Transcript Differentiating Technical and Adaptive Work

Module III:
Leading in Context
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NCWWI Leadership Model:
Leading in Context
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Module III Training
Competencies
10. Understands the importance of developing
partnerships internally and externally in
implementing sustainable systems change.
11. Able to orchestrate conflict as well as to
integrate and defuse opposition to create
partnerships.
12. Understands the importance of partnering with
families.
13. Able to demonstrate commitment to continuous
learning as a leader and address systems change
issues.
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The Leadership Competencies
of Leading in Context
 Partnering
The ability to develop networks
and build alliances
 Negotiating
Building consensus through give
and take; gaining cooperation from
others to accomplish goals
 Influencing
Persuading others to act toward a
point of view or course of action
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Continuum of Power
Power
Power
Power
Over
For
With
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Ecomaps on a Systems Level
Identifying and Assessing
Partnerships in Systems Change
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Cultural Responsiveness:
A Leadership Competency
 Respects and relates well to people from
varied backgrounds
 Open to understanding diverse worldviews
 Sees diversity as an opportunity to learn
about cultural groups while appreciating
the complexity of individual differences
 Challenges bias and intolerance
 Seeks ongoing learning on cultural issues
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What is Cultural Humility?
 A process, not an outcome
 An approach to interacting with others that
is humble (not arrogant or prideful, marked
by modesty in behavior and attitude) and
respectful
 A stance of leaning toward collaboration
and attention to power differences
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Cultural Humility
Requires:
 Self-reflection and self-awareness
 Check for power imbalances
 Focus on mutual respect, partnership, and
advocacy
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Apply Concepts of Cultural
Humility to Group Change Initiative
Ask the following questions:
 As a leader, how might you approach
addressing the values about the importance of
engaging an absent father?
 What would be some of the cultural
considerations?
 How might different worldviews affect this
perspective?
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Leading in Context:
Culturally Responsive
Leadership
Leaders/managers must:
 Engage in collaborative leadership
(power with, rather than power over)
 Be less deterministic/rigid and more flexible
 Engage in continuous self-reflection
 Check for the effects of power imbalance within the
organization
 Attend to the organizational culture and climate
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The Leadership Competencies
of Leading in Context
 Partnering—The ability to develop networks
and build alliances
 Influencing—Persuading others to act
toward a point of view or course of action
 Negotiating—Building consensus through
give and take; gaining cooperation from
others to accomplish goals
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Change Means Movement
“Change means movement. Movement
means friction. Only in the frictionless
vacuum of a nonexistent abstract world can
movement or change occur without that
abrasive friction of conflict.”
~ Saul Alinsky
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The Artful Use of Conflict
“Conflict is an essential resource in
getting to the real, as opposed to
superficial, [organizational]
harmony.”
(Heifetz, Grashow, & Linsky, 2009, p. 151)
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Seven Steps to
Orchestrating Conflict
1. Prepare: Do your homework and talk in advance
2. Establish ground rules
3. Get each view on the table
4. Orchestrate the conflict
5. Encourage accepting and managing losses
6. Generate and commit to experiments
7. Institute peer leadership consulting
(Heifetz, Grashow, & Linsky, 2009, p.152-153)
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Orchestrating Conflict:
Find the Courage
 Push the boundaries of your own tolerance
for conflict.
 Interact with antagonistic or even hostile
individuals and engage them on their own terms.
 Accept support from those with whom you would
not necessarily agree.
 Adapt your style of communication as needed.
(Heifetz, Grashow, & Linsky, 2009, p. 154)
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Regulate the Temperature
To Raise the Temperature
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To Lower the Temperature
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Regulate the Temperature
To Raise the Temperature
 Draw attention to the tough
questions.
 Give people more
responsibility than they’re
comfortable with.
 Bring conflicts to the
surface
 Tolerate provocative
comments
 Name and use some of the
dynamics in the room
To Lower the Temperature
 Address the aspects of the conflict that
have the most obvious and technical
solutions.
 Provide structure by breaking the
problem into parts and creating time
frames, decision rules, and role
assignments.
 Temporarily reclaim responsibility for
the tough issues.
 Employ work avoidance mechanisms.
 Slow down the process of challenging
norms and expectations.
(Heifetz, Grashow, & Linsky, 2009, p.160)
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“Perceive all conflicts as patterns
of energy seeking a harmonious
balance in the whole.”
~ Dhyani Ywhoo, Etowah Cherokee
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Partnering With Families
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Partnering With Families
 Family partners are individuals who:
- Have experience
- Are currently experiencing
- Are at risk of experiencing
child welfare services
Each family
partner brings
a unique
perspective
 Family partners include:
- Adults formerly in foster care
- Birth parents
- Relative/kinship caregivers
- Adoptive parents
- Guardians/custodians - Youth
- Foster/resource parents
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Partnering With Families:
Purpose
 Engage your mind and heart
 Demonstrate why family involvement is
a key strategy
 Promote change leadership that includes
family members as full partners in carrying
out change
 Provide strategies for family involvement at
all levels of your organization
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3 Domains of Family Involvement
(From the National Technical Assistance and Evaluation Center, 2008)
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Ruth’s Story
“Some of your best traits and
some of your finest works will
grow out of the incredibly
painful periods in your life.”
~ Charles R. Swindoll
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Angela’s Story
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2003
Kansas was one of nine states
to receive a federal grant
initiating Family Centered
Systems of Care
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2004
Conflict: natural tension between
two valid perspectives
“Self-inquiry must lead to shrewd,
persuasive, and self-confident action
if it is to be an effective tool.”
