How Coaching Boosts Success in Protective Services ... · Registers for a two-day training and does...
Transcript of How Coaching Boosts Success in Protective Services ... · Registers for a two-day training and does...
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How Coaching Boosts Success in Protective Services Technology Training
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• Welcome and Introductions• Setting the Foundation• What Coaching Is and Is Not• Role of Coaching in Technology Projects• Tools, Templates and Tips• Q & A
Today’s Agenda
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Setting the Foundation
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Common Issues Frequently used incompletely Frequently used inconsistently Can be overwhelming to existing agency resources Policy vs. Practice
One Size Fits All
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Meet Them Where They Are
• Social and Human Services• Complex families and situations• Future preparedness
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Increasing User Adoption
• Supporting transition when re-engineering business practices
• Workers will use the right tools for the right reasons
• Applying your expertise during this phase
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What’s the Purpose
Most Common Approach
Thinking a Different Way
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Thank you to our good friends at UC Davis
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The Need for Coaching in Child Welfareand Social Services
When making a practice change in the field of child welfare, all practitioners must adopt the change. The practitioner is the
focus of the change itself (Fixsen, et al., 2009).
Child welfare staff need advanced critical decision-making skills that cannot be taught in a one-time training.
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What Coaching Is and Is Not
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Definition of Coaching
Coaching is a process by which thecoach creates structured, focusedinteraction with learners and usesappropriate strategies, tools, and
techniques to promote desirable andsustainable change for the benefit of thelearner, making a positive impact on the
Organization.- adapted from Mink, Owen, & Mink, 1993;
Cox, Bachkirova, & Clutterbuck, 2010
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Tenants of Coaching
• Coaching is most successful when it is voluntary.
• Enrollment is a process that occurs when the coach and learner create and agree upon clear outcomes, identify potential challenges to the coaching process, and mutually express commitment.
• Coaching is an ongoing process that requires time; learners must be able to spend time in the learning process.
• Coaching requires an atmosphere of trust and experimentation and a strengths-based learning environment that encourages growth.
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Tenants of Coaching
• Coaching is individualized to each unique learner.
• Coaching is most successful when it is evidence-based and allows for the use of current knowledge, integrated with practitioner expertise in making decisions about how to deliver coaching.
• Coaching increases success in the organization. Coaching an individual social worker improves job performance and development while profoundly impacting the success of the child welfare organization.
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What do you mean when you say “cookie cutter” training?
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Stand-Alone Training vs. Coaching
Mary (Attends a Training Session ) Elizabeth (Receives Coaching)Registers for a two-day training and does not receive any pre-training material for review.
Receives web-link prior to training with a request to review the videos contained on the website prior to training.
Attends the two-day workshop on Compass Pilot and CoPilot, and receives links to online help tools if questions arise.
Attends the two-day workshop on Compass Pilot and CoPilot, with tip sheets, tools and online help options.
Asks questions regarding the use of Compass Pilot and CoPilot as needed.
Daily, for the first two weeks after training, meets with her colleagues and supervisor to discuss the uses of Compass Pilot and CoPilot.
Within the first two weeks after training, supervisor observes the use of Compass Pilot and CoPilot in practice. Supervisor provides feedback and guidance, allowing for reflection on the part of Mary.
During ongoing coaching sessions and unit meetings, review uses of Compass Pilot and CoPilot to better inform practice and processes, with the goal of improving outcomes.
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Impact of Traditional Training
• Limited to classroom only• Little/no understanding of process change• Regression to old way• Agency not prepared to train new social workers
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Professional Development
Elements
Knowledge LevelPercentage of learnersunderstanding contents
Skill LevelPercentage of learners demonstrating proficiency in instructional practices
Transfer to Practice Percentage of learners regularly implementing instructional practices
Theory (Presenterexplains content )
10% 5% 0%
Demonstration(Presenter modelsInstructional practices)
30% 30% 0%
Practice(Learners implementInstructional practices)
60% 60% 5%
Coaching (Learners receiveongoing supportand guidance)
95% 95% 95%
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A University of Kansas Center for Research on Learning study found that 85% of participating [learners] that
were provided with coaching implemented newly learned instructional methods, where only 10% of
participating [learners] who did not receive coaching implemented newly learned instructional methods. –
Joyce & Showers, 2002
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Initial Interest: Learning Styles
• Adult Learning Styles – Have a need to know– Thrive when learning is self-directed– Have a readiness to learn – Internally motivated – Experiential learning
All it takes is dedicated, committed, passionate and enthusiastic folks who desire to make a difference.
