8 Steps to Sustainable Organizational Transformation

Leading Change in Complex Human Service Environments

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

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

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Vision
Articulate a consistent and clear vision of the new systems purpose, design, operations and highlights

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8 Steps to Transformation

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

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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

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Mandate
Change teams have the mandate and authority to consolidate the shortterm wins and keep moving forward

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Anchorage
The new system must be anchored in the organizations culture, infrastructure and community relationships

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Eight Questions for RBS

1. 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 agencys 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

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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 Change

Why Change? Clarify the need for change Explain the options for change

Describe the present state

Define desired future state

How Can We Get There? Heres who will do what, and when theyll do it

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And Heres How Well 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

If you keep putting different people in the same situation, and they keep making similar mistakes Maybe its the situation and not the people!

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

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