Dr Bridget Sealey

We have decades of research evidence about how change happens in organisations & systems. Yet mostly, we don't use this knowledge in practice. The biggest misconception is that once people understand change, they'll embrace it (almost never true). 4 principles that should inform our change efforts: 1) Transformational ideas typically come from outside the community & incur resistance: We build attachments to ideas, people & ways of working - when those attachments are threatened, we tend to act out in ways that don’t reflect our best selves 2) Transformations follow an “S curve” pattern: Innovations take hold slowly amongst a group of enthusiasts, then hit an inflection point at 10%-20% participation, then accelerate exponentially - it's why we should concentrate on building the 10-20% through enthusiasts rather than getting everyone on board with the change 3) There is a common, persistent “KAP-gap”: (the difference between what we say & what we do) - it's because we only change our views/practice when the people around us do & it's why we need to shape networks rather than opinions 4) Transformational ideas are propagated socially: It's not the mode of communication or even the individual influence of early adopters but the structure of the network that determines how fast and far an idea travels medium.com/@greg-satell/we-h…. By @digitaltonto.

When we're action planning for change, we need to think about relationships & connections, not just about changing processes & pathways. The "Collaboration Spectrum" is a useful tool for discussing where we are now in our relationship with key partners & where we want/need to be in the future to deliver our improvements. We can use it for thinking about other teams in our organisation or other partners in our system: thecenterforimplementation.c…. Thank you @TCI_ca