SWK 346 EXAM 1

enviornmental scanning

Organizational members, particularly leaders, must anticipate, recognize, identify, and understand changes occurring in the external environment, as well as how those changes are affecting their organizations.

Organizational systems

Organizational systems refer to "the mechanisms, strategies, approaches, etc. the organization uses to get members to behave in the ways it desires."

2 Views of Organizations (RATIONAL)

Organizations are rational, objective, and neutral entities. Organizational goals are clear, power is centralized, decisions are logical, values are shared across the organization, and there is little conflict in the organization.

Key Decisionmakers

People who make the final decisions/calls ● What is the organizational or decisionmaking structure (who reports to whom)? ● Where do decisions start? ● Who makes the ultimate decision? ● Does this decision require approval of a higher body or external body? (District manager, Agency Director, Board of Directors, Funders, Sponsoring Body such as church council, etc.)

organizational culture

"the way of thinking and doing things shared by most organizational members that is passed on to each new generation of employees." Organizational culture is very important in influencing how members view and approach change. Therefore, prior to introducing organizational change, change agents must first understand the organizational culture

B) Is Holistic

***Holistic view—changing one part of the organization, requires attending to other parts. Points to Remember— · Organizations, like other open systems, are connected to the environment, and when shifts occur in the environment, the organization must change to survive. · It is a mistake to act as if various departments are autonomous when making changes. Change agents should consider how other areas will be affected by the change. · A solution in one department often creates a problem in anther department. Thus, the affect of the change should be assessed holistically.

A) Is Built on Organizational Values and Culture

***Successful change occurs when the mission, values, and norms of the organization serve as the foundation for change and the point from which all new activities evolve.

Coalition for change

**Individuals cannot bring change by themselves Successful change leaders deliberately and strategically build coalitions for change, rather than hoping that the momentum will build.

C) Involves multiple levels of the organization

**Organizational change should not be only a top-down process.** When it comes to sustaining meaningful change, senior executives have considerably less power than most people think, but they can model the type of change they hope will spread, and demonstrate the change is possible and that they are committed to it, including changing their own behavior.

Organizational Culture vs. Fields

**Organizational culture is a sub-part of the field that includes the organization's culture. Culture is more historical in nature, and is assumed to be harder to change than fields. **For the purposes of organizational change, field theory suggests that change in the culture and other aspects of the organization can be facilitated by using messages that create intentional fields that replace the old field that supported the thing you are trying to change. Messages should be strong, consistent, and pervasive (always present), so they generate a new intentional field (energy, vibe) that affects everyone in the organization simultaneously in a way that positively influences the change.**

ASSESSING organizational culture

**The only way to learn what is in the culture is to look at what the members are doing? (Have members picked up the message, recognized what is truly valuable, and changed their behavior accordingly?)

RESOURCES to obtain change/goal

**Time, energy, effort, and people are often overlooked resources. Examples: Money, Training, Supplies, Space, etc.

What does organizational culture ENCOMPASS?

- Assumptions (assumptions and beliefs about clients, mission, products, activities, and other basic issues which get translated into norms of behavior) - Mission (formal and informal) - Values - Expectations about what is legitimate - Desirable ways of thinking and acting - Normal behaviors (norms) and interaction patterns among members **These unconscious, deeply embedded assumptions, beliefs, patterns, expectations, and behavioral norms influence how the organization functions, how decisions are made, how organizational members respond to clients, and how they interact with each other.** The existing organizational culture has worked well enough in the past to be considered valid and will be taught to new members as the concrete way to perceive, think, and feel in relation to problems.** **Organizational culture is usually invisible to organizational members themselves, yet it still gets translated into norms, behaviors, and expectations about what is legitimate

Environmental scanning terms of change: SOCIAL-CULTURAL CHANGES

- Changes in client demographics—age (elderly), race/ethnicity. -Innovations in service delivery—self-managed teams, outcome- based evaluation. -Private-public partnerships.

Implications of Chaos theory

- Even the most insignificant change can eventually result in large changes to the system (i.e., "the butterfly effect"). - Systems can shift between chaotic and non-chaotic states. - Chaos theory helps keep disorder in perspective and see that chaos, unpredictability, and unplanned outcomes may not be as bad as it seems

Force Field Analysis

A technique for determining which forces drive a proposed change and which forces restrain it. ***The change plan should capitalize on drivers to promote change and lessen resisters to increase the chances of success.

Environmental scanning terms of change: ECONOMIC FORCES

-Changes in economic inequality and increasing disparities among social classes. -Increased economic stress leading to increased demand for services. -Funding cuts and changes in funding streams. -Increased competition for funding.

Environmental scanning terms of change: REGULATORY, POLITICAL AND LEGAL CHANGES

-Changes in the political climate—liberal vs. conservative. (Some agencies during the previous administration.) -Shifts in government's role as a provider of social services. -Downsizing of the public sector. -Pressure to provide better services for a lower cost. -Public, legislative, and legal demand for change.

Environmental scanning terms of change: TECH. INNOVATIONS

-Innovations in electronic record keeping. -Internet/cell phone services. -Tele-behavioral health acceptance. -Increased costs and complexity of technology and need for training.

