted 2025 (2).pdf

  • 1.
    2025: 50 graphicsI posted on LinkedIn and X Helen Bevan @HelenBevan linkedin.com/in/ helenbevanhealthcare/
  • 2.
    Introduction 2025 represents my16th year of sharing content that inspires me on social media. It’s getting harder to source and share good content on social media. Information and inspiration for change and improvement used to be concentrated in a few large, text-heavy spaces (especially Twitter). It is now spread across multiple platforms and formats. The volume of content continues to grow and more of it is AI-assisted. The exposure to misinformation, echo chambers and synthetic AI-generated content is greater. Social media often turns change methods into oversimplified “recipes,” amplifies compelling but low-evidence voices and makes it harder to tell what is evidence- informed, safe, and context-appropriate. The result is a risk that we adopt approaches that look convincing online but fail to deliver (or cause harm) when they meet the realities of change in complex organisations. More than ever, we need to pay attention to the ethical, trust, and safety consequences of what we share. Yet social media remains one of the most important sources of new thinking and practice in improvement and large-scale change. Thing that haven’t altered for me in 2025: • Around 80% of the new knowledge and ideas that I test out in practice comes via social media • I still get the same thrill finding new content that I can use, test and share In a world that is so fast moving and complex, we need the exchange and emergence that happens when people from across systems and sectors share their learning informally and engage in positive debate. Change practice remains way ahead of change research. In this deck I am re-sharing some of the graphics that I posted that were liked and reposted the most during the year. Most of these graphics originate from other people. The source of the content is shown in every graphic (unless I created it). Thank you to everyone who includes graphics in their posts. It makes a difference in our ability to synthesise and share important principles with others. I hope these graphics inspire you as they have me. All the original articles are easy to find if you want to read more. Wishing everyone an outstanding 2026, during which we can learn, share, constructively challenge and debate, improve and make a bigger difference in the world together. Helen
  • 3.
    6 insights peopleget wrong about the role of health tech as an engine for change Source: Lucien Engelen (December 2025) What 6 Surprising Insights Everyone Gets Wrong About Health Tech. LinkedIn 2. The biggest barrier to new tech? We speak different languages 1. Innovation isn’t a tech race; it’s a moral quest 3. AI is like a “digital teenager” 4. Innovation isn’t in the c-suite—it’s at the“bedside” 5. A“fertile climate”for innovation matters more than good ideas 6. Trust, not technology, drives digital health It requires strong governance & hard questions, including evidence of bias checks in training data, clear accountability when things don’t go to plan & strategies to prevent clinician de-skilling & over-reliance. While technology builds the “bridges” for data exchange, only a deep foundation of human & organisational trust allows data to flow freely, safely & effectively Success depends on people & roles that translate between the clinical world & tech world, ensuring solutions are designed around what patients want & need & real clinical work. We should judge “progress” in healthcare by the values it advances - equity, access, safety, compassion - rather than by who adopts the newest tech first. A culture & system where people feel safe to experiment, learn from failure & challenge the status quo, with clear processes & criteria for moving ideas from concept to implementation People at the point of care often get involved too late, leading to poor fit & low adoption. We need processes to give these colleagues ownership to identify priorities, shape solutions & lead implementation
  • 4.
    The next phaseof digital transformation will be a rethink of how we connect, collaborate and participate in a digital world Noel Hatch The move online isn’t just a shift in tools — it’s an opportunity to rethink how we work together. Let’s build a digital future that strengthens human connection, deepens participation, and creates spaces where everyone can belong.
  • 5.
    It is measuredby the system’s increasing relational maturity—its capacity to host diversity without fragmentation, to reconfigure in response to feedback, and to generate evolving coherence without external command. Governance therefore shifts from enforcing outcomes to stewarding the emergence of futures that are continually negotiated, contextually grounded, and collectively owned. Success in complex systemsis no longer measuredby hittinga pre-set target Indy Johar
  • 6.
    The longstanding dreamof decentralising authority in organisations is becoming more prominent….. Decentralization may never be fully achievable due to the multitude of forces, both external and internal, that pull organisations back toward rank-based relations and because some centralisation will always be necessary. Nonetheless, certain organisational practices can support the emergence of more- bounded and less-personal forms of authority, which in turn can promote more- distributed patterns of authority enactments and more-equal bases for relating. Decentralising decision making in organisations IS possible, but it takes ongoing effort at every level to make it happen Lee, M. Y. (2024). Enacting Decentralized Authority: The Practices and Limits of Moving Beyond Hierarchy. Administrative Science Quarterly, Michael Y Lee
  • 7.
