Post on 19-Dec-2015
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
78 Steps to TransformationRBS Reform
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
98 Steps to TransformationRBS Reform
Anchorage
• The new system must be anchored in the organization’s culture, infrastructure and community relationships
108 Steps to TransformationRBS Reform
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?
RBS Reform 8 Steps to Transformation 11
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
128 Steps to TransformationRBS Reform
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!
138 Steps to TransformationRBS Reform
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
148 Steps to TransformationRBS Reform
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