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Leading Change in Complex Human Service Environments
RBS Reform 8 Steps to Transformation 1
Organizational Change in the Human Services.Stages of Change Urgency Authority Vision Engagement Empowerment Momentum Mandate Anchorage Proehl. ISBN: 0761922504 RBS Reform 8 Steps to Transformation 2 . Rebecca Ann. Thousand Oaks. (2001). CA: Sage Publications.
Urgency Communicate a clear sense of urgency that motivates the necessary attention and learning RBS Reform 8 Steps to Transformation 3 .
Authority Give change leaders the power. resources and time to make the change happen RBS Reform 8 Steps to Transformation 4 .
design.Vision Articulate a consistent and clear vision of the new system s purpose. operations and highlights RBS Reform 8 Steps to Transformation 5 .
Engagement Change leaders share both the urgency and the vision with their units and engage everyone in the change effort RBS Reform 8 Steps to Transformation 6 .
Empowerment Leaders. permission and flexibility to overcome the inevitable obstacles RBS Reform 8 Steps to Transformation 7 . teams and programs implementing the new system are given the power.
Momentum Teams identify and take advantage of short-term wins to build momentum RBS Reform 8 Steps to Transformation 8 .
Mandate Change teams have the mandate and authority to consolidate the shortterm wins and keep moving forward RBS Reform 8 Steps to Transformation 9 .
Anchorage The new system must be anchored in the organization s culture. infrastructure and community relationships RBS Reform 8 Steps to Transformation 10 .
How well are your staff engaged in the change process? 5. Why is it urgent for your agency to change? 2. Do your change teams have a mandate for continuing to move forward? 8.Eight Questions for RBS 1. What is your vision for your agency s role in the new RBS system? 4. How much authority do your change leaders need to leverage this change? 3. Where is the low hanging fruit you can pick to gain momentum? 7. Do staff have the tools they need to implement change? 6. What would your agency be like if RBS was anchored in its culture and operations? to Transformation RBS Reform 8 Steps 11 .
Passion Drives Change ³Changing 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 RBS Reform 8 Steps to Transformation 12 .
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? Here s who will do what. and when they ll do it And Here s How We ll Make It Work! RBS Reform 8 Steps to Transformation 13 .
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 RBS Reform 8 Steps to Transformation 14 .
and they keep making similar mistakes Maybe it s the situation and not the people! RBS Reform 8 Steps to Transformation 15 .Human Factor Engineering If you keep putting different people in the same situation.
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 8 Steps to Transformation 16 .