    How to reducepower gradients at work Micro-practices: Everyday, individual actions • Use people’s names not their job titles, job grade or pay banding when talking with & about them. • Ask more questions: Asking questions from a place of genuine curiosity humbles us to the person whose answer/perspective we are seeking. We cede power to them. • Acknowledge when we don’t know something: Saying “I don’t know – what do you think?” Models humility & flattens power differentials. • Narrate your decision- making: Explaining our reasoning demystifies authority & invites discussion. • Give credit generously: Recognise contributions openly, ensuring those with less status are acknowledged for their ideas/work. Meso-practices: Teams and group practices • Share & rotate responsibilities around the group such as chairing meetings. • Ask everyone to introduce themselves at the beginning of a group meeting, sending out a clear message that everyone matters. • Use techniques such as a “round robin” to structure turn taking & ensuring everyone has protected space to speak before more open discussion. • Beware of the HIPPO (Highest Paid Person’s Opinion counts the most) • Rotate who speaks first, ensuring the most senior or dominant voices don’t stifle newer or quieter team members. • Provide silent “think time” after posing a question & before open discussion, to allow more of the team to engage with the question & formulate their response. Macro-practices: organisational approaches • Move the authority to where the knowledge is, devolving decision making to those closest to the sharp end of work/point of care. • Co-create new approaches, ways of working & solutions to problems, don’t just “consult”. • Hold open forums for discussion with people at all levels. • Redesign physical & virtual spaces: e.g., remove hierarchical seating arrangements in meetings (no “head of the table”), & ensure online meetings don’t visually prioritise certain participants by defaulting to speaker view. • Turn the org chart on its side or upside down: Visually reframing the pyramid hierarchy into something less “top-down” reinforces collective responsibility. Source: Jade Garratt “Reducing Power Gradients”, Psychological Safety Newsletter, February 2025
  • 8.
    Type of thinking Description Useit when: 1. Expert Rooted in deep knowledge in a particular field. Developed through years of experience, training & practice. We use it every day, often without even realizing it. • A situation requires a quick, automatic response based on a well-defined set of rules. • Prior experience and knowledge can offer a clear solution. 2. Critical Involves stopping to surface & question the underlying assumptions upon which our expert conclusions rest. Asking why & not simply accepting “truths” at face value. • Experts disagree on a solution. • Traditional approaches fail to solve a problem • Symptoms of a problem keep recurring. 3. Strategic Taking a long-term, high-level perspective. Looking beyond the immediate, transcending the limits of current ways of knowing /doing. “What could be?” or “What if?” • Making big decisions with long-term consequences. • Thinking about our team or organisation’s future. • Trying to anticipate how the wider environment & customer/partner needs might change. 4. Systems Ability to see the interconnectedness of things. Requires knowledge of interdependencies & ability to see all the elements of a system simultaneously & holistically. • We need to understand a complex situation with interconnected elements. • We want to identify patterns/relationships within a system. • We want to design for or take into account emergence. The 4 types of thinking leaders need to practice—and teach by Heidi Grant and Shawn McCann, Harvard Business Review, February 2025
  • 9.
  • 10.
    Valence low Valence high Activation high Activation low • Involve“advocates” inco- designing changes & communicating benefits. • Leverage their energy to build momentum & act as testers of new ways of working, change champions, role models & peer influencers. • Encourage those in“passive agreement” to shift to more active participation by inviting feedback & involving them in actions linked to the change. • Recognise their support AND challenge them to contribute ideas or mentor others to deepen their commitment. • Engage “dissenters” directly & constructively - listen to root causes, acknowledge concerns & address issues transparently. • Re-engage those who are “disengaged” through 1 to 1 conversations to understand sources of withdrawal; show empathy & reconnect to shared values or personal impact. • Make participation accessible with small, achievable steps; invest in rebuilding trust & sense of autonomy. • Channel their energy into constructive feedback & problem-solving. • Avoid marginalising those resisting - active dissent plays a key role in uncovering critical blind spots & enabling improvement. Strategies for engaging people in organisational change: the Change Response Circumplex Scale Source: core model by Oreg, Sverdlik & colleagues (2024) .
  • 11.
    To elevate thecontribution that everyone can make at work, we need “agency” more than“empowerment” Source of graphic: adapted by Helen Bevan from a core model by Dick Close/ Thomas Bateman Agency: the capacity, power and/or ability to act, choose and influence outcomes Agentic: acts with or demonstrates agency Empowered: acts with permission and support from others, relying on external direction for the scope and limits of choices Agency is the highest level of personal competence Thomas Bateman
  • 12.
