Transcript Recommending a Strategy

HOW TO PROMOTE
ORGANIZATIONAL WELL-BEING
Stages of Change
Stages of Organizational Change
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Create Sense of Urgency
Build the Guiding Team
Get the Vision Right
Communicate for Buy-In
Empower Action
Create Short Term Wins
Don’t Let Up
Make Changes Stick
Stages of Organizational Change
1.
Create Sense of Urgency
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Pump handle story
Statistics on crime or infant mortality
Generational poverty
Stages of Organizational Change
1.
Create Sense of Urgency
2.
Build the Guiding Team
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Get the right team
Balance between
participation and action
Stages of Organizational Change
1.
Create sense of urgency
2.
Build the guiding team
3.
Get the vision right
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Spend time clarifying the vision
Get consensus around it
Don’t assume they all know it
Oasis vision process
Stages of Organizational Change
1.
Create sense of urgency
2.
Build the guiding team
3.
Get the vision right
4.
Communicate for Buy-In
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Spread the word
throughout the organization
MOB spec lunches
Stages of Organizational Change
4.
Create Sense of Urgency
Build the Guiding Team
Get the Vision Right
Communicate for Buy-In
5.
Empower Action
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2.
3.
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Remove barriers to achieving
SPEC
Choose one of the letters
and concentrate on it, if that
helps
Stages of Organizational Change
5.
Create Sense of Urgency
Build the Guiding Team
Get the Vision Right
Communicate for Buy-In
Empower Action
6.
Create Short Term Wins
1.
2.
3.
4.
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Generate momentum through some
small achievements
Make the wins known throughout
the organization
Criteria project in United Way
Stages of Organizational Change
1.
Create Sense of Urgency
2.
Build the Guiding Team
3.
Get the Vision Right
4.
Communicate for Buy-In
5.
Empower Action
6.
Create Short Term Wins
7.
Don’t Let Up
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Neutral zone is normal
Stick with it
Break is ok to regenerate
But don’t break for too
long
Stages of Organizational Change
7.
Create Sense of Urgency
Build the Guiding Team
Get the Vision Right
Communicate for Buy-In
Empower Action
Create Short Term Wins
Don’t Let Up
8.
Make Changes Stick
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2.
3.
4.
5.
6.
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Institutionalize change
Change hiring policies
Restructure
Review of I VALUE IT
I VALUE IT
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Inclusive host
Visionary
Asset seeker
Listener and sense maker
Unique solution finder
Evaluator
Implementer
Trendsetter
Strategies for Change Agents
ABCs of Change
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Affective - what you feel
Behavioral - what you do
Cognitive - what you
think
Key Question
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How do you engage people
in the organizationaffectively, behaviorally, and
cognitively-in the process of
promoting change?
Inclusive Host
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Affective: create safe
environment for people to
express views and emotions
Behavioral: structure time
and space where safe and
fun dialogue can occur
Cognitive: promote sharing of
personal narratives and
interpretations of events and
beliefs
Visionary- Process
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Affective: Foster feelings
of affiliation and solidarity
in group work
Behavioral: Engage
people in activities to
devise a vision for working
together
Cognitive: Address basic
assumptions about working
in groups
Visionary- Outcome
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Affective: Make the vision
alive and foster ownership
of it throughout the
organization or community
Behavioral: Involve people
in the development of a
vision for team, unit,
organization or community
Cognitive: Analyze gap
between actual and
desired state of affairs
Exercise
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Write a three sentence vision statement for yourself
Share with your neighbor
What are the key components of your vision
statement?
Asset Seeker
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Affective: Make sure you
recognize and affirm people’s
strengths
Behavioral: Help people
develop inventories of own
strengths
Cognitive: Reframe life
experiences and ways of
coping as strengths
Listener and Sense Maker
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Affective: Establish processes
for people to feel heard and
valued
Behavioral: Structure
opportunities for people to
speak, learn, and problem
solve together
Cognitive: Learn how to listen
to each other and problem
solve in teams
Unique Solution Finder
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Affective: Small wins keep people
engaged and energized
Behavioral: Assign specific actions
in line with goals and objectives
Cognitive: Identify what values,
beliefs and assumptions either
promote or inhibit new actions
Question
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Which of the following describes best your style as
an organizational leader
A. inclusive host
B. visionary
C. asset seeker
D. listener
E. unique solution finder
Evaluator-Past Efforts
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Affective: Make it safe to
explore past failures and
successes
Behavioral: Get people
involved in evaluation
criteria that is meaningful to
them
Cognitive: Analyze links
between sites, signs, sources
and strategies of well-being
Evaluator- Present Efforts
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Affective: Reward people for sharing
sources of stress
Behavioral: Use empowerment-based
evaluation and appreciative inquiry
to evaluate efforts
Cognitive: If change is needed,
create cognitive dissonance between
aspirations and actual actions
Evaluator- Future Efforts
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Affective: Build trust by showing
your own personal commitment
to act
Behavioral: Institutionalize
mechanisms to monitor wellbeing of staff and community
members
Cognitive: Create narrative of
ongoing growth and
development
Implementer
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Affective: Celebrate attempts
to implement new behaviors and
attitudes into life of
organization or community
Behavioral: Build structures that
support new behaviors and
attitudes and foster
sustainability
Cognitive: Tell stories of success
and how they have helped other
people improve well-being
Trendsetter
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Affective: Generate
enthusiasm among peers about
being leaders in a field
Behavioral: Have a
participatory plan for
disseminating lessons learned
Cognitive: Spread the
message across organizations
and communities in compelling
ways
I would like to be a trendsetter
because
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A. I would like to be creative
B. I would like to be recognized for my efforts
C. I would like to improve the world
D. most other people are not going to do it
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University of Miami SPEC Team
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Isaac Prilleltensky
Ora Prilleltensky
Scot Evans
Adrine McKenzie
Debbie Nogueras
Randy Penfield
Corinne Huggins
Nick Mescia
Organizations with a Strength-based orientation
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Perceive recipients of services and community
members as having strengths
Recognize that service recipients learn to cope with
difficult situations and develop resilience
Identify and build on individual and community
assets, resilience, and ability to thrive in difficult
situations
Organizations with a prevention orientation
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Work to prevent problems before they occur
Identify and reduce risk factors and promote
protective factors in individuals, families, and
communities.
