8 Steps to Sustainable Organizational Transformation

Report
8 Steps to Sustainable
Organizational Transformation
Leading Change in Complex Human
Service Environments
RBS Reform
8 Steps to Transformation
1
Stages of Change
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Urgency
Authority
Vision
Engagement
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Empowerment
Momentum
Mandate
Anchorage
Proehl, Rebecca Ann. (2001). Organizational Change in the Human
Services. Thousand Oaks, CA: Sage Publications. ISBN: 0761922504
RBS Reform
8 Steps to Transformation
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Urgency
• Communicate a clear sense
of urgency that
motivates the
necessary attention
and learning
RBS Reform
8 Steps to Transformation
3
Authority
• Give change leaders the power,
resources and time to make the
change happen
RBS Reform
8 Steps to Transformation
4
Vision
• Articulate a consistent and clear
vision of the new system’s purpose,
design, operations and highlights
RBS Reform
8 Steps to Transformation
5
Engagement
• Change leaders share both the
urgency and the vision with their
units and engage everyone in the
change effort
RBS Reform
8 Steps to Transformation
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Empowerment
• Leaders, teams and programs
implementing the new system are
given the power, permission and
flexibility to overcome the inevitable
obstacles
RBS Reform
8 Steps to Transformation
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Momentum
• Teams identify and take advantage of
short-term wins to build momentum
RBS Reform
8 Steps to Transformation
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Mandate
• Change teams have the mandate and
authority to consolidate the shortterm wins and keep moving forward
RBS Reform
8 Steps to Transformation
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Anchorage
• The new system must be anchored in
the organization’s culture,
infrastructure and community
relationships
RBS Reform
8 Steps to Transformation
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Eight Questions for RBS
1. Why is it urgent for your agency to change?
2. How much authority do your change leaders need to
leverage this change?
3. What is your vision for your agency’s role in the new RBS
system?
4. How well are your staff engaged in the change process?
5. Do staff have the tools they need to implement change?
6. Where is the low hanging fruit you can pick to gain
momentum?
7. Do your change teams have a mandate for continuing to
move forward?
8. What would your agency be like if RBS was anchored in its
culture and operations?
RBS Reform
8 Steps to Transformation
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Passion Drives Change
• “Changing behavior is less a matter
of giving people analysis to
influence their thoughts than
helping them to see a truth to
influence their feelings.”
• John Kotter - The Heart of Change
RBS Reform
8 Steps to Transformation
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Vision Focuses Change
Why Change?
Clarify the need for change
Explain the options for change
Describe the present
state
Define desired future
state
How Can We Get There?
Here’s who will do what, and when
they’ll do it
RBS Reform
And Here’s How We’ll Make It
Work!
8 Steps to Transformation
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Performance Measures
Drive Change
• People produce what is
measured …
• So be careful what you
keep track of …
• The better the alignment with vision
and value • The more likely people will rise to
the challenge
RBS Reform
8 Steps to Transformation
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Human Factor Engineering
If you keep putting different
people in the same situation,
and they keep making similar
mistakes …
Maybe it’s the situation and
not the people!
RBS Reform
8 Steps to Transformation
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Change Levers
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Language
Reaction to crises
Attention and recognition
Shared learning experiences
Allocation of rewards
Consistency/Repetition
Framing
Criteria for selection and dismissal
RBS Reform
8 Steps to Transformation
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