1. Elements of Organizational Change Central Ohio Regional Collaborative February 27, 2015

2. 2 "We have this incredible proof about the expense that trauma is causing our society and how all of these physical ailments are related. And yet, what do you do to change it? It’s not like, ‘Well, eat more broccoli.’ “ Patricia Wilcox, head of the Traumatic Stress Institute at Klingberg Family Centers in New Britain

3. Elements of Organizational Change Involve the people who will be affecting and affected by the change Involve all organizational members, especially consumers/clients in change planning Get their input Workers and consumers/customers can anticipate many of the potential problems the organization will face when attempting to implement the change Even if the workers and clients/customers do not agree with the change decision, they will appreciate being part of the decision-making process Staff and consumer/customer buy-in is necessary to avoid high levels of resistance 3 TIC KEY PRINCIPLES SafetyTrustworthiness and transparency Collaboration and mutuality Empowerment, voice and choice Peer support and mutual self-help Cultural, historical and gender issues

4. Elements of Organizational Change Communicate a good reason - one that is relevant and strategy-driven for the change Busy people will resist changes that they see as irrelevant Have a good reason for making the change In today’s world everybody’s busy If employees and consumers/customers don’t see a reason for the change they won’t get on-board. Show employees and consumers/customers how the change is relevant to the organization’s success... and their own Compelling “change story” 4 TIC KEY PRINCIPLES SafetyTrustworthiness and transparency Collaboration and mutuality Empowerment, voice and choice Peer support and mutual self-help Cultural, historical and gender issues

5. Elements of Organizational Change Designate a champion for the change It is critical to have a respected person in charge of the change process Put a respected person in charge of the change intervention A senior executive does not have to be the "champion" of every change In fact, it might be better to find somebody the workers can relate to A respected co-worker may be the ideal leader for a particular change Look for a natural leader who has already bought-in to the change; think about the “Cleveland” of your organization 5 TIC KEY PRINCIPLES SafetyTrustworthiness and transparency Collaboration and mutuality Empowerment, voice and choice Peer support and mutual self-help Cultural, historical and gender issues

6. Elements of Organizational Change Create a transition management team No one individual is charismatic or talented enough to implement an organizational change If your organization is large enough to have many departments or teams, a transition management team offers many advantages This team can function as a community of practice, providing both ideas and emotional support Simply pick a change leader from each department, and then encourage regular meetings Be sure to support the transition management team with organizational resources (time and/or money) 6 TIC KEY PRINCIPLES SafetyTrustworthiness and transparency Collaboration and mutuality Empowerment, voice and choice Peer support and mutual self-help Cultural, historical and gender issues

7. Elements of Organizational Change 7 TIC KEY PRINCIPLES SafetyTrustworthiness and transparency Collaboration and mutuality Empowerment, voice and choice Peer support and mutual self-help Cultural, historical and gender issues Provide training in new skills, behaviors, and values If staff and consumers/customers fear a loss of competency, they will resist change They will revert back to the old skills, behaviors, and values when they feel threatened Change invariably involves a threat to one’s current sense of competency

8. Elements of Organizational Change 8 TIC KEY PRINCIPLES SafetyTrustworthiness and transparency Collaboration and mutuality Empowerment, voice and choice Peer support and mutual self-help Cultural, historical and gender issues Reward people Remember, whatever behaviors are rewarded, you get more of Acknowledgement, praise, new job assignments, or additional decision-making authority can be more powerful motivators than cash In every successful organizational change, people are the essential factor

9. Lessons Learned 9 A massive learning curve for old and new staff Moving cheese makes the native nervous. The challenge is keeping the team focused on tasks and goals. It’s important to share concepts, not details, of the reorganization Focus on opportunities for professional growth, not deletion of positions Build bridges, not walls; allies come from unexpected corners At each step, search for options and guidance from trusted sources, be open and listen, then choose what works

10. TIC: Why is this important? 10

11. TIC: Why is this important? “What Happened to You?” 11

12. Mark Hurst, M.D., FAPA Medical Director Ohio Dept. of Mental Health and Addiction Services 30 East Broad Street, Floor 36 Columbus, Ohio 43215 (614) 466-6890 mark.hurst@mha.ohio.gov Kim Kehl Trauma Program Manager Office of the Medical Director Ohio Dept. of Mental Health & Addiction Services 30 East Broad Street, Floor 36 Columbus, Ohio 43215 (614) 644-8442 kim.kehl@mha.ohio.gov 12