Considerations for getting started

Considerations for getting started

To be an effective change agent or member of a change team, you need to develop knowledge and skills about how to lead and participate in social movements. This section includes strategic actions to:

  1. develop leadership skills
  2. support and influence colleagues to become change agents
  3. build capacity to navigate resistance to change  

1. Develop leadership skills 

Being an effective leader in social movement thinking and actions starts with developing the know-how over time of what is required to act as a change agent. The sketch note below depicts 10 characteristics essential for effective leadership (NHS Horizons, NHS England, 2019.)  

develop your skills to be an effective leader

SOURCE: NHS Horizons, NHS England, 2019. Used with permission.

2. Support and influence colleagues to become change agents

Consider using the strategic actions and suggestions we share below to engage your coworkers in the social movement.  

Collaborate to co-design solutions that address the shared concern nad/or strongly desired change
  1. Focus on the needs of your coworkers. Start by asking them: "What do we need?  What changes can we make together to reach our goals?"
  2. Encourage colleagues to be vocal role models of the practice change. Invite them to describe what is or is not working and to focus on their needs. 
  3. For a possible change or a solution to the shared concern or strongly desired change, consider:
  • Does it respond to the need and address the shared concern or strongly desired change?
  • Is it compatible with the local context?
  • Is it simple? Is it likely to help achieve goals? 
  • Can it be trialed or piloted?
  • Can it be observed for evaluation purposes?
Recognize contributions to the change by colleagues
  • Interpret a willingness and commitment to take action as an expression of investment and advocacy and of being a change leader.  
  • Tell colleagues how they can get involved in collective action activities and welcome them when they join in.
  • Make sure colleagues understand the purpose of individual and collective action and how taking action helps achieve social movement goals.
  • Promote being a change agent to foster leadership, professional development and empowerment.   
  • Create different types of activities for individual and collective action that range in size from smaller to bigger. 
Update colleagues on social movement activities
  • Communicate regularly at all change phases, including the planning stage.
  • Develop key messages for your campaign to raise awareness.
  • Talk to colleagues regularly about the change and its benefits.
  • Provide regular updates at meetings or other gatherings and encourage group discussion to address questions or concerns.
Welcome new change agents
  • Seek out colleagues who support the shared concern or the desired change and want to contribute.
  • Help build a personal sense of ownership and commitment by giving people the tools they need to take action.
  • Establish entry points for joining a social movement as a change agent
  • Provide opportunities to highly motivated and engaged colleagues to become part of the change team. 
  • Encourage colleagues to share their positive experience with others to build momentum and get more people involved. 
Promote the collective identity of change agents
  • Use logos or slogans to support collective identity – make sure that these communication devices are easily understood.
  • Emphasize the collective identity of change agents who advocate for evidence uptake and sustainability and are trustworthy and knowledgeable. 
Build and expand support
  • Form alliances with other groups or networks to involve more change agents.
  • Welcome new members of the social movement, recognizing their commitment to the change and to the values of the shared concern or strongly-desired change. 

SOURCES: Bevan et al., 2011; Frei & Morriss, 2020; Herrera, 2016; Hilton & Anderson, 2018; International Council of Nurses, 2010; Klaus & Saunders, 2016; Rogers, 2003; Satell, 2020. 

3. Build capacity in navigating resistance to change

Resistance to change from people outside the change movement can impede progress, especially when resistance or concerns are not addressed. 

It's important to recognize that resistance to change is normal. Members of change teams  must develop skills to effectively navigate the resistance.

We suggest the following strategies to help work through resistance:

  • Find out whether people agree with the outcomes you are trying to achieve. If they don't, seek to understand their rationale by asking what does and doesn't work for them. 
    • For example, there may be other considerations you can explore to overcome any resistance. 
  • Address all risks and benefits associated with taking action versus not taking action
    • For example, what are the risks of maintaining the status quo?
  • Use clear language and be careful not to use data or other metrics in ways that could be misleading.   
  • Try to achieve agreement on the next steps for action. Address the shared agreements and action steps with the group. Discuss whether the actions planned remain appropriate.
  • Understand that resistance is often rooted in the fear of the unknown or of failure. In fact, it can be a natural instinct to protect oneself. Respect, curiosity and credibility are key when addressing resistance. 
  • Be curious: try to understand others’ concerns or ideas when discussing change and trying to agree on the next steps.
  • Be sincere: people will stop engaging if you seem disinterested or disengaged about their concerns. Strive to listen to all options before making any decisions as a group.
linkages

Accelerate Your Success: The Knowledge-to-Action Framework’s "Assess barriers/facilitators to knowledge use" action cycle phase includes a discussion of organizational factors that can act as barriers (challenges) or facilitators (enablers) for knowledge uptake and sustainability. Developing effective knowledge and skills to drive change and influence others is essential to achieving goals and gaining momentum.  Visit Examples of barriers and facilitators | RNAO.ca to find out more about leadership styles that facilitate change.

SOURCE: Jaben, 2016.