4 Types of Organizational Culture (Gods of Management Theory)

1) Club Culture (Zeus) - The club culture makes decisions quickly, is short on documentation, and values personal relationships rather than formal liaisons. 2) Role Culture (Apollo) - Assumes the individual is rational and that everything can be ordered in logical fashion. Stability, predictability, and control are key characteristics. - Most public human service organizations, insurance companies, regulated industries, other government entities, and organizations with a long history of success may be this type. 3) Task Culture (Athena) - Is concerned with the continual solving of problems, judging performance in terms of results. - Works well when the product of the organization is problem-solving—consultation, development, and advertising 4) Existential Culture (Dionysus) - The organization exists to help individuals achieve their purposes. - Is the dominant culture is universities, professional associations, and partnerships. ***Most organizations have some mix of these cultures.***

3 Primary roles of "Heroic Leaders"

1) Envisioning—creating a picture of the future with which people can identify and that generates excitement. 2) Energizing—motivating people to consistently work to achieve the vision. 3) Enabling—psychologically helping people to perform their work in the face of challenging goals, providing personal support, empathizing, and expressing confidence.

Competing Values Framework and Four Types of Culture

1) Hierarchy culture - Similar to the role culture, is very formal and structured where procedures govern what employees do. 2) Clan culture— Functions as an extended family where leaders are mentors and even parental figures. 3) Adhocracy culture— Offers a dynamic, entrepreneurial work environment. Leaders are risk takers committed to experimentation and innovation, and members are also encouraged to take risks and demonstrate individual initiative to achieve long-term growth and acquire new resources. 4) Market Culture -Results oriented, long-term focus on competitive action and achieving measurable goals and targets.

Magnitude of Change-- Two Types of change

1) Incremental change - Smaller changes that occur during periods of equilibrium, in which effective organizations identify ways of improving how they function. 2) Discontinuous change - Larger organizational changes that occur during periods of disequilibrium, in which demands from a radically changing environment require fundamental organizational changes.

10 Factors Critical to Successful Organizational Change

1) Mission is Key - A well-designed mission helps chart the course by providing a focus when on competing priorities exist. 2) Outcome Matters - Public organizations are increasingly using outcome measures to motivate employees, hold government agencies accountable, and assist governmental agencies in achieving public support. 3) Change is Built on Organizational Values 4) Change must be holistic 5) Top Management Support is Redefined - Top managers are removed from direct services and are often unaware of daily operations, and have limited ability to affect the work of the organization. They are often not knowledgeable about what outcomes are best for a given department. 6) Empowerment is More than a Concept - Power relationships must be altered so that front-line staff are empowered to make decisions in areas where they care deeply. 7) Attention is Focused on the Customer 9) Collaborate with other Agencies whenever Possible 10) Leadership is Essential - Successful change efforts stem from leadership rather than management.

Types of Organizational Change

1) Reactive Change - Change in which an organization is forced to respond quickly to changes in the environment. 2) Anticipatory Change - Change that is initiated without a clear and present environmental demand; the organization acts in anticipation of the changes that might occur later. ***The complexity and intensity of the change effort will affect how employees respond to change and how leaders manage change. Each type of change requires a different type of change management.** 3) Low Complexity and Intensity Change - can be managed through the normal management processes with the existing systems and processes of accountability. 4) More Complex Change - requires management through delegation and special structures and roles to facilitate the change. 5) Developmental change - Similar to incremental change, involves improving a skill, a method, or a process than doesn't currently meet agency standards. Often logical adjustments to the existing operation, and involve improving quality or increasing quantity 6) Transitional change - A decision has been made to alter what currently exists and implement something new. 7) Transformational change - Similar to discontinuous change, most drastic. Involves implementation of an evolutionary state that requires major shifts in vision, strategy, and often structure.

Code of Ethics: Sec. 6.04****

1. (Engage in social and political action) - ensures that all people have equal access to resources, employment, services, and opportunities they require to meet their basic human needs and develop fully. 2. (Be aware of the impact of the political arena on practice and advocate for changes in policy) -legislation to improve social conditions in order to meet human needs and promote social justice. 3. (Act to expand choice and opportunity for all people), -with special regard for vulnerable, disadvantaged, oppressed, and exploited people and groups. 4. Promote conditions that encourage respect for cultural and social diversity within the United States and globally. 5. (Promote policies and practices that demonstrate respect for difference) -support the expansion of cultural knowledge and resources. 6. (Advocate for programs and institutions) - that demonstrate cultural competence, and promote policies that safeguard the rights of and confirm equity and social justice for all people.

Ways Human Service Organizations Must Alter their Service Delivery

1. (Increase quality and client value) Refers to increases in performance, cost-effectiveness, and reliability of services, and increased emphasis on "client satisfaction" in which services are reorganized in terms of client needs, satisfaction, and input. 2. (Decrease the costs of internal coordination) (operation) Agencies must decrease costs of providing services and managing themselves. Greater efficiency and communication across departments and agencies is being required. 3. (Introduce innovation) Agencies must be more effective at introducing and adopting innovative methods, new technologies, and service delivery systems. 4. (Reduce response time) Agencies that can anticipate and respond more quickly will have an advantage 5. (Motivate member contributions) Agencies must be able to tap the talents and skills of employees, find ways to motivate employees, and improve labor-management relations. 6. (Manage change at a faster rate) Agencies must develop the capacity to manage change more quickly and effectively. 7. (Demonstrate worth) To reduce the threat of privatization, public organizations must develop the capacity to demonstrate their worth to the public by identifying services that are not easily replicable by others and demonstrate that they are the most cost-efficient service providers.