    Engagement lives in connection& conversation Real engagement doesn’t reside in dashboards. It doesn’t live in engagement software or multi-year culture initiatives. It lives in conversations — the real, messy, unfiltered kind that happen between human beings. Kyle Jones “The Importance of Employee Engagement: Why Culture Lives in Conversations, Not Campaigns”, Medium, April 2025 Graphic by Springboard
  • 13.
    Why fake engagementis worse than none People can handle being left out of decisions. They don’t like it, but at least they know where they stand. Asking for their input under the illusion that it matters? That’s a special kind of insult. Bette A Ludwig “When Workplace Change Requires More Than Quick Fixes and Band-Aids”, Medium, March 27, 2025 Graphic by Springboard
  • 14.
    Eighty percent ofstaff at the front lines of care reported what they needed help with the most during the improvement process was communication and relationship skills, not the technical knowledge of improvement Marjorie Godfrey Clinical Microsystems Academy
  • 15.
    Circle of Control •Our own actions and behaviours • Decision-making processes • Our own skills and capabilities • Team schedules and priorities • How we communicate within the team • How we manage our time • Improvement initiatives within the team • Setting and managing the expectations of our teams Circle of Influence • Morale, motivation and wellbeing of our people • How we manage capacity • Experience and feedback from people who use our services • Development and skills of our people • Work environment and culture • Relationships with other leaders and other teams • Collaborative improvement initiatives Circle of Concern • Demand for services • Workforce shortages • Actions and decisions of other teams • Organisational policies and decisions • National funding allocations • System restructuring and redesign • Government policy • Global events and crises Source of image: Discovery in Action Source: the circles of control, influence and concern by Stephen Covey
  • 16.
    Source: Pregmark, J.E.and Beer, M., The Silent Killers of Strategic Change in a VUCA World. Academy of Management Perspectives. 1) 7) 3) 2) 5) 4) 6) Seven“silent killers”: leadership & organisational barriers that almost always block the development of an effective, high commitment, high performance organisation
  • 17.
    How and whenleaders express emotions really matters A key aspect of leadership in a team or organisation is a leader’s emotional leadership style. This involves expressing emotions towards their team members with the added burden that these expressions can have powerful impacts (intended and unintended) on recipients. Given this, it is important that leaders are thoughtful about their emotional leadership style and consider timing as a central dimension that shapes the effect of their emotional expressions….leaders can not only unlock performance potential, but also make team members feel a greater sense of worth and respect while performing at their best. Levitt, J., Coutifaris, C., & Green, P. (2025). When Leaders Express Positivity Early On, Employees Perform Better. Harvard Business Review. ‘
  • 18.
    . . Based on Donella Meadows,Leverage Points: Places to Intervene in a System John Kania et al, The Water of Systems Change Suggested by Ryan JA Murphy, Finding (a theory of) Leverage for Systemic Change: A systemic design research agenda. Leverage points: places to intervene in a system Based on a graphic by sam@drawing change.com
  • 19.
    Three strategies inorganisational development & change Data-based change Uses systematic data collection and expert analysis to diagnose issues and decide on the “right” solution that is then implemented in a planned, directive way High engagement change Leaders define the vision and create conditions to actively involve those affected in shaping how the change happens, to build ownership, alignment and coordinated implementation Generative change Purpose and boundaries defined by leaders; they host conversations that spark ideas, support /resource many tests of change, protect experiments from organisational resistance and amplify what works to help it spread Source: Bushe, G. R., & Lewis, S. (2023). Three change strategies in organization development: Data-based, high engagement and generative. Leadership & Organization Development Journal. • Many change efforts mix all these strategies • Data is critical but change is likely to fail if leaders rely only on data-based approaches • Generative strategies can produce the fastest and deepest transformation • Leaders need to be explicit about which change mindset they are using and why
  • 20.
    The “J-Curve”of change:things often get worse following change implementation before they improve What stakeholder often expect What might happen with effective change leadership What often happens
  • 22.
  • 23.
    Change management beliefsthat consistently sabotage genuine transformation 3. Once people understand the change, they will embrace it Source: Greg Satell (November 2025) Three stubborn change management beliefs that consistently sabotage genuine transformation Leading large scale change is less about convincing people to think differently; it’s more about creating the conditions that enable people to act differently. Rarely the case. Ideas spread most effectively through peer networks, not top-down campaigns. People adopt the ideas they see working around them. 2. Change initiatives should have a “big-bang” launch Undifferentiated messages create early resistance that can kill off promising initiatives. Better to protect, test & nurture new ideas with committed stakeholders to pave the way for wider adoption over time Change is more about collective dynamics than persuasion. People are much more likely to be influenced by what their peers think than by top-down messaging. 1. Large scale change is persuasion at scale
  • 24.
