8 Steps to Sustainable Organizational Transformation

Leading Change in Complex Human Service Environments

18 Steps to TransformationRBS Reform

Stages of Change

• Urgency• Authority• Vision• Engagement

• Empowerment• Momentum• Mandate• Anchorage

Proehl, Rebecca Ann. (2001). Organizational Change in the Human Services. Thousand Oaks, CA: Sage Publications. ISBN: 0761922504

28 Steps to TransformationRBS Reform

Urgency

• Communicate a clear sense of urgency that motivates the necessary attention and learning

38 Steps to TransformationRBS Reform

Authority

• Give change leaders the power, resources and time to make the change happen

48 Steps to TransformationRBS Reform

Vision

• Articulate a consistent and clear vision of the new system’s purpose, design, operations and highlights

58 Steps to TransformationRBS Reform

Engagement

• Change leaders share both the urgency and the vision with their units and engage everyone in the change effort

68 Steps to TransformationRBS Reform

Empowerment

• Leaders, teams and programs implementing the new system are given the power, permission and flexibility to overcome the inevitable obstacles

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Momentum

• Teams identify and take advantage of short-term wins to build momentum

88 Steps to TransformationRBS Reform

Mandate

• Change teams have the mandate and authority to consolidate the short-term wins and keep moving forward

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Anchorage

• The new system must be anchored in the organization’s culture, infrastructure and community relationships

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Eight Questions for RBS1. Why is it urgent for your agency to change?2. How much authority do your change leaders need to leverage this

change?3. What is your vision for your agency’s role in the new RBS system?4. How well are your staff engaged in the change process?5. Do staff have the tools they need to implement change?6. Where is the low hanging fruit you can pick to gain momentum?7. Do your change teams have a mandate for continuing to move

forward?8. What would your agency be like if RBS was anchored in its culture

and operations?

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Passion Drives Change

• “Changing behavior is less a matter of giving people analysis to influence their thoughts than helping them to see a truth to influence their feelings.”

• John Kotter - The Heart of Change

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Vision Focuses ChangeWhy Change?

Clarify the need for changeExplain the options for change

Define desired future state

Describe the present state

How Can We Get There?Here’s who will do what, and when

they’ll do it

And Here’s How We’ll Make It Work!

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Performance Measures Drive Change

• People produce what is measured …

• So be careful what you keep track of …

• The better the alignment with vision and value -

• The more likely people will rise to the challenge

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Human Factor Engineering

15

If you keep putting different people in the same situation, and they keep making similar

mistakes …Maybe it’s the situation and

not the people!

If you keep putting different people in the same situation, and they keep making similar

mistakes …Maybe it’s the situation and

not the people!

8 Steps to TransformationRBS Reform

8 Steps to Transformation 16

Change Levers

• Language• Reaction to crises• Attention and recognition• Shared learning experiences• Allocation of rewards• Consistency/Repetition• Framing• Criteria for selection and dismissal

RBS Reform