2 steps to remember when developing a plan for change

1. Determining the major tasks and activities needed during the transition, 2. Develop a structure and mechanisms necessary to accomplish those tasks. The change team must determine what needs to be change, where the change should occur, and who will manage the change.

Ways to Increase Urgency Level

1. Do not cover up crises; create a crisis by sharing information about budget overruns, poor performance data, conflict that is festering. 2. Set high performance standards - (with others) so that they can't be reached by conducting business as usual—stretch goals. Ex, rather than measuring how many clients obtain work, could measure how many employees attained employment at an average salary that is twice the minimum wage. 3. Distribute more information - especially client satisfaction data and organizational finances. Although many organizations are collecting clients satisfaction data, they are not disseminating it universally throughout the organization, which reduces the impact that dissatisfaction creates. The information needs to be distributed and discussed to create dissatisfaction. 4. Talk with dissatisfied stakeholders - all employees should talk regularly to dissatisfied customers, stakeholders, staff from other departments, and political leaders. Ex. have leaders answer phones for a day, directors work as receptionists for a day, financial officers could serve the intake function, could accompany workers on child protective cases. 5. Consultants - Use consultants to foster more honest discussion at meetings. Open meetings to discuss ways to improve productivity. 6. Include more honest information - about organizational challenges and problems into newsletters, speeches, and other formal communication channels and create opportunities to discuss the meaning of this information. 7. Opinion Surveys--Collect employee opinions and use that information to create urgency; opinion surveys must be widely distributed, and action taken on the outcome of the survey results. If no action is taken, members become disillusioned. 8. Share information about future opportunities and the rewards of capitalizing those opportunities. - Can use the Internet to research innovations to help members become excited about the possibilities for change, thereby creating dissatisfaction. 9. Educate managers about the dangers of remaining complacent **It is erroneous to assume that only organizational leaders can generate change.**

Methods for Handling Resistance

1. Education and communication —educate members beforehand so they see the need and logic of change; create dissatisfaction with the status quo to foster urgency. 2. Participation and involvement —participation can minimize resistance, if members are involved in planning and implementation. 3. Facilitation and support—fear and anxiety about change requires that members receive support, particularly when the first two steps don't work. Deal with members' emotional needs through listening and support. 4. Negotiation and agreement —sometimes need to offer incentives to resisters, especially when groups or individuals have something to lose. 5. Co-optation —may co-op individuals or groups by giving one or more resisters a desirable role in the design or implementation of change. Differs from participation in that you don't want their advice, but their endorsement. 6. Rely on the "resistance pyramid" --satisfaction at each level reduces resistance at the next level. Members dealing with change first need information and knowledge; at the next level,

Ways to Strengthening One's Political Base

1. Identifying the Relevant Political Stakeholders—first need to identify what individuals or groups are critical to the success of the project. Ex. Professional groups, unions, top-level managers, targets of change, legislators, clients, community groups. 2. Determine the Interests and Power of the Stakeholder Groups—identification of the goals, concerns, and needs of the various stakeholders. Identify stakeholders' sources of power (personal characteristics and traits, structural sources—position or role, connections to other power people or groups, participation in professional organizations or unions, etc.). 3. Determine the Interests and Power of the Coalition Team—repeat step 2 for the coalition team. Identify the resources the collation commands relative to the stakeholders' desires, thus, laying the groundwork for negotiation. 4. Identify the Political Strategies—team should be clear about what is needed from each stakeholder and what it must offer to obtain this support. The concept of reciprocity is central to this approach, the widely held belief that individuals are obligated to future repayment of favors, gifts, invitations, etc. 5. Select the Appropriate Strategy—the final step is to select the appropriate strategy-- based on the attractiveness of the team's resources, stakeholders' desire for what the team has to offer, team's needs for what the stakeholder has to offer, prior relationship with the group, norms of the organization, and team's willingness to take a risk.

Gabel and Oster stages: Process when managed care is introduced.

1. Initially, practitioners are in a stage of denial, thinking that managed care won't intrude on their work. 2. Resistance and anger—recognize it will affect their practice; are often irritable and uncooperative with managed care personnel, angry. In some ways the set up a self-fulfilling prophecy—they are so uncooperative with managed care personnel that they systems they are fighting actually don't work. 3. Feelings of hopelessness—when practitioners believe their independence, income, professional identity are jeopardized. Feel demoralized; professional satisfaction and pride decreases; feel their skills and talents are devalued, criticized, and accused. 4. Attempts at escape—fantasize or make actual attempts to escape the situation. Alternative careers are envisioned, new skills learned, seek employment in setting where managed care is not utilized (prisons, schools, residential). 5. Identification—occurs when realize that managed care approach will remain, and they must adjust to they can work with the system. May alter their approach to treatment or accommodate managed care; 6. Acceptance and adaptation—accept the realities of managed care, recognizes its benefits and weaknesses. More balanced view can appreciate cost containment and case management, but see flaws such as limitations on services.

