The EAP Professional as Agent for Organization Change DC EAPA Chapter The EAP Professional as Agent for Organization Change Presented by: Joe Lemmon, PhD, CEAP, LCSW-C © 2019 WorkLifeXcel, Inc. joe@worklifexcel.com Direct: 443-597-1062 (Land)

The EAP Professional as Change Agent Workshop Objectives The EAP Professional as Change Agent 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 an EAP professional, how do you approach/deal/react to change? Exercise 1

Kurt Lewin’s “Force Field” Model of Change: Unfreezing, Changing, Re-freezing (Lewin, 1947)

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 Large Group Exercise 1

Change: Observations From the Field Burke, W.W. (2011) Organizational Change Analyzed types of organizations – provided input for change approaches & strategies. 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 Exercise 2: Small Teams(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. Tempo - 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/Wellness 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.

Maslow’s Hierarchy of Needs- Parallels to Organization Change? 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

Change Management How do you deal with change? Adaptability – Key to Survival and Growth Resistance – It Just Is Envision ‘Future State’ How do you lead? Creativity and Culture

Practices Worth Considering Knowledge/Perspective of Organization * Get up on the balcony! (Heifitz/Laurie,’97) * Effective listening skills *Patient, Yet…Persistent *Ask Tough Questions (using EQ & SQ) * Leverage Relationships Built on Trust What did I miss?

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. Lewin, K. (1947). Group decision and social change. Readings in social psychology, 3(1), 197-211.

Thank You!