    Distinctive challenges ofleadership in large scale change High authority Low authority Low alignment High alignment (objectives; worldviews) Traditional organisational leadership Leadership in large-scale change For large scale change, we need to: • Mobilise the energy and leadership of many across many different contexts • Coordinate across many diverse boundaries and multiple types of diversity • View complexity and coordination costs as critical constraints Source: Nathaniel Foote, TruePoint Center, building on a framework by Herman B. Leonard, Harvard University
  • 25.
    Reframing thinking aboutleadership of large scale change Leading large scale change across a system: we aspire to create change with no waste of leadership energy Individual agenda Collective agenda Too often, we focus on the collective agenda, rather than the agenda of individual leaders; this brings high complexity and coordination costs and saps the energy of individual leaders We will waste much less leadership energy if we help each individual leader advance their own agenda more effectively; collaborative initiatives arise as a byproduct of shared learning Source: Nathaniel Foote, TruePoint Center
  • 26.
    Source: chapter five“Highlights from the literature on changing social systems” in “Leadership for large-scale change: distinctive challenges, emerging responses” Aspen Institute and the Higher Ambition Leadership Alliance (April 2025) Leadership for large-scale change: change within a system
  • 27.
    Source of graphic:adapted from Strategic Alignment Reconciles Purpose and Profitability, MIT Sloan Management Review Capacity to catalyse change (investing for long term value) Change achieved (immediate value) Balancing short and long term efforts for change Staying in the 45-degree zone: • Deliver today • Build for high capability tomorrow 45o OVERSTRETCHING • System “running hot” • Not sustainable UNDERPERFORMING • Disconnected from real work • Danger of stalling Source: “Setting the near-term action agenda: what and how much to include”, chapter three in “Leadership for large-scale change: distinctive challenges, emerging responses”, Aspen Institute and the Higher Ambition Leadership Alliance (2025)
  • 28.
    ….in order to….through ….with the outcome of Systems change is Source: “What is your definition of systems change?” from “Systems Change: A Field Building Convening” by Anna Birney, Darcy Riddell, and Laura Winn
  • 29.
    How usually wiseleaders create “collective stupidity”
  • 30.
    The anatomy andphysiology of change Anatomy of change Physiology of change Defined as The shape, structure, relationships and mechanisms of the system, that deliver its purpose The vitality and life-giving forces that enable the system and the people in it to work together in a cohesive way, develop, grow and improve Focus Structures, systems and processes to reliably deliver services Energy as a fuel for delivery and sustainable improvement What leaders do • Set aims for delivery and improvement • Improve systems • Redesign pathways • Reduce waste and variation • Measure and assess outcomes • Create higher purpose, deeper meaning and unity • Provide clarity & direction for keeping trust and morale high • Build relational connectedness • Resolve interpersonal conflicts and competing goals • Call people to action Source : Bernard Crump & Helen Bevan (with additional content from the work of Miguel Pantaleon)
  • 31.
    A. Formal leaders- make up around 12% of a given organisational population, impact 45-50% of the people B. The most influential informal leaders – make up around 3% of the population, impact 85-90% of the people We need both approaches Source: Innovisor
  • 32.
    Leaders who can supportboth “belonging”and “unbelonging” during times of radical change get better change outcomes Belonging: the fundamental need to feel accepted, connected and secure within a group or organisation, providing the emotional base for engagement. Un-belonging: the intentional process of detaching from old loyalties, identities or structures, enabling both people and systems to let go, adapt and move forward amidst ongoing transformation. Rowland, D., Brauckmann, N., Thorley N. (2022) How to get your team on board with a major change, Harvard Business Review. Rowland, D., Pivcevic, P., (2022) Leading change post pandemic: belonging, London School of Economics blog
  • 33.
    The four dimensionsof change confidence Source: Gisela Wendling (July 2025) Change Confidence: Reclaiming Inner Ground in Uncertain Times, The Grove Consultants.
  • 34.
    ‘‘ We should leadorganisational change through loss, not logic When you dismiss [people’s] concerns or treat them as irrational, you’re ignoring what research shows us about how people handle loss. The issue was never their attitude. They want evolution, not to be replaced. They need you to listen to their grief, not lecture them about what they’ll gain. They want to help build the bridge between past and future, not watch someone burn it all down. Next time someone resists your change initiative, don’t reach for more facts and figures. Ask yourself: What are they afraid of losing? How can you acknowledge that loss? And what benefits might they gain that they don’t see yet? Stop fighting their feelings of loss. Respect them instead. Gustavo Razzetti
  • 35.