Strategies to "assess the present"

1. Using the coalition team to prepare an assessment of the organization as it relates to change. Coalitions composed of members who represent various constituent groups can more easily understand daily functioning. 2. Using the coalition team to conduct focus groups with organization members to obtain a broader picture of the organization or to distribute a questionnaire. This strategy involves organizational members in the change effort and facilitates communication about the change. 3. Using outside consultants with the goal of obtaining an objective, balanced perspective of agency and its readiness for change. This strategy robs the team of the opportunity to develop its own insights and perspectives.

4 Common forms of Resistance

1. Parochial self-interest—members think they will lose something of value due to change, and put their own interests before the organization's interests. Often results in political behavior, and either overt or subtle fighting. 2. Misunderstanding and the lack of trust—members don't understand the rationale for change and think the change will lose more than it will gain for the organization. Contentious relationships between management and employees can increase this distrust. 3. Low tolerance for change—members fear they will be unable to adapt to the new organization, or will not have knowledge or skills to adapt. 4. Different assessments of the situation—employees may assess the situation differently than change agents. They may see more costs than benefits for themselves and the organization, and do not see incentives and rewards to change.

2 Primary Reasons to Collaborate

1. To resolve conflict—to change an adversarial relationship to shared solutions that allow all stakeholders to have their interests represented. 2. To advance shared visions—the coordination of diverse stakeholders who hold some, but not all of the necessary resources. The first step involves calling attention to the ways the stakeholders are intertwined and why they need each other to solve the problem—it parallels the step of creating a sense of urgency. Help the stakeholders see their connectedness. Differences must be dealt with constructively.

Circumstances when political behavior is likely to be intensified.

1. Upward appeals —seeking assistance from upper management or using their approval as leverage for obtaining others' buy-in. Influence can be enhanced by developing linkages with high-level officials or groups. Ex. serving on committees. 2. Exchange tactics —promise that a tangible benefit will be received if cooperation is obtained, or remind of prior favors to be reciprocated. Ex., resources can be freed up for other operations. 3. Coalition tactics —seek others' assistance to pressure key stakeholders to comply with the change, or use others' support as the evidence of the value of change. 4. Ingratiating tactics —get target in a good mood or thinking favorably of the initiator before asking for compliance. It's easier to say yes to those we know and like. 5. Rational persuasion —use of logical arguments and factual evidence to convince key stakeholders. 6. Inspirational appeals —use of an emotional request that arouses enthusiasm by appealing to the values and ideals of stakeholders. 7. Consultation tactics—seek stakeholders' participation and feedback before implementing the change.

**The Challenge of Replication**

Agencies often turn to other successful projects and programs to facilitate the change process. They frequently skip the earlier change steps and move directly into implementation. **Replication is not an automatic process. It always requires modification and must be adjusted to the needs of the organization; and the organization must adapt core features of the innovation.

Systems and change

Change agents must disregard the formal organization captured on the organizational chart and work with the real organization—which is a network of interdependent relationships. They must reach past traditional boundaries and establish relationships with people anywhere in the system.

The nature of change

Chaos theorists believe order is natural and will eventually emerge, and that organizations can self-organize and self-renew Chaos theorist argue that systems confronted with high levels of stress and turbulence (chaos), spontaneously alter their present structure—in either of two ways: death or self-organization According to chaos theory, chaos serves a purpose. Innovation and creativity can arrive from chaos.

Complacency within Organizations: Resisting change

Complacency in many organizations is related to: 1. Lack of a visible crisis in the organization—no apparent financial struggles, layoffs, lawsuits, negative publicity. 2. There are too many visible resources in the organization, ex. ample funds for travel, conferences, training and evidence of continual funding; union-protected jobs. These send the message that the agency is doing fine. 3. The agency is measured by standards that are low; benchmarks set are too low. Managers have set easily attainable standards, by which the organization is 'successful.' 4. Agencies may be focusing on narrow functional or departmental goals rather than broad strategic goals. Members may not understand other departments' goals or see the connections between departments. 5. A lack of feedback from external stakeholders, inflated feedback from internal sources, or both may mean that directors and managers go months without ever having any contact with clients and for staff to not have contact with the board. 6. Many organizations, especially bureaucracies, have developed a kill-the-messenger, low-candor, low-confrontation culture, in which the truth is not valued if it is negative, and truth speakers are seen as troublemakers. Research shows a high correlation between middle managers' upward mobility and holding back problem information from the boss. Good news travels up the hierarchy quicker than bad news and as the news reaches the upper levels of the organization, it takes on a more positive tone. 7.Many leaders naturally downplay problems and emphasize what is working in the organization. Although stress reduction is appropriate in working with clients, it is counterproductive if it becomes internalized as an operating norm.

STEP 1: How to make a change (Creating a sense of urgency)

Creating a sense of urgency - A sense of urgency requires that large numbers of organization members recognize that the status quo is no longer acceptable.

STEP 8: How to make a change (Evaluating and Celebrating the Change)

Evaluating and Celebrating the Change

Organizational Culture Assessment

For effective change, it is important to uncover the underlying values and assumption that influence behavior. It is important to build on these values while introducing change. **These assumptions are usually invisible to organizational members themselves. One cannot touch or taste organizational culture, but it can be observed in the behavior of members. Ex: questionnaires, "7 words to describe your organization"

resisters

Forcers operating AGAINST change

Two Types of Data (HARD DATA)

Hard data is easy to measure and quantify and easy to assign dollar values to. The public and policymakers view it as objective and reliable. Examples ● Increases in service—forms processed, client seen, tasks completed, backlog reduced, number of workshops offered, etc. ● Time—less overtime, processing time, and time to intake; increased training and meeting time. ● Costs—reduced budget, overhead and operating costs, cost per client, disability pay. ● Quality—more clients employed, reduced crime rate, less abuse, fewer teen pregnancies, better customer service, fewer work-related accidents etc.

