“Change and Collaboration In Action ”

Capacity Buildng! “Change and Collaboration In Action” WWO – Capacity Building Initiative Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Collaboration Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

“Effective collaboration is a process by which two or more individuals can constructively explore their differences, and can search for and seek solutions that go well beyond their individual agendas. In a collaborative effort, the group is more important than the individuals, and the individuals share equal rights and privileges.” Mordock 2002 Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Collaboration… • Is essential to the successful functioning of the team coming together • Must be present to achieve established goals and outcomes – cannot collaborate with someone not in the room • It is not always about equal rights, as generally, someone in a collaborative relationship has authority over another Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Who is involved? An example Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

In order to successfully collaborate… • Must know about the others with whom you are working • Agency mission and vision • Structure of their organization • Available services they offer or scope of their practice • Acceptance criteria • Culture of organization • Their perception of their role in the process Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Successful Collaboration • Must involve many • Group goals and individual goals are equal • Shared vision • Clear purpose • Understand mission of others • High levels of communication • Continued support • Believe that others will uphold their responsibilities • Commitment to working together • Cross-systems training available • Culturally competent and understand the importance of respecting the needs of all partners Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Systems Theory THE CLOSER TO YOU THE EASIER FOR COLLABORATION Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Power and Authority • Collaboration is still beneficial even if power and authority are not equal • Maximize the benefit of collaboration through: • Collaborating as much as possible • Collaborate when planning and decision making Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Unsuccessful Collaboration Is caused by… • Role confusion • Power and control issues • Lack of mutual respect • Lack of participation • Lack of accountability • Lack of flexibility • Scheduling problems • Lack of or NO leadership • Lack of cooperation • Conflicting agendas or needs • Lack of sense of humor Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

“Change Agents in Action” “I’ve got this!” Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Understanding Change in India • COUNTRY/WORK/VALUES are constantly changing • Poorly implemented change can result in conflict and poor morale • Change is caused by new ideas, new laws, practice standards, philosophical changes, state of the economy, etc. • Change can promote growth • Change can also cause crisis • Crisis can be a catalyst for more change Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Normalizing ChangePartner Activity… • If you could change who you are – who would you want to be? