Check your progress

check your progress

Here are some signs that you and your core leadership structure are making progress:

  • You have sought and found opportunities for team members to grow and develop their abilities as leaders.
  • You have developed capacity in framing – i.e., positioning issues in ways that resonate with people’s emotions and values.
  • You have learned to think strategically and creatively in your approaches to change.
  • You have supported the development of others as leaders to sustain the social movement and core leadership team.
  • You have inspired others to get involved and commit to the change.
  • You have organized and brought together the needed resources. 
  • You have achieved goals fully or partially

SOURCES: Bibby et al., 2009; Blueprints for Change, undated; del Castillo et al., 2016; Ganz, 2018; Grinspun & Bajnok, 2018; Serna-Restrepo et al., 2018; Klaus & Saunders, 2016.

linkages

Accelerate Your Success: The Knowledge-to-Action Framework’s ‘Sustain Knowledge Use’ action cycle phase includes strategies for change teams, as core leadership structures, to support the sustainability of a practice change. Failure to sustain change can limit the positive impacts of the practice change to the person/patient and their families, providers, organizations and/or health system. Achieving sustainability requires planning by change teams. 

Determining your progress and impact 

Core leadership structures may want to determine their progress and impact as a team. While there are no formalized performance indicators in social movements, the following quantitative and qualitative measures may be helpful:

Quantitative measures Qualitative measures 
  • The number of staff who engaged in the change.
  • The number of staff who joined the core team, if applicable.
  • The number of communications released to staff.
  • The number of staff emails responded to by core team members.
  • The achievements of the change initiative.  
  • The impact of the change on the shared concern or strongly desired change.
  • The development of capacity in social movement thinking.
  • The effectiveness of using social movement thinking as a people-led approach to change. 

  SOURCE: Blueprints for Change, undated.