Instrumental Leaders

However, heroic leader is not sufficient to bring about change. Instrumental leaders are generally labeled as 'management.' They are needed to manage the change by establishing structure, monitoring systems, and dispensing rewards and punishments to reinforce the desired change—when enthusiasm wanes. Instrumental leaders create the systems that will support new behaviors and ensure that people act consistently with the new goals.

The Political Nature of Social Change

Human service organizations exist in political environments and must vie for attention and resources from local, state, and federal legislative bodies. Human service organizations are political arenas in which groups compete for resources, control, and power. To be effective, social workers must develop political skills, and must know how to influence internal and external stakeholder groups. Human service directors must be increasingly political because they need to deal with both internal and external stakeholders composed of interest groups with different goals, agendas, and values.

Evaluating Change

Human service personnel often neglect the measurement of outcomes to demonstrate effectiveness: a) They are often not taught in education or in practice that outcomes matter; b) Professional and agency cultures do not support the need for evidence.

STEP 7: How to make a change (Acting quickly and revising frequently)

If too much time passes, momentum may be lost. Long planning periods are less successful than shorter ones. Teams should begin implementation quickly and make frequent adjustments based on the feedback from their implementation efforts.

The Butterfly Effect

Instead, an initial small change triggers another small change, which triggers another small change, and so on, resulting in a major change in the final form of the system. The totality of these small changes eventually shifts the system from the influence on one pattern to the influence of another pattern.

D) Requires leadership rather than management

Leaders do not need to be the top managers!!! - Successful change efforts stem from leadership rather than management. - Management has been defined as a set of processes than can keep a complicated system running smoothly. - Leadership is a set of processes that define what the future should look like, align people with that vision, and inspire them to make it happen despite obstacles.

Paradigms

Members of organizations develop patterns of seeing the world (theories, models, belief systems, or worldviews), known as paradigms--hidden assumptions that influence the way we see the world, help us make sense of the world, and filter information. THE WAY YOU SEE THE WORLD

Dealing with Conflict

Must deal with the conflict so the organization emerges stronger. Conflict is inevitable in organizations, but there's a difference between constructive and destructive conflict. CONSTRUCTIVE conflict—differences are expressed, and relationships are maintained. DESTRUCTIVE conflict—relationships are damaged. If self-esteem is lost, conflict is destructive. Should frame conflict in an organizational light, to move it away from the personal and to highlight the value of conflict as a normal part of the change process.

Environmental scanning terms of change: EMERGING KNOWLEDGE

New knowledge and understandings about problems, i.e. centrality of trauma. New therapies and interventions.

2 Views of Organizations (POLITICAL)

Organizational decisions are made through compromise, accommodation, and bargaining. Different units have different goals, objectives, and preferences—resulting in conflict throughout the organization. Some groups seek to advance their interests over others and at others' expense. Human service organizations tend to fit into the political model because they usually don't have clear, unequivocal, and widely held purposes, setting the stage for political conflict. ***Most organizations are a mixture of these two types

"developing a plan for change" process and considerations

Planning and Uncertainty - Extensive planning is required when products are large, including detailed scheduling with accountability. What needs to be Changed? - The plan can be organized by time or outcome by identifying: a. major strategies for accomplishing the outcome; b. major tasks to be accomplished; c. persons responsible for the major tasks and when they are due. Where will Change Occur? - The change team must use its judgement to decide where to begin or focus the change: ex: senior staff, change-ready department, individual staff members Who will Manage the Change? - Although the team is responsible for establishing the vision and setting the direction for change, the team may not be involved in managing the change. The change managers should have the authority and access to resources, the respect from stakeholders, and the skill to manage change. ex: another team, coalition team, project manager

Private troubles cont.

Private troubles stem from one or more of the following: a) the self (biology, genetics, physiology, psychology, personality, character, and individual behavior) and b) relationships with individuals and groups the person interacts with on an intimate basis (has relationships with) including family and peers (friends, neighborhoods, classmates, co-workers, etc.). Private troubles can be solved using direct, face-to-face micro interventions such as counseling, mediation, skills training, knowledge acquisition, etc.

STEP 5: How to make a change (developing a plan for change)

Process for managing change is similar regardless of whether it is incremental or discontinuous, or developmental or transformative.

Public Issues cont.

Public issues stem from: a) organizations; b) social institutions, c) social norms and traditions, d) culture, e) social forces (values and beliefs prevalent in the larger society that influence behavior and the nature of activities), f) economic forces (resources available and how they are distributed and spent), h) political forces (governmental structure, laws/policies, judicial decisions, and social institutions), and i) other societal arrangements. People (clients, organizational members, citizens, etc.) cannot solve these problems on their own because they cannot impact these larger structures directly.

