Helen Bevan(@HelenBevan) 's Twitter Profileg
Helen Bevan

@HelenBevan

Leads/facilitates large-scale change. Professor of Practice in Health & Care Improvement @WarwickBSchool. Advisor @HorizonsNHS. Senior Fellow @TheIHI. Views own

ID:190960735

linkhttps://horizonsnhs.com/ calendar_today15-09-2010 08:05:27

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The spread & scale of innovation & good practices for improvement is a significant, long standing challenge. There is no 'one method or model fits all'. The NHS Horizons team, led by Diane Ketley suggests seven distinct approaches to spread & scale (which can be combined),…

The spread & scale of innovation & good practices for improvement is a significant, long standing challenge. There is no 'one method or model fits all'. The @HorizonsNHS team, led by @DianeKetley suggests seven distinct approaches to spread & scale (which can be combined),…
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How to banish 'initiative fatigue' & lead change. XPLANE offers three tactics to shake things up, build momentum & create foundations for the kind of change that moves things forward:
1) Show don't tell: move everything from meeting minutes to everyday communications to visuals…

How to banish 'initiative fatigue' & lead change. @xplane offers three tactics to shake things up, build momentum & create foundations for the kind of change that moves things forward: 1) Show don't tell: move everything from meeting minutes to everyday communications to visuals…
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In praise of 'worker bees' in organisations & in nature. They keep the system going. Hierarchical structures often fail to recognise the impact of small-scale contributors. We need to acknowledge that “smaller” players are critical to the health & resilience of larger…

In praise of 'worker bees' in organisations & in nature. They keep the system going. Hierarchical structures often fail to recognise the impact of small-scale contributors. We need to acknowledge that “smaller” players are critical to the health & resilience of larger…
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We aspire to large scale change for better outcomes in health & care. There are some great examples to learn from, such as the Buurtzorg neighbourhood care model (Netherlands). In this beautifully researched & written piece, Matthew Kalman Mezey describes pioneering teams that have…

We aspire to large scale change for better outcomes in health & care. There are some great examples to learn from, such as the Buurtzorg neighbourhood care model (Netherlands). In this beautifully researched & written piece, @MatthewMezey describes pioneering teams that have…
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On setting healthy boundaries. More people I know have resolved to set better boundaries at work this year than any other type of resolution. So I wanted to share this article which was posted today. It's a good one to discuss in a team. Nick Wignall sets out five 'rules' for…

On setting healthy boundaries. More people I know have resolved to set better boundaries at work this year than any other type of resolution. So I wanted to share this article which was posted today. It's a good one to discuss in a team. @ndwignall sets out five 'rules' for…
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Leading with paradox. Often as leaders we find other people want us to be the expert problem solvers, the “go-to” people who can show the right path forward. Yet many of the scenarios we face require tough, complex decisions, often where there's no one right answer; where we need…

Leading with paradox. Often as leaders we find other people want us to be the expert problem solvers, the “go-to” people who can show the right path forward. Yet many of the scenarios we face require tough, complex decisions, often where there's no one right answer; where we need…
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How to lead across a siloed organisation. Researchers studied senior leaders who are exceptional at cross-functional collaborative working. This is what sets these leaders apart. They:
1) put organisational/system goals above functional, team or personal goals
2) believe their…

How to lead across a siloed organisation. Researchers studied senior leaders who are exceptional at cross-functional collaborative working. This is what sets these leaders apart. They: 1) put organisational/system goals above functional, team or personal goals 2) believe their…
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Conversations about trust at work often focus on the relationship between leaders & their teams. As (or more) important is trust between team members. Research with 1,000 workers identified five trust-based behaviours that set the highest performing teams apart. These teams:
1)…

Conversations about trust at work often focus on the relationship between leaders & their teams. As (or more) important is trust between team members. Research with 1,000 workers identified five trust-based behaviours that set the highest performing teams apart. These teams: 1)…
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One of the most effective ways we can learn something new is to teach it to others. It’s called the 'tutor effect': we gain and retain knowledge when we explain it to other people. Helping others with something we haven’t nailed yet ourselves can move us closer to expertise. HT…

