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Understanding and Building Compatibility between Organizational Climate and Casework Practice
Heidi Young, Training Administrator, Organizational Learning & Quality Improvement, NH DCYF
Christine Tappan, Director of Strategic Management, APHSA
Goals for this workshop:
Understanding of what is Organizational Social Context (OSC)
Awareness of importance in assessing OSC, particularly climate, before, during, and after organizational change to inform training and workforce development strategies
Understanding of how training can be leveraged to increase compatibility between workforce and agency beliefs related to casework.
Achieving our goals
Setting the story
Exploring OSC
Making the linkages
Inspiring compatibility…
Setting the story
What major initiatives has your agency tried to implement?
Many state’s have chosen to create a Practice Model
• Kentucky• Washington• Florida• NewYork City• Kansas• New
Hampshire
• Benefits of a Practice Model• Reasons to Create a Practice Model
• Key Components of a Practice Model– Theoretical Framework– Core Values & Practice
Principles– Casework Components– Practice Elements and Behaviors– Organization and System Standards
NH’s Experience
Benefits• Promotes alignment
– Statewide consistency in families’ experiences with child welfare– With Juvenile Justice – With Stakeholders
• Addresses all aspects of the agency– Systemwide undertaking
• Guides daily interactions without prescribing a specific program– “Super” clarity and articulation of beliefs and principles
• Describes behaviors, activities, and strategies in significant detail– Sets the expectation for quality – a higher bar
• Defines outcomes – Aligned with CFSR, CFSP/APSR
• Address “initiative” fatigue– Creating a Practice Model MUST BE different
Reasons to Do a Practice Model
• Reform• Legal mandates• Improvement effort• Address an
identified problem• Proactive
leadership• Something was
missing• Go from good to
great
“This is not a new initiative…it will be our way of life”Maggie Bishop, NH DCYF Director, May 2009
40
Staff from across the agency
Application and selection
Monthly work sessions and homework in between
Commitment to a decision-making process
“Spread” leaders
Sustained engagement
Youth and parent team members
Approach to Practice Model design
Beliefs and Guiding PrinciplesPrevention reduces child abuseand neglect.
All children/youth should be safe.
Everyone deserves to be treatedwith courtesy and respect.
All children/youth need anddeserve permanency.
All children, youth, and familiesdeserve a life of well-being.
All families have strengths.
Exploring OSC
Describe your organization’s culture & climate in a few words…
2 minutes
Characteristics of Organizations
Constructive Organizations◦ Emphasize
achievement motivation◦ Safe climate that
minimizes conflict◦ Flexible structure with
shared authority◦ Promote innovative
new approaches
Destructive Organizations◦ Depersonalization◦ Emotional exhaustion◦ Role overload◦ Role conflict◦ Resist innovation &
new technologies
Generate a Learning
Organization!
What are the themes?
Do culture & climate matter?
“Children served by child welfare and juvenile justice systems with more positive climates are more likely to experience improved psycho-social functioning, obtain more comprehensive services & experience more continuity in the services they receive.”
Glisson & Hemmelgarm, 1998
What is OSC?
Culture
Climate
Organizational Culture
“It’s the way we dothings around here”
•Values •Norms•Behaviors
Organizational Climate
“The way I feelabout working here”
•Perceptions•Attitudes•Motivation
Culture vs. ClimateWhat’s the difference?
Culture
Property of organizationExpectationsStandards of practice
Climate
Property of individualPerceptionAffective response“psychological safety”
Climate + Culture = OSC which…
Affects: ◦ Acceptance of new practices (whether or not)◦ Implementation and fidelity (How)◦ Sustainability and Effectiveness
“of new technologies” (even Evidence Based Practices)
“Molds the nature, tone, and focus of relationships and interactions between service provider and recipient”
Other influences on Social Context
Mixing & managing four generations of employees
Identity confusion/role clarification for seasoned employees
Communication by management
Veterans, Silent Traditionalists(1922-1945)
Baby Boomers(1946-1964)
Generation X(1965-1980)
Generation Y, Millenials(1981-2000)
Work ethic & Values Hard work, respect authority, duty before fun Adhere to rules
WorkaholicsWork efficientlyDesire qualityQuestion authority
Eliminate the taskSelf-relianceWant structure & directionSkeptical
MultitaskingTenacityEntrepreneurialGoal oriented
Work is An obligation An exciting adventure A difficult challengeA contract
A means to an endFulfillment
Leadership Style DirectiveCommand & control
ConsensualCollegial
Everyone is the same, challenge others, Ask why
*TBD
Interactive Style Individual Team playerLoves meetings
Entrepreneur Participation
Communications Formal memo In person Direct immediate E-mail, voice mail, text
Feedback & Rewards No news is good newsSatisfaction in job well done
Don’t appreciate itMoneyTitle/recognition
Sorry to interrupt but how am I doingFreedom is the best reward
Whenever I want it, At the push of a buttonMeaningful work
Messages that Motivate
Your experience is respected
You are valuedYou are needed
Do it your wayForget the rules
You will work with other bright creative people
Work & Family Life Ne’er the twain shall meet
No balanceWork to live
Balance Balance
* Hammill, G. 2005
Identity confusion/role clarification
Distress response
Confusion
AcceptanceIntegration
Communication style of leadership and management
YES
Inclusion
Recognition
Clarity
NO
Impacted over several years by:
Increased emphasis on: Use of data Accountability for outcomes
Budget cuts Service integration and agency
mergers Practice Model development
Inclusion of client voice Changes in Leadership Media attention
“Social Context” at NH DCYF
How does the agency, your team, you, use data? Has it influenced your work/practice?