Tools to use during "assessing the present" phase

Readiness Assessments - should explore culture and values, members' attitudes, relevant policies, managerial practices and organizational systems (how the organization gets members to behave in a certain way), technology, and organizational structure. Readiness—the level of support and enthusiasm and individual or department has for the proposed change. Capability—the skill, ability, or resources that an individual or department has to implement change. Readiness-Capability Assessment Chart Helps clarify how prepared the organization is for and areas to address for successful change. **Used to identify the individuals or groups that are critical to change, and then rank them according to their readiness for change. Usually the greatest impediment to change are the members themselves.** Capability—adequacy of skills, time, resources, information, and support. Collect baseline data to help team evaluate the effectiveness of effort and help them plan for change. Ex., number of referrals, first obtain data on the present level—

Policy Practice***

Refers to efforts to changing policies in agency, community, and legislative, settings, by establishing new policies, improving existing ones, or defeating the initiatives of others.

Emotional responses to Perceived NEGATIVE Change

Shock and denial -The first response to big change (layoffs, restructuring, leader change) is often numbness, news does not sink in, and people don't believe the change has occurred. Resistance - Behaviors may include absenteeism, anger, talking about why things won't work, seeing and expressing only the negative, communicating less and having fewer contacts with others, spending excessive amounts of time talking, and letting performance drop off. Exploration -Attention is focused on the future and toward the external environment. Commitment - Ready to learn new ways to work together, willing to commit to new values and actions, identify with the change. **Although this model suggests a linear progression, the real path is not. People may skip phases and revert back. Some members never get past resistance. Not a formula for what always happens.**

"All practice follows policy?"

Social workers can and should be active in affecting the policy process at the agency, community, state, societal, and international level to further social justice

Two Types of Data (SOFT DATA)

Soft data is more difficult to measure and quantify, subjective, and less credible in the eyes of the public. Examples ● Work habits—less absenteeism and tardiness. ● New skills—changes in decisionmaking and problem solving, conflict avoidance and resolution. ● Work climate—fewer grievances, discrimination charges, employee complaints; increased job satisfaction and reduced turnover. ● Development-advancement—increased number of promotions, trainings attended. ● Initiative—implementation of new ideas, successful completion of projects, number of suggestions submitted and implemented.

STEP 2: How to make a change (Building a Coalition of Change)

Successful change leaders deliberately build coalitions for change rather than hoping momentum will build. They share power so that change project becomes the work of a coalition rather than one or two individuals. They use the coalition to build broad-based support. To build an effective coalition, change leaders must identify critical actors from all levels of the organization and garner their support.

Organizations do not have the luxury to decide to change or not change-- they either change or their effectiveness, and often their survival, is jeopardized. EX: Social welfare agencies, facing multiple internal and external pressures, must change to survive.

TRUE

STEP 3: How to make a change (Clarifying the change imperative)

The change coalition (team) must collectively clarify the nature of the change imperative. Do not begin change without clarifying the nature of the problem. The vision and anticipated outcomes must also be clarified. The change team must establish the overall direction of the change and vision for change. Without the vision and direction, coalition members will flounder.

Short Term Wins (step 5)

The key to successful management of change is management and achievement of short-term wins. It is helpful for the change coalition to identify a series of short-term wins, or milestones, especially when change is complex and long-term.

"Heroic Leadership"

The types of leaders who are most successful in bringing about change in values, goals, and aspirations are heroic leaders—a special quality that enables them to mobilize and sustain activity through actions combined with perceived personal characteristics and may be evidenced by a bond between leader and people.

Emotional Responses to POSITIVE Change

Uninformed Optimism - The newness generates excitement, and members may feel special if involved in an experiment or pilot. Using cross-functional teams to strengthen interdepartmental communication and coordination. Informed Pessimism - There will be initial failures and problems—ex. resistance by other organizations, other members, resources that are not forthcoming, lack of follow-through by colleagues. Realize change will be harder than anticipated. Checking Out - Members may be tempted to withdraw either physically or psychologically. Attendance may wane, follow through may lower, discussions may be lifeless. Drop out due to lack of time or enjoyment of process. Hopeful Realism Small successes will occur, and members can see that change is achievable; increases self-confidence and momentum. Acknowledge what has been accomplished and challenge members to strive for more. Informed Optimism Optimism is now grounded in reality; high level of energy and excitement. Past experiences and success give reason to believe change can occur. Reinforce members' accomplishments. Completion There is strong support for change, members are willing to help others through the transition. Shared feeling of accomplishment; relief process has come to closure.

Monitoring tools (7)

Vision statements—periodic examination of the original vision can help the team stay in touch with the original vision. Outcomes—setting outcomes and targets that are specific and measurable helps provide direction. Change efforts are more successful if guided by clear, agreed upon objectives. Budgets—set the parameters for the allocation of financial resources. Budgets should be regularly tracked to monitor spending goals. Gantt Charts—lay out the project schedule by listing activities in chronological order and the time required for each activity. The Gantt chart shows which week the major activities must occur and who has major responsibility for implementing the tasks. Should be reviewed regularly to determine if the project is on schedule. Responsibility charts—display who is responsible for certain implementation activities. Helps hold organizational members accountable. Involvement charts—show what roles stakeholders should play. They identify which organizational members need to be involved in a project because of their work responsibilities, authority, control of resources, or because they should be consulted before action is taken. Operational guidelines and standards—It is helpful to set clear guidelines and standards for implementing the change project prior the implementation.

