1. Cathryn C. Potter Butler Institute for Families University of Denver Sarah Webster National Resource Center for Organizational Improvement

2. System Change: Many Ideas and Fields of Study Leading Change: The Leadership Literature Managing Change: The Management Literature Planned and Unplanned; Constant and Episodic Getting Ready for Change: The Readiness Literature Implementation Science How do organizations “take up” innovations Organizational Development A Service of the Children's Bureau, A Member of the T/TA Network

3. System Change Scope Issues: “Where to start?” Fatigue Issues: “Should we be insulted?” Relevant questions: Does everything need to change? How to sort out what to change and what to leave alone? Can leaders change a system? Can we manage our way to change? Are our system change responses as fragmented as our system? How do we create an organization that deals well with change? A Service of the Children's Bureau, A Member of the T/TA Network

4. Why talk about this today? Examine some ideas from these diverse literatures Not to worry: Big ideas only Get ready to think together over the next two days Consider how these ideas can help in planning for Implementation Center Projects A Service of the Children's Bureau, A Member of the T/TA Network

5. Leading Change Leadership is fundamentally about leading change – small and large, ongoing and specific, internally motivated and externally driven National Workforce Institute: Leadership Academy for Mid-Managers and Leadership Academy for Supervisors A few “big picture” leadership ideas from Kouzes & Posner in The Leadership Challenge A Service of the Children's Bureau, A Member of the T/TA Network

6. Five Practices and Ten Commitments Model the Way Clarify Values Set the Example Inspire a Shared Vision Envision the Future Enlist Others Challenge the Process Search for Opportunities Experiment and Take Risks A Service of the Children's Bureau, A Member of the T/TA Network

7. Leadership, continued Enable Others to Act Foster Collaboration Strengthen Others Encourage the Heart Recognize Contributions Celebrate the Values and Victories A Service of the Children's Bureau, A Member of the T/TA Network

8. Managing in Changing Environments With Kudos to Katharine Cahn and David Berns, Working in Changing Environments, chapter in Child Welfare Supervision The Dynamics of Change Reactive Proactive Evolutionary A Service of the Children's Bureau, A Member of the T/TA Network

9. Managing in Changing Environments Stages of Organizational Change Creating Motivation to Change Introducing the Change Implementation Sustaining the Change Recognition of Accomplishment Or, Unfreezing, Changing, Refreezing A Service of the Children's Bureau, A Member of the T/TA Network

10. Managing Change Roles People Play (Rogers, 1995, Diffusion of Innovations) Early Adopters Early Majority Late Majority Resistors* Champions and Minders A Service of the Children's Bureau, A Member of the T/TA Network

11. Roles for Managing Change Vision Keeping Designing and Initiating Gate Keeping Building Engagement, Ownership and Commitment Coaching, Training and Educating Feedback and Advocacy A Service of the Children's Bureau, A Member of the T/TA Network

12. Influence Factors Organizational Components Core Implementation Components Core Implementation Components: Training, Coaching, Performance Measurement, Feedback Organizational Components: Staff Selection, Program Evaluation, Administration, Systems Intervention Influence Factors: Social, Economic, Political Fixsen, D.L., Naoom, S.F., Blase, K.A., Friedman, R.M. & Wallace, F. (2005). Implementation Research: A Synthesis of the Literature. Tampa, FL: University of South Florida, Louis de la Parte Florida Mental Health Institute, The National Implementation Research Network (FMHI Publication #231). Pg. 59. Multilevel Influences on Successful Implementation 12

13. Implementation Science The study of how practitioners “take up” research findings and other information into practice. Recent Review of Strategies used in I S and the evidence for them Revision of Professional Roles Multi-disciplinary Teams Integrated Care Knowledge Management Quality Management Organizational Interventions (Wensing, Wollersheim & Groll, 2009) A Service of the Children's Bureau, A Member of the T/TA Network

14. Readiness for Change A Service of the Children's Bureau, A Member of the T/TA Network

15. What the Literature Suggests No simple way to define and measure readiness for systemic change But some common readiness domains emerge Key question: Readiness for a specific change initiative or readiness for change in general? 15 A Service of the Children's Bureau, A Member of the T/TA Network

16. Readiness Domains: The Usual Suspects Sustained and intentional leadership focus Vision for change linked to outcomes Meaningful stakeholder involvement Monitoring, feedback and accountability Communication plans and capability Identification and availability of key resources Staff skills and time Peter Watson, NRCOI 16 A Service of the Children's Bureau, A Member of the T/TA Network

17. Readiness Domains: A Few Unusual Suspects Organizational culture and climate External influence factors—social, political and economic Alignment of key systems to support and sustain change Tone of monitoring and feedback process: “Gotcha” or “Got your back” Peter Watson, NRCOI 17 A Service of the Children's Bureau, A Member of the T/TA Network

18. Organizational Development OD is a field of research, theory and practice dedicated to expanding the knowledge and effectiveness of people to accomplish more successful organizational change and performance. Many people assert that, for OD projects to be highly effective, they must be systems-based in design and highly humanistic in implementation (McNamara, 2008) The objective of OD is to improve the organization's capacity to handle its internal and external functioning and relationships. A Service of the Children's Bureau, A Member of the T/TA Network

19. Some Common OD Ideas Since the basic building blocks of organizations are groups, then groups are the target of change initiatives. Collaborative approaches are best. Decision-making should live where the information for that decision lies. Communication, trust and confidence across levels are important. People support what they help create (Beckard, 1994). A Service of the Children's Bureau, A Member of the T/TA Network

20. Learning Organizations The basic rationale for such organizations is that in situations of rapid change only those that are flexible, adaptive and productive will excel. For this to happen organizations need to ‘discover how to tap people’s commitment and capacity to learn at all levels.’ A Service of the Children's Bureau, A Member of the T/TA Network

21. Learning Organizations Peter Senge’s The Fifth Discipline Learning organizations.. Constantly changing and expanding their capacity to create the results they desire, Nurture new ways of thinking about organizational imperatives, Nurture a culture of learning at all levels or the organization, Facilitate “collective aspirations,” such that People are continually learning to see the whole together. A Service of the Children's Bureau, A Member of the T/TA Network

22. Learning Organizations Basic Building Blocks: Systems thinking Personal mastery Mental models Building shared vision Team learning And, back to Leadership… Designers, Stewards and Teachers A Service of the Children's Bureau, A Member of the T/TA Network

23. Final Thoughts System change is a way of life in child welfare. Organizations need a way of being that maximizes the ability to function well in the midst of change. Leadership and management skills related to change are required. We can maximize our chances of successful implementation of new practices. Ultimately, system change is best managed in organizations that are developing and learning. A Service of the Children's Bureau, A Member of the T/TA Network

24. A fun formula that didn’t fit in anywhere…. If D x V x F > R, then Change is Possible D = Dissatisfaction with how things are V = Vision for what is possible F = First, concrete steps toward vision are identified R = Resistance Peter Lewin A Service of the Children's Bureau, A Member of the T/TA Network

25. Group Discussion Thoughts? Examples from your State or Tribe? Other ideas that would be important for IC Projects to consider? How can some of these ideas be used to support an IC project? A Service of the Children's Bureau, A Member of the T/TA Network

26. Cathryn Potter University of Denver Cathryn.Potter@du.edu 303-871-2913 Sarah Webster National Resource Center for Organizational Improvement sarahwebster8@aol.com A Service of the Children's Bureau, A Member of the T/TA Network