How has it impacted the culture/climate in yourorganization?
What kinds of questions would you ask about climate?
How does data help us understand OSC?
1.
Organizational Readiness Survey
The summary scales include
1) Readiness for Change (14q)
2) Family Strengths (23q)
3) Family Assessment (not in 2013)
4) Youth Strengths (10q)
5) Obstructions to Practice (28q)
6) Frequency of Experiences (22q)
7) Perceptions of DO or Bureau (14q)
8) Climate in DO or Bureau (7q) 9) Perceptions of Management (4q)
10) Satisfaction with Job (7q) and
11) Staff Burnout (17q)
Organizational Readiness Survey (2011 to 2013)
Baseline:
210 completed surveys out of a potential 346.
Progress/Update:
254 completed surveys out of a potential 376.
Climate Questions
1. The climate in this office is encouraging and supportive;
2. *The climate in this office or Bureau is distrustful and suspicious
3. The climate in this office is relaxed and comfortable4. *The climate in this district office of Bureau is rigid
and rule-based5. People in this office are sensitive to differences in their
coworkers’ cultural beliefs, values, and practices6. You appreciate belonging in this office, and7. Your office is successful at problem solving
Belief Questions
Safety: Children/youth should be safe. (5)
Prevention: Prevention reduces child abuse and neglect. (3)
Respect: Everyone deserves to be treated with courtesy and respect. (5)
Permanency: All children/youth need and deserve permanency. (6)
Well-Being: All children, youth, and families deserve a life of well-being. (4)
Strengths: All families have strengths. (4)
Organizational Readiness Survey:Congruence with PM Beliefs & PrinciplesChild Protection Staff (2013)
Core Belief Scale “I Believe” “Agency Believes”
All children/youth should be safe*** 4.67 4.73
All Children/youth belong with their family*** 4.66 4.74
All children/youth need and deserve permanency*** 4.60 4.69
Prevention reduces child abuse and neglect*** 4.12 4.30
Everyone deserves to be treated with courtesy and respect**
4.58 4.64
All families have strengths 4.68 4.69
All children, youth and families deserve a life of well-being***
4.46 4.58
Organizational Readiness Survey:Results (2013)
Overall, staff assessment of climate was favorable before, during and while change was occurring.
Highest climate results were related to staff feeling appreciated and success at problem solving.
Measures of organizational climate may be associated with staffs’ endorsement of one specific Practice Model belief
SAFETYWells, M., Bartlett, L., Tappan, C., Levesque, S. (2015) Child Welfare Agency Climate: Congruence with Practice Model Beliefs. Journal of Public Child Welfare, Vol. 9:236-255.
DOI: 10.1080/15548732.2015.1043422
Making the linkages
Inspiring compatibility…
What’s involved in creating a healthy OSC
Recruit the “right” staff
Provide quality supervision, mentoring, coaching & learning opportunities
Assess, enhance, and monitor organizational culture & climate
WHAT HAVE YOU DONE?
“Workers who perceive a positive organization climate report higher job satisfaction and a greater commitment to their agency.”
(Glisson & Durick, 1988; Glisson, 2000)
www.NCWWI.ORG
Organization and System Standards
Organizational Development
•Became a learning organization •Viewed the training as a system intervention•We were intentional about developing the capacity for change• Committed to assessing and measuring organizational readiness over time•Adjusted supervisory standards •Used Appreciative Inquiry to strengthen capacity and CQI
Systemic alignment
•Modified organizational and practice policies and standards promptly•Conducted a comprehensive assessment of workforce development approaches•Considered the impact on Technology•Reassessed budget priorities•Clarified the impact on contracting for services
How the training system lead/partnered to promote compatibility of individual perceptions and Practice Model beliefs
Lead a team of staff and community partners in revising training curriculum, including adding parents and youth as trainers and experts
Promoted peer-to-peer learning with other states Facilitated discussions in leadership, supervisory and
team meetings to create safe environments for staff exploration and learning
Integrated extensive coaching/support/integration points across entire agency
Enhanced staff recruitment and selection processes –including selection of interns (future employees)
AND…
Took responsibility and accountability for…
Finding creative, inspirational and practical ways to maintain sustained attention to OSC throughout the organization.
Training
• Sustainability starts from day 1• Leadership must live the Practice Model• Practice Model can generate organizational credibility• Creating a culture of learning is key• Practice Model = PIP = Practice Model• Communication: the Practice Model becomes the
language of the system• Time is a friend and a foe
• Culture and climate need constant, careful, and inspirational attention
DCYF Practice Model Beliefs• Prevention reduces child abuse, neglect
and delinquency and• Promotes safety for children, youth,
families and communities.• Everyone deserves to be safe.• All children and youth need and deserve
permanency.• Everyone deserves to be treated• with courtesy and respect.• Everyone needs and deserves a life of
well-being.• All children, youth and families have
strengths.• All children and youth belong with family.
Inspiring compatibility…