Development of an overall direction for change

What SPECIFICALLY are you trying to accomplish? Training - Staff provides trauma-informed services to all clients. Confidentiality -Each time staff leave their desks they lock up files, lock their monitors, and use client initials when discussing clients Ethics - Staff are knowledgeable about and adhere to the NASW Code of Ethics. Policy/procedure - The agency updates its policy on diversity to include LGBTQ. **NOTE - If attitudes don't support change, change agents must develop plans for changing members' paradigms/attitudes prior to change. This implies that change agents often have to change the way organizational members think about or see the problem or solution.

Field Theory

Wheatley is trying to bring attention to the "forces that fill up the shared space (experience) of an organization". Think of fields as "vibes, energy, the feeling of, or the atmosphere" of an organization. You don't see or feel gravity, but it's there and you know it because you experience its effects. Culture is an invisible field of organizational energy. The greater its power of the energy, the greater potential for creating congruent behavior in the organization. **Culture can be strengthened by creating a consistent clear field characterized by "congruence"--a high level of integrity between what is said and done

Successful Change...

a) Is Built on Organizational Values and Culture b) Is Holistic c) Involves multiple levels of organization d) Requires leadership rather than management

Types of Collaboration

a. intergovernmental partnerships (between multiple units of governments). b. public-private partnerships (government and non-profits or for-profits). c. the faith community (churches, church-sponsored organizations). d. multi-party partnerships (involve a wide range of stakeholders including government, religious organizations, corporations, and non-profit organizations).

process

actions aimed at helping members learn the new perspective and gain commitment.(sequence of events, speeches, meetings, education, training, personnel, etc.)

Service Integration

another form of collaboration that may require more effort than a partnership because it involves reducing boundaries between categories of services. Must have a long-term vision for the effort, establish realistic expectations and objectives, and obtain buy-in from all levels. Requires a special effort to coordinate between all the programs.

Change is best viewed...

as a LOSS! Loss—one thing ends, and another begins. People must let go of the old, and move from familiar to the unknown.

STEP 4: How to make a change (assessing the present)

assessing the present - To identify steps needed to achieve the change, leaders must first develop an understanding of the organization as a whole and identify strengths and obstacles for change.

Kurt Lewin's model of organizational change (STEP 2)

changing- Must have a model for a better way to function and operate, and must have an overall direction for the changes (such as new goals or priorities, means for achieving objectives, procedures, processes, or technologies; or organizational values and cultures)

Chaos Theory

chaos theorists conceptualize organizations as complex, nonlinear, dynamic systems. organizational processes may seem unstructured, beneath the surface they are unfolding in a complex yet patterned way (that is not linear). Lewin suggests a rational liner approach to change. However, other theorists influenced by chaos or complexity theory argue that since organizations are complex systems, it is impossible to link specific actions with particular outcomes.

Kurt Lewin

conceptualized change as a product of forces for and against change that work in opposition. Drivers: Forces operating to improve or change the situation

STEP 6: How to make a change (Dealing with human factors (resistance))

dealing with human factors (resistance) ***Since change agents usually run into resistance, they must anticipate and reduce it before it occurs, diagnose it as it happens, and successfully manage it.***

vision

describes the desired future state of the organization - (behaviors, attitudes, systems, structures) that would exist if the change is successful. Focuses effort and inspires. Vision need not be specific, but must be compelling to gain support Change agents must have a vision for the end state and an effective process for introducing and implementing the change.

formula for change (DxVxP>C)

dissatisfaction x vision x process> costs of change and resistance -***Change will occur when the dissatisfaction with the status quo, a vision for change, and a process for change are stronger than the costs of change. -Dissatisfaction, Vision, and Process—must be greater than the Costs of Change (and Resistance). Each factor must be present for successful change.

sigmoid curve

explains how organizations react to change. The "s curve" serves as metaphor for change. Systems initially grow at a slow rate, then grow exponentially, and then plateau or decline. "What goes up, must come down-(at least to some extent)." "Build a new future while maintaining the present." Organizations should assume they should renew themselves over and over again, and that present strategies and methods will last for 2 to 3 years. All systems eventually meet a plateau and if they are not renewed, and plateaus eventually will turn into a decline. ** Instructor note—The paradox is rather than waiting for the demise of a program, people are asked to change what is actually working to produce even greater success down the road.

internal drivers

forces INSIDE the agency that propel it toward change -such as strained finances, limited skill level of employees, inadequate equipment, dissatisfied employees, and changes in leadership.

external drivers

forces OUTSIDE of the organization that propel it toward change are usually economic, political, socio-cultural, or technological.

Incremental implementation (7)

helps reduce mistakes. It involves completing projects in small steps to allow for experimentation and the opportunity to learn from efforts.

Drivers

internal and external factors that create dissatisfactions with current operating norms. Questions: Why do we need to change? Why is it not OK for things to stay the way they are now?

Leadership

is a process that creates organizations or adapts them to significantly changing circumstances. Leaders define the future, align people with a vision, and inspire them.

Management

is a set of processes that keep a complicated system of people and technology running smoothly. Management flourishes in bureaucratic organizations and is the dominant culture of most public human service agencies.