~Joseph Badaracco
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Accomplishments
-
CFS Family Handbook
Customer Service Enhancement
Program
Family Stories
Family Planner
Family Summit (9 grantee
states)
Family Navigator Pilots (Reno &
Cherokee)
Council/Committee Assignments
(KCWQIC, Child Safety and
Permanency Panel, CFSR, &
PIP)
-
State Fair Partnership
Speakers Bureau
Local Outreach Cards (birth
parents, youth)
Parent Leadership Conference
Families in Recovery Staying
Together
Received grants for Cherokee
families
Work with SRS at all levels
“We must not, in trying to think about how we can make a big
difference, ignore the small daily differences we can make which,
over time, add up to big differences we often cannot foresee.”
- Marian Edelman
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“Few things help an individual more than
to place responsibility upon him, and to
let him know that you trust him.”
~Booker T. Washington
“A group becomes a team when each
member is sure enough of himself and
his contribution to praise the skills of
others.”
~Norman Shidle
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Support From the Top
Kansas Secretary of Social & Rehabilitative Services
 “Actively gathering customer voices and
providing real opportunities for customers to
make decisions about their lives results in a
shift to customer empowerment.”
 “SRS must place the customer at the center
of its planning, policy, program, and practice
efforts.”
 “Customer outcomes must drive decision
making at all levels of the organizations.”
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“We are judged by what we
finish, not by what we start.”
~Author Unknown
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Engaging Families
 Meet families where they are; we cannot afford
to wait until “They are Ready”
 Include fathers from the beginning. We should
never think of them as separate from the family
 Listen to, and respect their voices
 Be open to partnership, so families will be too
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3 Domains of Family Involvement
(From the National Technical Assistance and Evaluation Center, 2008)
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Defining Family Involvement
A. Using index cards on your table, answer questions 1 & 2
alone. (If you don’t plan to use a family partner, write the
reasons why, and what would happen if you did include one)
1. How are you including family involvement within your Change
Initiative? Be specific.
2. How will you/are you recruit(ing) family partners for your
Change Initiative?
B. Share your answers with one partner.
C. Work with your partner.
 On each card write one challenge you predict for engaging and
retaining family partners.
D. At your table, share your challenges and discuss possible
solutions.
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Partnering With Families
Resources
 Strategies for Success: Involving Families as
Partners (Handout 3:11)
 Supplemental Handouts from Jefferson County
Colorado System of Care Grant & TANF-Child
Welfare Grant (participant materials website)
 Examples & Templates on Children’s Bureau
Website and Child Welfare Information Gateway
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System Level Strategies 1
1. Systemic family involvement at local, regional, and
state levels
– Family participation on advisory councils and other
decision-making committees at all levels (Kansas)
– Kansas contracts with private agencies; requires
family partners to serve on their committees
– Family partners attend staff meetings (Colorado)
2. Family partners need a mentor or “go-to” person
who understands the system and the committee
– They need information and/or mentoring before
attending a meeting (who are players, what is
purpose, what is expected of the family partner)
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System Level Strategies 2
1. Prepare the agency workers to partner with families
− Parents and agency staff co-train family-centered
practice (Oregon and North Carolina)
− Parents conduct training for prospective CPS staff
before they are hired (New York)
− Parent partners hired and co-located with child
welfare staff (California)
2. Use family partners in trainings
− Partnership and Leadership Strategies—PALS
(Kansas)
− Trainings for foster and adoptive parents (Kansas)
− School of social work classes (Kansas)
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System Level Strategies 3
1. Recruiting and retaining family partners is different
everywhere—support them and consider their
schedules
− In North Dakota: Meetings and events occur
after hours in family-friendly locations
− In Kansas and Colorado: Social workers identify
potential family partners
− Pennsylvania has networks with faith-based
community partners
2. Have family partners recruit family partners
− Ask them to invite family partners to meetings
− Ask them to bring a guest to their assigned committees
− Don’t set up your family partners to fail
by overworking them
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System Level Strategies 4
1. Consider funding for family partners—your
expenditures reflect your values
− Reimburse family partners for their time through gift
cards, in-kind resources (Kansas, North Carolina, and
Colorado)
− Reimburse for travel and child care expenses (Kansas)
− Employ families as consultants and service providers
(Kansas)
− Hire full-time family partners (California)
2. Issues when hiring or paying family partners
− Hiring criteria relating to criminal or civil convictions
− Money owed to child welfare
− Income versus expense reimbursement
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Partnering With Families
A Key Workforce Strategy
1.
Family involvement is an effective strategy
to support workers
− Social workers feel less isolated and experience more job
satisfaction when they hear of family successes
− Family partners can say things that workers cannot say
− Child welfare programs receive more community support
when families are involved
− Consider family partners sharing at your community meeting
2.
Mutual perceptions change when families and workers
partner
− Social workers will view families differently
− Families will be more likely to get involved in a variety of ways
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Ruth’s Digital Story
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Angela’s Family
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Day 3 Learning Circle
1.
What steps will you take when you return to your agency to
confirm that you have adequately assessed readiness for
change and stakeholder buy-in?
2.
How has today’s discussion on orchestrating conflict
informed how you might address these issues in the future?
3.
In what areas have you involved families in your
program/agency in the past?
4.
Based upon today’s presentation, how could you engage
families meaningfully in your Change Initiative?
5.
What strategies could you employ to overcome barriers?
6.
How will your strengths facilitate integration of today’s
material?
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Key Points From Today’s
Training
 Partnership/collaboration is essential for
sustainable change
 Cultural differences and power differences
can impact engagement and contribution
 Conflict is part of collaboration
 Partnering with families at all levels of the
organization adds valuable expertise
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