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Welcome to the Trust Tree
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Joint Planning: Reflective Cue Prompts
Facilitate Learning
Reflection
Influencing Factors
Continued Learning
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Why Coaching Works
• Coaching provides the opportunity to fine-tune skills through feedback and assistance.
• Time and encouragement is provided to analyze practices and decision making at a conscious level.
• Coaching provides a safe, supportive environment to implement practices learned in a classroom setting in real life situations.
• Coaches are enabled to provide open and honest feedback within a supportive environment.
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Why Coaching Works
• Positive social gains are brought to the organization by implemented coaching.
• If coaching leads a worker to being equipped with enhanced skills, then the organization will be more effective, which translates to improved outcomes for children and families.
• Collaborative learning organizations have better outcomes, which benefit all workers and clients served by the organization.
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Outcomes of Coaching
Outcomes for the Social Worker Outcomes for the Agency Develops self-awareness Increases creativity and learning
Increases openness to learning Increases organizational performance
Instills greater clarity of roles and responsibilities Creates a motivating environment
Enhances the ability to identify solutions Improves relationships among workers
Improves performance and goals Fosters greater use of each learner’s potential and talents
Improves skills and behaviors Improves outcomes and return on investment
Provides opportunities for accountability to the agency
Provides opportunity for accountability
Provides a safe environment for the learner to take risks and make mistakes
Supports the agency in adopting a learning philosophythat is not punitive
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Role of Coaching in a Technology Project
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Law of Diffusion of Innovation
Need a good coach
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Why it is so important to understand an agency’s business processes, practices and procedures?
• Every agency is unique• Focus on social workers, not technology• Hands-on, real-time support by coaches:
– increases user adoption– decreases regression
• Technology becomes invisible extension of daily work
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Essential
Skills
ShadowingPractice & Procedure
Acquiring ExpertiseTriage
Co-FacilitateOngoing & Future Staff Development
Prep & DebriefWork Along & Ride Along
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Head Coach
Asst. Coach
Lead Workers
IT
Trainers
New Staff
Experienced Staff
Specialized Program
Areas
New Programs
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Stages of Implementation
Exploration and Adoption
Program Installation
Initial Implementation
Full Operation
Innovation
Sustainability
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Lessons Learned
• Acknowledge and accept that changes are necessary and will happen
• Establish need and purpose for transformation
• Share the vision through ALLlevels of the organization
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Agency Leadership Team
Management Team
Head Coach
Assistant CoachAssistant CoachAssistant Coach
Ancillary Programs Direct Service Staff Support Staff
Northwoods Consultation,
Support & Training
Feedback and
Information Collected
Level I"Plan"
Level II"Do"
Level IV"Act"
Level III"Study"
Implementation and
Ongoing Data collection
Distribute Information
Evaluateand
AssessCurrent
Processes
Establish recommendations
for evaluating strengths and needs
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Tools, Templates and Tips
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Communication MatrixDescription Purpose Target
Audience Method Timing / Frequency
Weekly Huddle
Usually led by an Assistant Coach or lead worker to encourage and support consistent use of CoPilot; Information obtained during this brief meeting is collected and provided to Head Coach; Social Workers share creative uses of CoPilot.
Small groups of 4-5 Social Workers
Stand-Up
15 – 20 minutes, weekly
Tech Talk Serves 2 main purposes: 1. Information sharing session designed to identify what social workers need to promote successful use of CoPilot, what is going well, challenges experienced, and existing business practices to be examined. 2. Training is provided by IT or System Administrator specific to technical solutions, applications, updates, etc. Social Workers identify topics for training.
Social Workers using CoPilot,
IT, Asst. Coaches
Meeting
Monthly, 45 - 60 minutes
Supervision
Supervisors determine how frequently each of their assigned team members is using CoPilot; Supervisor gathers information regarding what is working well and where additional assistance or training is needed; Supervisor assists with identifying existing policies and procedures for potential modification; Opportunity to discover innovative strategies to explore.
Social Worker One-on-one
Determined by agency (at least monthly)
Leadership/Management Meetings
Confirm direction and planning; Identify commonalities experienced between units; Review progress updates and needs as provided by Head Coach; Evaluate policies or procedures for modifications as necessary to support modernization of business practices.
Managers Meeting
Determined by agency (at least monthly)
All Staff Meetings
High level overview of progress and future planning; Individual staff members are selected to share their “success stories” or best practice strategies.