Monitoring (7)

is often overlooked and devalued. The more complex the change, the more important the monitoring. Less complex or detailed projects require less monitoring. The monitoring system should be designed to be understandable, economical, flexible, and able to identify problems quickly.

costs

losses that the employees and stakeholders are anticipating The greater the potential losses, the stronger must be the other parts of the equation.

Private Troubles

occur within the character, the self, and the inner life of the individual (individual deficits), and within his or her immediate relations with others.

dissatisfaction

provides energy or motivation for change Dissatisfaction with the status quo increases motivation for change, but is insufficient to bring about successful change.

BENEFITS to Collaboration

reducing costs, providing integrated services, higher quality solutions, and enhanced potential for innovation

"dual nature of social work practice"

refers to social workers' obligation to attend to both the individual level and the societal level simultaneously. In other words, social workers have the dual responsibility to bring about change at both the personal/interpersonal level, and at the environmental systems level

Kurt Lewin's model of organizational change (STEP 3)

refreezing- Changes must be institutionalized (established through practice) and integrated into the standard processes. Steps also must be taken to maintain the change.

Change agents

should build BROAD-BASED coalitions that contain members from various levels of the organization and various units/departments. should consider including the following groups of people: - from different departments - People representing different functions/roles (Support staff, clinical, financial, planning, etc.). - People from different levels in the organization (Staff, management, client, volunteers, etc.) - People with complementary characteristics (charismatic/popular, respected, politically savvy, mediators) and skills (organized, detail-oriented, big picture views

What different organizations exist in dynamic environments?

social political financial demographic

BARRIERS to Collaboration

stakeholders may have vested interests in how the problem is addressed, stakeholders may have different perspectives on how the problem should be addressed, need to overcome turf issues, leaders and organizations sometimes are reluctant to relinquish control over the project, and confidentiality (the reluctance to share information across agencies, legal restrictions toward sharing information, incompatible information systems, distrust, etc.)

Public Issues***

stem from environmental factors distant from the individual, family, or group, i.e. larger social systems that indirectly impact the individuals, families, and groups.

sociological imagination

the ability to see the relationship between personal and social problems, and the capacity to shift between the individual and the political perspective.

Power (Political side)

the potential to achieve desired outcomes, or "to get things done." Power can be derived from one's expertise, organizational role, control over critical resources, power to mobilize others through protests, power to use media, or the power to represent constituents.

Politics

the use of power to influence decisions to achieve desired goals or outcomes. Social workers are frequently unwilling or unable to apply political techniques to achieve legitimate social work agency ends. They often see the use of power in negative terms—devious, manipulative, or unethical.

Kurt Lewin's model of organizational change (STEP 1)

unfreezing- Develop a stimulus to change. Members must become dissatisfied with the status quo and made to feel the way things are is bad or not good enough. Evidence that current conditions are unacceptable must be presented, and that change is the only acceptable solution.

Model for Collaboration (PHASE 3)

● Convince the constituent groups the agreement is the best they can secure. ● Establish structure to determine effort needed for implementation. ● Monitoring agreement—establish a process so organizations will follow through on their commitments.

Model for Collaboration (PHASE 1)

● Develop a common definition of the problem by finding overlap on how the issue is defined. ● Obtain a commitment to collaborate from stakeholders. ● Identify key stakeholders-- essential groups to understanding and solving the problem. ● Find a skilled convener who is perceived as unbiased and has the influence to induce them to commit to the process. Identify resources needed to launch the work such as financial, skills, and expertise.

Model for Collaboration (PHASE 2)

● Establish ground rules regarding how members will interact with one another and processes to get work done (meeting dates, decision-making process, etc.). ● Set the agenda by identifying the issues to be discussed so all stakeholders' interests are represented. ● Organize subgroups to study issues, if needed. ● Conduct a joint information search and generate a variety of options, and finally reach an agreement.

Ways to Celebrate Change

● Post evaluation results in prominent places; ● Hold a reception, dinner, or party; ● Present staff with gifts or tokens ● Send thank you letters and put a copy in staff files; ● Hold a retreat to discuss project and bring closure. **The most important factor is to make it meaningful to those involved.

Ways of Changing Employee Behavior

● Take actions to establish two-way communication (before and during change). ● Involve members in change effort. ● Address members' emotional responses. ● Develop new skills, knowledge, and attitudes. ● Create incentives for change. ● Obtain feedback about how change is progressing.

Leading Change: Trends in Leadership

● The dynamic nature of organizational life and the increase in the number of changes, means that the role of leader has transformed into that of a change agent. Ex. implementing welfare reform, most managers have long histories of introducing change. ● Future leaders must know how to empower employees to look at the world in new ways and put more trust in the collaborative process. ● There is a need for leaders through all levels and functions in the organization—as organizations downsize, flatten the hierarchy, and seek to be more responsive to clients. ● The notion of 'leaders' is increasingly out of date—followers also lead, they use judgment, knowledge, skills, and self-management. Leaders may have to spend time 'following' what skilled subordinates are trying to tell them.

Building Collaborative Relationships: Characteristics of Collaboration

● True collaboration occurs when there is some degree of interdependence among organizations. ● There is collective ownership of decisions and implementation. ● It involves the negotiation of a new relationship among collaborating agencies. ● Collaboration must serve the interests of all stakeholder agencies in an equitable manner. ● Concessions and compromises should be equitable among collaborators.