elements of organizational change central ohio regional collaborative february 27, 2015
TRANSCRIPT
Elements of Organizational ChangeCentral Ohio Regional Collaborative
February 27, 2015
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"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
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
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TIC KEY PRINCIPLESSafety Trustworthiness
and transparency
Collaboration and mutuality
Empowerment, voice and
choice
Peer support and mutual
self-help
Cultural, historical and gender issues
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”
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TIC KEY PRINCIPLESSafety Trustworthiness
and transparency
Collaboration and mutuality
Empowerment, voice and
choice
Peer support and mutual
self-help
Cultural, historical and gender issues
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
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TIC KEY PRINCIPLESSafety Trustworthiness
and transparency
Collaboration and mutuality
Empowerment, voice and
choice
Peer support and mutual
self-help
Cultural, historical and gender issues
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)
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TIC KEY PRINCIPLESSafety Trustworthiness
and transparency
Collaboration and mutuality
Empowerment, voice and
choice
Peer support and mutual
self-help
Cultural, historical and gender issues
Elements of Organizational Change
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TIC KEY PRINCIPLESSafety Trustworthiness
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
Elements of Organizational Change
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TIC KEY PRINCIPLESSafety Trustworthiness
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
Lessons Learned
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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
TIC: Why is this important?
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TIC: Why is this important?
“What Happened to You?”
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Contact Information
Mark Hurst, M.D., FAPAMedical DirectorOhio Dept. of Mental Health and Addiction Services30 East Broad Street, Floor 36Columbus, Ohio 43215(614) [email protected]
Kim KehlTrauma Program ManagerOffice of the Medical DirectorOhio Dept. of Mental Health & Addiction Services30 East Broad Street, Floor 36Columbus, Ohio 43215(614) [email protected]
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