Vaughn F. Keller, MFT, EdD

Confession Admitted Change Junkee Began in 1966 And I’m still at it. Hope you find some nuggets today.

Begin at the beginning: What is an organization?  What it is not: Family Club Neighborhood  All of these can have organizations within them

An organization is:  A purposeful socio-technical system of events  Developed to provide services or products  To an environment

Note Bene TThe cellular material of an organization is the event – not people MMind blowing TThe goal is to change events

Now we can begin to build our map of the territory Events E N V I R O N M E N T M E M B E R S

ENVIRONMENTENVIRONMENT MEMBERSMEMBERS It’s all about roles and relationships Needs Demands Resources Services and/or products

Events ENVIRONMENTENVIRONMENT MEMBERSMEMBERS It’s all about roles and relationships Needs Demands Resources Services and/or products Needs Applied expertise Satisfiers Demands

Events ENVIRONMENTENVIRONMENT MEMBERSMEMBERS THE GLUE THAT HOLDS IT ALL TOGETHER Needs Demands Resources Services and/or products Needs Applied expertise Satisfiers Demands Mission Strategy ViableRelevant APPROPRIATE

Events ENVIRONMENTENVIRONMENT MEMBERSMEMBERS Needs Demands Resources Services and/or products Needs Applied expertise Satisfiers Demands Mission Strategy

Let’s go inside the organization: Five sub-systems Boundary Adaptive Management Maintenance Operations

Let’s go inside the organization: Five sub-systems Boundary Adaptive Management Maintenance Operations Think Events

We get asked to  Work within the total organization  In a sub-system called operations  Which may have several programs not just clinical  And we are asked to train staff  When in fact we have another task  To change the clinical strategy  So we are in the strategic change business  Not the training business (we do training but it is not the core business)

So what’s a strategy?  It is a theory  That describes  How this organism  Can effectively  Interact with a given environment  To pursue its mission  At this point in time Keep our eye on the ball

Let’s start at the end: how do you know when a strategy has been changed? Strategic Change Policies and procedures Budget Power distribution Communications Beliefs and behavior

Policies and Procedures  Policies are decision rules. They establish the limits of behaviors: canals of action Hire and retain people who are competent in practicing MI Evaluate outcomes and inspect fidelity  Procedures are purpose driven action sequences: manuals E.g. use MITI Frequency of inspections and coaching MI consistent assessments

Budget  Think Money Books, DVD’s, etc. Consultants: Training and coaching Coding training  Think Time Instructional hours Coaching hours Coding hours

Think Power Distribution  Champion: initiate, persuade and protect  Change agent: manage (process, resources, communication)  Trainer  Coach  Coder

Communications  Channels Who talks to who? Why? When? How?  Content Metaphors (e.g. clinical strategy) Volume Tone Questions and answers

Beliefs and Behavior  Focus on: We are changing Here is why (evidence) Spirit Concepts  Focus on: Demonstration of attitude Demonstration of specific skills Move from abstract application to concrete application to realistic application Coaching, coaching, and more coaching

Change Roles: Get Them Right Initiator Champion Collaborator Consultant Facilitator Who has the juice?

When we fail:  Wrong conversation at the beginning: training not strategy  Anxious to get the work: guruing  Not thinking systemically  No road map with a clear cut destination  Complaining rather than changing  Afraid to walk away

Don’t be afraid

Hope you found some