2. 2 Bottom Up Bottom Up Top Down Top Down Change Strategy : Parallel Processes Trauma Informed Care at The Buckeye Ranch

3. Top Down 3 Top Down Top Down – Because we needed a Leader – Because the leader needs some authority across the agency – Organizational Priority Executive Buy-in Board Buy-in Strategic plan

4. Bottom Up 4 Bottom Up Bottom Up – Because we need buy-in from Direct Care staff Change requires champions – TIC Committee Working Sub-Committees – Staff Support – Staff Development – Interventions – Assessment/Data Collection – Communication

5. 5

6. 6 Useful Framework

7. 7

8. Direct the Rider 8 What looks like resistance is usually a lack of clarity (Clarity dissolves resistance) Give clear directions, point to the destination Give knowledge of HOW to get to the destination

9. Direct the Rider 9 Have an over-riding model for Trauma Informed Care – Useful for organizing training and staff development – Needed for shared language across agency – The Buckeye Ranch Model Child Trauma Academy (Bruce Perry) Neurosequential Model of Therapeutics certification Videos required for all staff

10. Direct the Rider 10 Find the Bright Spots – See who is doing it well and duplicate Communications Sub-Committee

11. Motivate the Elephant 11 What looks like laziness is often exhaustion Knowledge does not change behavior Motivation comes from confidence – The elephant has to believe he can do it

12. Motivate the Elephant Shrink the change – Interventions Sub-Committee – Staff Development Committee Get to the feelings TBR Staff Support Committee – Focus Groups – Professional Quality of Life Scale (ProQuol) 12

13. Shape the Path What looks like a people problem is often a situation problem Make it easy to embrace the change When the situation changes, the behavior changes Requires the listening to the 13 Top Bottom

14. Shape the Path 14

15. Shape the Path Consultation with a similar organization that is further along on the journey – Offered some helpful, practical strategies – Helped avoid making the same mistakes TBR Staff Support Subcommittee Aka 15

16. 16 Bottom Up Bottom Up Top Down Top Down Middle Mgmt Next Steps…

17. Supervisors as Real Change Agents “While staff at the bottom of the company may act as a catalyst of change, middle management must act as change agent, through making sense of reactionary groundswells and managing the expectations of their seniors.” 17

18. 18 Handouts

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21. 21