Transcript Using An Organizational Assessment:

Managing Organizational
Change
A Framework to Implement and Sustain
Initiatives
in a Public Agency
Lisa Molinar M.A.
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Because:
It just makes sense!!
Why isn’t that enough?
Agenda
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Welcome & Introductions
Objectives of this Session
Organizational Culture
Organizational Climate
Guiding Principles
Managing Change
Discussion & Questions
Objective for this session
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Participants will explore guiding principles of
organizational development when embarking on
a project or initiative
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Explore ways to apply the learning in their own
organization.
Translating Evidence:
Some Definitions
Organizational Culture
 “the way things are done around here”
 The shared norms, beliefs and behavioral
expectations that drive behavior and
communicate what is valued in an
organization
Summary of definitions from:
Hemelgarn, Glisson and James. (2006) Organizational culture and climate:
implications for services and interventions research. Clinical Psychology:
Science and Practice. 13(1).
Translating Evidence:
Some Definitions
Organizational Climate
 “How it feels to work here”
 The agreed upon (i.e. not just individual)
perception of the psychological impact of
the work environment
Summary of definitions from:
Hemelgarn, Glisson and James. (2006) Organizational culture and climate:
implications for services and interventions research. Clinical Psychology:
Science and Practice. 13(1).
Change for the sake of change?
What does some of the research say?
Why does it matter what the case
workers think of the organization?
“Caseworkers in agencies with more engaged
climates reported significantly greater job
satisfaction, and caseworkers in agencies
with more stressful climates reported
significantly less job satisfaction.”
“ Children served by agencies with more
engaged climates had significantly better
outcomes”
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Glisson Research on Social Work Practice, Vol. 17 No. 6,
November 2007. Sage Publications
Engaged Climates
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“caseworkers who provide services within
agency work environments that have
more engaged climates (i.e. high in
personal accomplishment and low in
depersonalization) are more likely to
accomplish these objectives”
– Individualized casework
– Personalized relationships
– Focus on achieving best results for each child
Guiding Principles
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Mission driven vs. rule driven
Results oriented vs. process oriented
Improvement directed vs. status quo
oriented
Relationship centered vs. individual centered
Participation based vs. authority based
Glisson Research on Social Work Practice,
Vol. 17 No. 6, November 2007. Sage
Publications
Mission Driven vs. Rule Driven
– A Power point presentation and speaking points
for the County to share with their staff and
other stakeholders regarding the information
obtained from other tools and the importance
of embarking on this process.
– A one page executive summary is prepared to
share with staff and other stakeholders.
– A clear Vision and mission are established.
Results oriented vs.
Process oriented
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A self assessment document is completed on
an ongoing basis by the agency and other
stakeholders to assess their baseline and
thoroughly review their system, focusing on
progression within the continuum. The
domains assessed include:
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Collection and use of data
Shared Value and Common Language
Training and Engagement of Staff
Training and Engagement of Partners
Parent, youth and child Engagement
Agency Policy and Practice
Improvement directed vs.
Status Quo oriented
◦ A template for a summary report and strategic
plan
◦ Ongoing use of the self assessment document
Relationship centered vs.
Individual centered
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Focus groups , tools include
 Focus group scripts
 Suggested questions
 Planning for the focus groups document
◦ Surveys, interviews and feedback forms that
can be conducted with stakeholders
Participation based vs.
Authority based
◦ In every level of the organizational
assessment, a comprehensive group of child
welfare staff at all levels, families, youth, foster
parents, community members, services
providers and cross – system partners are
collaborated with.
◦ We know that for an initiative to be sustained a
collaboration is essential.
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What are the strengths of your
organization?
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What is missing?
Discussion and Next Steps