The EAP Professional as Agent for Organizational Change Presented by: Joe Lemmon, MSW, CEAP, SAP Copyright © 2018 by Work Life Xcel, Inc.

The EAP Professional as Agent for Change Workshop Objectives The EAP Professional as Agent for Change Organizational Change- Observations by the Experts YOU!- How do you approach, consider, and deal with change? Your Organization- Let’s Formulate a P.L.O.T. and S.W.O.T. Organizational Culture: How do you see yourself/ How do other see you? Designing the Process: “It’s a 2 Step” Trust and Why It’s Critical Attendees will learn of the essential components and stages of organization change. Additionally, large and small group discussion will provide for attendees to create awareness of their personal style and how this impacts their approach to change in their particular setting.  

Change: Observations From the Field Heifitz & Laurie, 1997: Leadership Adaptive Strategies & EAP Professional Importance of Looking at How You Approach Change. “A leader must sequence and pace the work” In your role as EAP, ask yourself how your approach to these strategies. Exercise 1

Change: Observations From the Field Burke, W.W. (2011) Organizational Change Analyzed types of organizations – provided input for change approaches & strategies. The “Zeignarik Effect” (we recall incomplete tasks more readily) Changing a Loosely Coupled System (LCS) With a Tightly Coupled System (TCS) LCS TCS Focus Continuous Episodic Scale Small Large Type of Initiative Improvisational Planned Consulting Process Accommodative Constrained Locus of Change Local Cosmopolitan

Lewin’s “Force Field” Model of Change

The Evolution of EAPs: Relationship to Change Agent Activities Potential Downside of Sticking with Status Quo Loss of Perceived Value of EAP Allies “OK” Antagonists Increased Vulnerability to Outside Factors and Budget Cuts _______________________ Opportunities Enhanced reputation of EAP Partnership with HR and other areas (Finance, etc.) Less risk of downsizing other outside _____________________

Change: Observations From the Field Burke, W.W. (2011) Organizational Change How do we change organizational culture? (List these by most difficult to least difficult to change) Values Attitudes Behavior Consider your organization’s Personality, Language, Frame of Reference (Opinion), and Approach to “Getting Things Done” Exercise 2: Small Groups (Next Slide)

Change: Observations From the Field Let’s do some P.L.O.T….ting 1. Personality- How would you describe your organization’s personality? 2. Language: How does your organization communicate- what style is most prevalent? 3. What is your organization’s perception (opinion) of the EAP? 4. How does your organization “get things done?”

Change: Observations From the Field P.L.O.T. Work… With these observations/perceptions in mind, consider the following: 1. What are the 3 most important issues/topics affecting the MH/BH of your employees today? 2. With the input of your team, consider the next exercise with regard to P.L.O.T. data and the question #1 above. Exercise 2: Small Teams(Next Slide)

Maslow’s Hierarchy of Needs & Parallels to the Organization Hint: We’re thinking change here…

The degree to which I believe you are competent Trust Goodwill: The degree to which I believe you care about me and are willing to support me. Qualified: The degree to which I believe you are competent and capable. High Low Regard Distrust Respect Scholtes, Paul R. The Leader’s Handbook, The McGraw-Hill Companies. Used with permission.

The EA Professional as Change Agent (CA) Categories of Need (Burke, 2011) Overt: Responding to behavior that we can see and hear. Covert: Going under the cultural “picture” and moving to “espoused beliefs” (P/Ps) to the assumptions that members hold. Maintaining Momentum: Recognizing Resistance comes in many forms and that is it…Normal (ize). Internal: Are you thinking “We-They?” External: 2 Strategies- Allies and Antagonists

CA Practices Worth Considering Clear Vision/Knowledge of Organizational Practices/Threats, etc. Get up on the balcony! (Heifitz/Laurie,’97) Patient, Yet…Persistent Ask Tough Questions (Nicely) Strong Relationships Built on Trust

More CA Practices Worth Considering Flexibility Effective Listening Skills ________________________________ _______________________________

Take-Aways Share one thing you have learned from the workshop and how can apply this to personal, professional, and/or organization development.

References Burke, W. W. (2011). A perspective on the field of organization development and change: The Zeigarnik effect. The Journal of Applied Behavioral Science, 47(2), 143-167. Heifetz, R. A., & Laurie, D. L. (1997). The work of leadership. Harvard business review, 75, 124-134. Yang, Y., Secchi, D., & Homberg, F. (2018). Triggers and damages of organizational defensive routines. Problemy Zarządzania- Management Issues, 16(4).

Thank You