ORGANIZATIONAL CHANGE TACTICS IN HUMAN SERVICES ORGANIZATIONS: AN EVIDENCE-BASED PRACTICE MODEL

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1 ORGANIZATIONAL CHANGE TACTICS IN HUMAN SERVICES ORGANIZATIONS: AN EVIDENCE-BASED PRACTICE MODEL Tom Packard, D.S.W. School of Social Work San Diego State University Network for Social Work Management Annual Institute, May 2013 Newark, NJ

2 People hate change, and with good reason. Change makes us stupider, relatively speaking. Change adds new information to the universe; information that we don t know. Our knowledge as a percentage of all the things that can be known goes down a tick every time something changes. - Scott Adams, The Dilbert Principle, 1996, p. 198.

3 GOAL & OBJECTIVES Goal: present an evidence-based model for implementing successful organizational change in human service organizations Objectives: at the completion of the workshop, participants will be able to: 1. describe factors in assessing readiness for change and change capacity 2. describe types of organizational change 3. articulate the steps to take to implement organizational change 4. list evidence-based organizational change tactics 5. develop an organizational change plan PARTICIPANT EXPECTATIONS

4 OVERVIEW Definition Levels of change An organizational change process Applications Questions, Discussion, Next steps

5 ORGANIZATIONAL CHANGE DEFINED Planned organizational change involves leadership and the mobilizing of staff to explicitly address problems or needs in the organization s current state, to move the organization to a desired future state, using change processes which involve both human and technical aspects of the organization.

6 THREE LEVELS OF CHANGE Developmental: incremental Transitional: moderate, to something new Transformational: large-scale

7 Developmental Change Improving a skill, method or process that does not currently meet the agency s standard Adjustments to existing operations Least threatening to employees Easiest to manage Examples: problem solving, training, improving communications, improving systems or processes (Proehl, p. 40)

8 Transitional Change Implement something new Abandon old ways of functioning Move through a transitional period New future state Requires patience and time Examples: reorganizations, interagency coalitions, new technology systems, implementing new programs (Proehl, p. 41)

9 Transformational Change Evolutionary state requiring major shifts in vision, strategy, structure, systems Might evolve out of necessity: major policy changes, significant productivity problems, system failure, etc. New state: new culture, beliefs, and awareness of possibilities Rare in public sector agencies Examples: privatization, managed competition, welfare reform (Proehl. P. 42)

10 STEPS IN PLANNED ORGANIZATIONAL CHANGE 1. Assess the present 2. Create a sense of urgency 3. Communicate the change vision 4. Develop an action system 5. Develop and maintain support 6. Implement the change 7. Evaluate, institutionalize, and celebrate

11 Application Small groups: Participants describe an organizational change opportunity (AT LEAST Transitional Change) Select one opportunity for application Full group or small groups: Apply steps and tactics to a change opportunity

12 1: Assess the Present Develop a clear understanding of the problem, need for change, and desired outcomes Gather and assess available data to guide the change Determine the level of change which will be needed Assess readiness (level of support and enthusiasm) Assess capacity (skills, abilities, resources) Assess possible resistance (who may resist, and why) Determine your role in the change process

13 Readiness Bouckenooghe, Devos, & Van Den Broeck 2009 Quality of change communication Participation Attitude of top management toward organizational change Support by supervisors Trust in leadership Cohesion Politicking

14 Capacity (Judge & Douglas, 2009) Trustworthy leaders Trusting followers Capable champions Involved mid-management Innovative culture Accountable culture Systems thinking Systems communication

15 The Resistance Pyramid From Proehl, p. 161; graphics adapted from Felicity Mildon, retrieved from Set goals, provide coaching and feedback, reward and recognize. Not willing Create mutual advantage, build alliances & partnerships. Educate and train in New skills. Communicate the Who, what, when, Where, why, & how. Not able Not Knowing Provide emotional support. Involve in the process.

16 Assess the present: Example from the San Diego Fire Department New Fire Chief General high competence Little interest in improvement Outside pressures to change Some resistance likely

17 2. Create a Sense of Urgency Ensure the need: The problem, what needs attention Pressures from the environment Internal conditions Accent the importance of a crisis Share data Show what will happen if the problem is not addressed

18 Create Urgency: Example Tax cuts and declining resources Need for increased efficiency Demands for increased services Expectations for management competence and accountability

19 3: Communicate the Change Vision Problem Vision for success Plans for activities o Auspices & mandates o Data collection & analysis, task forces, change processes o Time, resources

20 The Change Vision: Example Chief s visions: Fire company inspections Contract dispatch Mutual aid Improved management and accountability Empower staff Creative problem solving Organization development project

21 4. Develop the Action System Top management support Change champion People with credibility, power, interest, relevant knowledge and skills People affected by the problem Steering committee Task forces Widespread staff participation Information & training Opportunities for team building & conflict management

22 Action System: Example Fire Chief Senior Staff City Manager s Office Firefighters Union Communication mechanisms

23 Change Agent Roles Sponsor: high level executive: provide support Champion: day-to-day responsibility for making change happen and monitoring the process Other change agents: consultants, team leaders, facilitators Other stakeholders: Board/CEO support, employee organizations, community partners as necessary

24 Change Agent Roles: Example Senior Staff OD Steering Committee City consultants Department OD Coordinator Department facilitators

25 5. Develop & Maintain Support Key individuals and groups affected by the change Political overseers (Board, advisory boards) Other stakeholders (unions, community groups) Sufficient resources (e.g., staff time, funding)

26 Support: Example City Manager s Office Union Old line Battalion Chiefs and firefighters

27 6. Implement the change Communication mechanisms to inform staff regarding progress Avoid criticism, threats, or coercion Ensure that any concerns of staff are addressed Use monitoring tools to track progress Revise project activities as appropriate based on new information or changing conditions

28 Some implementation technologies Analysis of performance data Employee surveys Problem solving groups TQM, Lean Six Sigma, Business Process Reengineering Organization redesign Team building

29 Implementation: Example City consultants OD Steering Committee Data Collection Task Force Employee survey Stakeholder surveys Problem Solving Groups Training and workshops Action plan monitoring

30 7. Evaluate, Institutionalize, Celebrate Evaluate results using data Formalize changes in policies and procedures Link changes with other systems (performance measures, HR changes) Make sure staff are aware of the results Celebrate successes Continuous monitoring/evaluation

31 Evaluate and Institutionalize: Example Statistically significant improvements on 36 of 52 questions on employee survey Documented cost savings of over$365,000 Over 60 project objectives completed Steering Committee and Problem Solving Groups continued More staff trained as facilitators Results in City reports Presentations at conferences and workshops Changes in procedures manual

32 Resources Packard, T. (2013). Organizational change: A conceptual framework to advance the evidence base. Journal of Human Behavior and the Social Environment. 23(1), Packard, T. (in press). Organizational change in human service organizations. In The Encyclopedia of Social Work online. Retrieved from Oxford University Press & NASW [website in development]. doi: [in development]. Proehl, R. (2001). Organizational Change in the Human Services. Thousand Oaks, CA: Sage Publications. Fernandez, Sergio and Hal Rainey Managing Successful Organizational Change in the Public Sector: An Agenda for Research and Practice. Public Administration Review 66(2): 1-25 Palmer, I., Dunford, R., and Akin, G. (2009). Managing organizational change: A multiple perspectives approach, 2nd Ed. Boston: McGraw-Hill. Being First, Inc.: consulting, free publications and on-line newsletter:

33 Thank you Questions Comments Discussion Suggestions Next steps

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