All agency staff
Meeting
Set by agency
Agency Newsletter
Sustain excitement and maintain momentum; Sharing of success stories, key procedure changes and creative use of CoPilot in serving children and families.
All staff and Key Stakeholders
Monthly or as determined by agency
Description Purpose Target Audience
Method Timing / Frequency
Mass Communication
Share key decisions, next steps, updates and new procedures All staff Email As needed
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Weekly Huddle
“The Morning Huddle” plays a big role because it is a quick, 15 minute get together. While only a small part of the day, it will definitely have a significant impact on your agency, especially when applying innovative technology like Compass CoPilot. Setting aside a few minutes at the beginning of the day offers several advantages to staff, administrators and even the families and children being served. The goals of the Morning Huddle are to: 1. Help start the day well 2. Support and acknowledge improvements as well as ongoing attempts at improvement 3. Reinforce focus on the “right” things 4. Recognize the strong sense of team 5. Encourage communication Try to hold your huddles near the social workers’ desk areas, for example, in the hallway or between rows of cubicles. And if at all possible, avoid using a meeting room. After all, this is not a meeting; it is about information sharing and teambuilding.
Determine what will be talked about in the Morning Huddle. It is recommended to start out utilizing the following three questions: 1. What did you do yesterday with Compass CoPilot? 2. What will you do today with Compass CoPilot? 3. Are there any impediments in your way as you plan to use Compass CoPilot today?
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Go slow now, so you can go fast later
Retreat Growth
Stasis Confirmation
Com
plex
Lea
rnin
g O
ppor
tuni
ties
EnrollmentHIGHLOW
HIGH
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Cool Tools
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Compass
Pilot
Able To Demonstrate Skill
(Yes/No) Em
ily
Coop
er
Katie
Bl
and
Sara
h Br
onso
n
Sim
on
Lo
Kate
M
ercu
ri
Amy
Ott
o
Jare
d Se
lly
Notes (Ideas, Training Needs, Hints, IT Suggestions, Etc.)
Refr
eshe
r ne
eded
?
GENERAL
Change Password
PEOPLE
Search Member in People
Add Member to a Case
Add Case to “My Cases”
Designate the Case Head
Add the Case Head Member to
“My People”
Add an Alert for Case Head
Find All Documents for Case Head
Open a Form for Case Head
Find all Tasks for Case Head
Create a New Member
Create a Task for a Member
CAPTURE
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TECH
TALK
----- Agenda Topics -----Announcements: Brief overview of important organizational updates significant to Compass Pilot and
CoPilot (approx. 5 minutes).
Time with IT: IT Admn or designee utilizes opportunity to provide technology training, demonstrate
proper use of tools and receive questions specific to software and hardware. (approx.
20 – 30 minutes as determined by IT.)
Roundtable: Facilitator encourages discussion among meeting participants by asking:
1. What features do you use the most/least? Why are those favorite/least favorite?
2. What features would you like to use more? What is preventing it?
3. How have you used CoPilot in unique ways?
4. Are there things you would like to do with CoPilot but haven’t?
5. If you are experiencing challenges, what are they, what have you tried and when?
(appox. 20 minutes).
Next Steps: To assist staff with adopting new business practices:
1. Be prepared to provide suggestions on how to increase use of CoPilot
2. Confirm statements made during Roundtable and any required follow up
* Collect notes from meeting and send email of highlights to all staff. Notes will also help serve as a means to monitor progress from one meeting to the next.
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Lessons Learned
• Identifying simple measurements• Establish easy wins• Acknowledge creativity• Communicate effective innovation• Create a game plan
These opportunities often prove to be powerful and within them, create the ability to mysteriously transform all involved.
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Game Plan for Success
Identify Coaching StaffDetermine amount of training/support neededEstablish schedule for trainingStaffCoaches
Create activities for CoachesEstablish anchor pointsCreate tools as needed
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Crow Wing, MN Success Stories
“The Coach Model has worked very well because we have our own internal staff championing the tool.”
- Kara Terry, Community Services Director
“I was a paper and pencil person before. It was a little adjustment, but with the training that we got, it was a pretty easy transition. I started out as knowing nothing and quickly assumed a coaching role.”
- Jason Ost, Children’s Mental Health Social Worker
“It’s not just that typical ‘here’s your program, figure out how to make it work in what you do.’ You designed it to work in what we do.”
- Cindy Johnson, Child Protection Social Worker
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Thank You
Rich BowlenNorthwoodsDirector, Protective [email protected]
@RichBowlen
Kristi BurreFairfield County Job & Family ServicesDirector, Protective Services(740) [email protected]