Take action to decrease the chances that a
particular problem will affect a person, group, or
an entire community
Organizations with an empowerment orientation
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Believe community members should have voice and
choice in issues and decisions that affect their lives
Aim to increase the power of individuals, groups,
and entire communities
Encourage the sharing of decision-making power
and control over resources with community members
Organizations with a community-change orientation
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Believe that some of the problems that individuals and
entire communities face result from community and living
conditions
Remove barriers to services and supports
Work to address the root causes of the problems
people and communities face
Promote social policies that enhance wellbeing and
people’s ability to thrive
Create new systems or structures that enhance citizen
participation and wellbeing
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Action research with 5 community based
organizations (CBOs) to promote Strengths,
Prevention, Empowerment, Community Change
Three year study consisting of
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Training
Team work
Consultation
Professional development
Action research
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Organizations selected on basis of “readiness”
Organizations consist of
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Major local funder (MF)
Major provider of health services for poor (HS)
Organization that promotes early interventions (EI)
Local civic coalition (LC)
Local human service (HS)
Budgets range from $ 1 million to over $ 100 million
Personnel ranges from 15 to 700
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Intervention components
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Training
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2.
Team work
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Transformation teams meet biweekly
Consultation
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Each organization sends reps to 18 person class
3 hours biweekly
Lecture, discussion, application
A researcher assigned to each organization
Weekly or biweekly consultations
Professional development
Action research
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Action Goal of overall project: Promote SPEC practices in
organizations to improve community well-being
Research Goals of overall project:
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Data collection
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Assess whether organizations become more aligned with SPEC
principles as a result of interventions
If so, how
Quantitative and qualitative methods at baseline, year one, and
end of project
Goal of present study: Examine organizational conditions
leading to SPEC based on qualitative data gathered
through interviews, focus groups, and field notes with about
80 different participants in the five organizations
SPEC INTERNAL AND EXTERNAL
Child and
Family
Strengths
Prevention
Empowerment
Community
Change
Organizations
Community
INTERVENTIONS TO PROMOTE SPEC
Training
T Team
Consultation
Action
Research
Professional
Development
ORGANIZATIONAL CONDITIONS
Climate
Resources
Support
Consciousness
OUTCOME: SPEC IN THE COMMUNITY
Strength based
approaches
Preventive
approaches
Empowering
approaches
Community change
approaches
Example 2: New SPECs Three-year action research
project in South East mid-size City
Island Center
John Snow Foundation
Nazaret
Center
MLK
Center
Healthy City
New SPECs Project
Center for Community Studies
Vanderbilt University
 Vanderbilt New SPECs Team
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Kimberly Bess, Patricia Conway
Scot Evans, Carrie Hanlin,
Diana McCown,
Bob Newbrough,
Doug Perkins,
Isaac Prilleltensky
Summary of Outcomes for Nashville New
SPECs Project
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New mission statements
Research publications
Tools to measure SPEC
New policies at United Way
New outreach programs
More youth and client involvement
Assessment of projects in light of SPEC
More prevention efforts in organizations
Empowered counselors
Blending of therapy with social change
In every act, in every interaction, in every social action,
we hold each other accountable to promote
People’s dignity, safety, hope and growth
Relationships based on caring, compassion and respect
Societies based on justice, communion and equality
We are all better when these values are in balance
To put these values into action, we will:
Share our power
Be proactive and not just reactive
Transform the conditions that create problems for youth
Encourage youth and families to promote a caring community
Nurture visions that make the impossible, possible
We commit to uphold these values with
Youth and their Families
Our Employees
Our Organization
Our Community
This is a living document. We invite you to discuss it, to critique it, to live it