Organizational Change Process Girl Scouts Presented by Michael
Bowie, Tiffany Branford, Michael Chavez and Elena Marcum
Slide 2
OVERVIEW The Girl Scout organization over the last several
years have taken on the focus of the girls involved in Science
Technology Engineering Mathematics (STEM) programs. Due to issues
with new leadership components, the girls have been taken away from
the outdoor programing missing out on the one key important factor
of leadership, confidence.
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Girl Scouts of Southwest Texas Girl Scouts mission is to teach
girls leadership The organization has had to move at the speed of
girls. The focus has been on the girls being involved in STEM
programing with the patch programs At National convention in 2014
the girls voices were heard there has been a refocus to get girls
outside.
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No Girl Left Outside The No Girl Left Outside was born from the
open forum and ended up being the theme of the convention. The
focus is improving outdoor skills and building strong problem
solving skills with the girls.
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What we want to implement Utilize two theories that promote
change process through job performance, allowing measurement for
the success of training as related to change within the Girl Scouts
organization.
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Girl Scouts Training Program & Kurt Lewins Theory The big
emphasis in the organization is Science, Technology, Engineering,
and Math (STEM) More outdoor activities need to be brought back
into the Girl Scouts but this requires change This can be changed
by utilizing Kurt Lewins Theory in phases Three Phase change
management 1. Unfreeze 2. Moving 3. Freeze (Spector, B. 2013)
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Break Through The Norm 1. Unfreeze o Change can occur when the
status quo is dismantled. Showing the connection between lack of
outdoor knowledge from the girl scouts needs to be addressed in
training. o Show the need for a solution in training and
incorporate the merit that will be rewarded to girl scouts. o Open
suggestions for the future change should be included in the
training to allow input and involvement in the change process.
(Spector, B. 2013)
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Make the Change Mobile 2. Moving o To buffer for the
transition, training for new behaviors will be incorporated. o
Having a revised mission, values, and positive facilitators to
instill good attitudes will be included in the training. o To
combat against old ways facilitators will assume positive intent of
the people in training. o Assessing the trainees on the new change
and including collaboration activities as well. ( Spector, B. 2013
)
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Lock in the Change 3. Freeze o Testing the trainees as a final
test of knowledge of the change that was trained on will allow for
trainees to see the final reality of the new change taking place. o
Reinforcing the principles of the new changes to the Girl Scouts
will be a vital part of training. o Trainees will involve
themselves in a one day activity of the actual change that will be
implemented so that they will live the change. (Spector, B.
2013)
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Changing the Organization Changing the culture of different
groups within the leadership Change must come from all levels of
leadership in order for any organizational shift to work Changing
how society perceives the organization through this change Changing
passes concepts of the organization to meet the new concepts which
promote positive change.
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Different Stages The Organization Must Go Through By using
different phases of the change process the organization to control
the positive outcome of the change. The change will go through
several steps that all key leadership will have to agree on in
order to be successful. Through these new goals new ways of
thinking and technology will be inputted in the change process
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Strategies to Overcome Resistance Communicate with employees
Explain the new plan in simple terms Invite a team member to
meetings Select a group of change agents from key positions to help
manage planning and implementation. Develop key deliverables for
each department Tie successful implementation to compensation
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Creating Commitment to the Change Process Helping people
understand the need for change Ensuring that influential people in
the organization are advocating the change. Creating two-way,
face-to-face contact with the people that need to change. Enabling
managers to role model the change; to walk-the-talk Involve people
as much as possible in designing and implementing the change
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Measuring Change Process based on Job Performance Awareness
Acceptance Application Adoption Advocacy
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Shared Diagnosis in the Change Process Dont expect
formulassolutions that have worked in the past and are imposed on
the current situationto work for your organization. Learning is the
process by which individuals receive data analyze that data, adjust
thinking & behaviors Diagnosis is about learning: learning what
needs to be changed and why. Shared diagnosis goes one step further
For effective change to occur, employees at all levels need to
change in the same direction
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Diagnosis in the Change Process Continuous Improvement Training
program What continuous improvement looks like Challenging the norm
Moving people with the change Make the change permanent
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Lewins theory and Girl Scouts change summary Kurt Lewins theory
and the Girl Scouts change Lewins theory of context and creating
discomfort will set a plan for management to lead change Unfreezing
Part of the unfreezing involves causing discomfort to challenging
the norm Moving Getting the change were it needs to be Freezing
Being able to keep the change as a new norm Normalizing the
change
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Continuous Improvement Monitoring Data Data will be collected
at the end of training sessions to gather information on how well
it was received There will be an assessment to see how well the
participants comprehend the information. When annual
recertification sessions come around information about how
effective the programs were with the girls and what improvements
need to be made will be reviewed and improvements will be
made.
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Conclusion Lack of confidence builder Theories of change Kurt
Lewins Theories Organizational Change Stages of Change Strategies
Commitment Measuring Change Process
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Reference Spector, B. (2013). Implementing Organizational
Change Theory into Practice (3rd Ed.). Upper Saddle River, NJ:
Pearson Education, Inc. Wu, S. (2013), Theories of Organizational
Change, Retrieved from
http://www.sfu.ca/uploads/page/14/GERO820_FALL20
13_presentation_Sarah_Wu_Theories_of_Organizationa
l_Change.pdf