One of the most effective ways we can learn something new is to teach it to others. It’s called the 'tutor effect': we gain and retain knowledge when we explain it to other people. Helping others with something we haven’t nailed yet ourselves can move us closer to expertise. HT…
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There was a good response to my original post about the 'culture design canvas' tool & a few queries about how to use it. So I'm following up with '12 ways to apply the culture design canvas'. These include 'driving alignment', 'addressing cultural tensions' & 'onboarding new…

There was a good response to my original post about the 'culture design canvas' tool & a few queries about how to use it. So I'm following up with '12 ways to apply the culture design canvas'. These include 'driving alignment', 'addressing cultural tensions' & 'onboarding new…
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Organisations, across multiple sectors, are plagued by 'addition sickness': the growth of unnecessary rules, procedures, & roles that stifle initiative, productivity & improvement. Leaders should act as 'editors in chief' of their organisations; relentlessly eliminating or…

Organisations, across multiple sectors, are plagued by 'addition sickness': the growth of unnecessary rules, procedures, & roles that stifle initiative, productivity & improvement. Leaders should act as 'editors in chief' of their organisations; relentlessly eliminating or…
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I've just pre-ordered the latest eBook by @jeppehansgaard, to be published on January 9. It's titled 'Connectivity is Broken! So What?' It provides new evidence on how connectivity gets broken in organisations & systems & shows a way forward towards better performance &…

I've just pre-ordered the latest eBook by @jeppehansgaard, to be published on January 9. It's titled 'Connectivity is Broken! So What?' It provides new evidence on how connectivity gets broken in organisations & systems & shows a way forward towards better performance &…
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So many of the challenges we deal with are 'wicked problems' which can't be resolved by a best/right answer or single solution framework. So I appreciate this practical strategic foresight approach to help address emergent factors. There are 5 components:
1) Engage knowledgeable…

So many of the challenges we deal with are 'wicked problems' which can't be resolved by a best/right answer or single solution framework. So I appreciate this practical strategic foresight approach to help address emergent factors. There are 5 components: 1) Engage knowledgeable…
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Helen Bevan(@HelenBevan) 's Twitter Profile Photo

Many of the teams I work with are thinking about how their values & cultures can drive the ways they want to work together in future. One of the best used tools to help with this is the 'culture design canvas' from Gustavo Razzetti. You can download it for free along with Miro &…

Many of the teams I work with are thinking about how their values & cultures can drive the ways they want to work together in future. One of the best used tools to help with this is the 'culture design canvas' from @GusRazzetti. You can download it for free along with Miro &…
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We should regard our role as leaders as our own continuous research project. People who are great leaders are often tireless investigators of the social dynamics around them. They use the insights they gain to guide, communicate & make good decisions. Leader-researchers focus on…

We should regard our role as leaders as our own continuous research project. People who are great leaders are often tireless investigators of the social dynamics around them. They use the insights they gain to guide, communicate & make good decisions. Leader-researchers focus on…
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Research shows that when facing tough problems, leaders & teams tend to dive straight into 'solving' mode; often not examining or defining problems before trying to solve them. Julia Binder & Michael D. Watkins suggest we undertake 'problem-framing' before 'problem-solving'.…

Research shows that when facing tough problems, leaders & teams tend to dive straight into 'solving' mode; often not examining or defining problems before trying to solve them. Julia Binder & @MichaelDWatkins suggest we undertake 'problem-framing' before 'problem-solving'.…
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I wanted the first piece that I posted in 2024 to be hopeful, practical & profound. So I chose Adam Kahane 's recent article on radical collaboration. Radical collaboration is about working together with diverse others from across the system in a way that fundamentally…

I wanted the first piece that I posted in 2024 to be hopeful, practical & profound. So I chose @adamkahane 's recent article on radical collaboration. Radical collaboration is about working together with diverse others from across the system in a way that fundamentally…
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Helen Bevan(@HelenBevan) 's Twitter Profile Photo

One of the hardest things about being a system leader, (beyond being a team/divisional/organisational leader) is shifting from centering on our organisations, towards putting shared purpose at the centre of every action & decision. Seeing organisations as one part of a larger,…

One of the hardest things about being a system leader, (beyond being a team/divisional/organisational leader) is shifting from centering on our organisations, towards putting shared purpose at the centre of every action & decision. Seeing organisations as one part of a larger,…
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