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Managing Complex Change Review & Relate (5 minutes) Change Places Activity  Allow participants to sit wherever they want, then have them get up and move to a completely different seat. Ask them to think about how their perspective in the new seat feels compared to the old one and why. Afterwards, tell participants to get up and stretch for a minute and sit back down wherever they like. If employees go back to their old seats, then ask them why they did that. This is a great way to illustrate our resistance to change. Repeat the exercise again and discuss why people changed how they reacted the second time. This exercise should make participants conscious of their instinctive resistance to change while also reinforcing the idea that change is not necessarily a bad thing. Kristin Martina, MSW ©1996-2017 HealthTeamWorks® Reprint with Permission Only

Reprint with Permission Only Learning Objectives Understand the components of managing complex change Apply the complex change model to your current work in TCPi Identify strategies to address the change challenges in your mental health center or practice ©1996-2017 HealthTeamWorks® Reprint with Permission Only

Reprint with Permission Only Change is hard – managing and leading change is not always straightforward nor simple. Common Pitfalls to managing complex changes 70% of what requires change to be successful is the people. ©1996-2017 HealthTeamWorks® Reprint with Permission Only

Vision + Consensus+ Skills + Incentives+ Resources+ Action Plan = Change Confusion Sabotage Anxiety Resistance Frustration Treadmill Knoster’s model for change 1991 First define the “what it is” column. Ask for additional feedback   Landscape the table PG10

Reprint with Permission Only Definitions Vision Consensus Skills Incentives Resources Action Plan ©1996-2017 HealthTeamWorks® Reprint with Permission Only PG11

Reprint with Permission Only Exercise What do vision, skills, incentives, etc., look like for your mental health center or practice? What helps you achieve (vision, skills, incentives, etc.)? Name the strategies, relationships, tools, etc., you use as a practice champion. Fill in the middle and far right column of your table in the participant guide. 25 minutes for discussion Assign participants to a group for consensus, skills, incentives, resources & action plan.   15 for report out ©1996-2017 HealthTeamWorks® Reprint with Permission Only PG12

Reprint with Permission Only Name it Huddle with your co-champion and circle what is most common at your practice and identify what strategies you want to facilitate back at your practice. Be specific, who is doing what and when   Confusion Sabotage Anxiety Resistance Frustration Treadmill ©1996-2016 HealthTeamWorks® Reprint with Permission Only

Reprint with Permission Only ©1996-2017 HealthTeamWorks® Reprint with Permission Only