    Purpose Players Knowledge Facilitation Field Design What is theshared intention driving this work? Who do we need to involve? What trends, forces and dynamics shape this context? What methods, tools and sequence of steps should we use? How to we enable everyone to contribute towards the shared intention? What do we need to learn and share? Source: The Recode Cube Model A powerful framework to guide the design, facilitation and evaluation of complex collaborative processes
  • 36.
    Creating the conditions forhigh accountability and high connection that lead to willingness to take (smart) risks Source: JP Pawliw, Last 8% Project, Institute for Health & High Performance
  • 37.
    ‘‘ Frontline (team) leadersare our most powerful asset in turning purpose into performance Addressing the challenge of operationalising corporate purpose throughout an organisation fundamentally hinges on effective dialogue at the team level. Resolving the tension that corporate purpose finds at team leadership levels requires leaders to foster consistent, meaningful dialogue about corporate goals at the team level and beyond. Leaders who actively involve team members in purpose discussions, consciously manage equitable relationships, and promote employee autonomy significantly enhance team commitment and alignment around corporate purpose and [results]. Rodolphe Durand and colleagues
  • 38.
    Genuinely visionary leadersknow that disruption and safety go hand in hand. The safer you make your organisation, the more you empower your people to think boldly, take risks, and explore new territory. The more stress you create, the more you drain cognitive capacity, limit creativity and shrink the space for insight, collaboration, and original thinking. Greg Satell
  • 39.
    Living with thetension between AGENCY (driving vision & action) & AMBIVALENCE (hesitating or attending to risk) as a leader of change VOICE Combative or strident communication, trying to overpower resistance & alienating potential allies. Inspires others with a clear vision while inviting questioning & dissent, ensuring the vision remains relevant & shared. Grows silent, losing momentum & allowing the vision to become unclear & unprotected. IDEAS Floods of new ideas & constant tweaks, destabilising teams & confusing priorities. Brings forward novel, well-developed ideas without derailing current progress, encouraging team unity & creativity. Premature abandonment of ideas due to risk concerns, self-doubt or past negative experiences, leading to missed opportunities. PASSION Tries to drive everyone's energy, which can feel coercive & stifle genuine engagement. Shares personal motivation but encourages others to develop their own connection to the cause, building collective commitment. Apathy from burnout & withdrawal, signalling to others that the cause may not be worth supporting. DISCONTENT Frustration or contempt toward others or the system, eroding trust & making collaboration difficult. Frames dissatisfaction as curiosity & a drive to improve, focusing on solutions rather than blame. Shifts to resignation or apathy, acceptance of the status quo & diminished efforts for improvement. CONVICTION Dogma; rigidly adhering to plans & shutting out differing perspectives. Holds strong to non-negotiable purposes while remaining open to how goals are achieved, welcoming dissent. Hopelessness from setbacks or political losses; emotional disengagement. Signs that a change leader is overfocussed on ambivalence Signs that a change leader is overfocussed on agency When the tension between agency & ambivalence is in healthy balance Dimension of change Source: Summarised from “The Emotional Strength You Need to Lead Through Change” by Ron Carucci Harvard Business Review, September 2025
  • 40.
  • 42.
    Graphic via StaceyHopkins (@mme_Hopkins on X)
  • 43.
    Source: adapted fromEmily Webber Good practices Creating new knowledge Learning for improvement Guidelines and strategies A domain of professional practice Professional goals A community and a practice are not the same thing, but they are brilliant together
  • 50.
    Bad meetings don’tjust waste our immediate time; they can create“meeting hangovers”that go on for hours Over one quarter of workplace meetings leave employees with lingering negative effects such as lowered engagement and productivity that can last hours. This is called a meeting hangover. To avoid the effects of a meeting hangover, those running meetings should: facilitate meetings to bring in everyone’s voices, keep meetings small, create action plans instead of agendas, use time wisely and respectfully, demand accountability, and proactively identify steps to address any concerns The Hidden Toll of Meeting Hangovers by Brent N. Reed & colleagues, Harvard Business Review, February 2025,
  • 51.
    Virtual meetings arehere to stay, but despite their advantages in efficiency and reach, they come with a hefty cost: fatigue. The good news is that, with the right strategies, this fatigue can become less of a problem. Our research suggests that a balanced approach that integrates thoughtful organizational policies with mindful individual practices can reduce the toll that endless screen time takes on workers Eoin Whelan, René Riedl, Markus Salo, Henri Pirkkalinen “Virtual Meetings and Your Brain: Four Ways to Refresh”, MIT Sloan Management Review, March 20, 2025 Graphic by Springboard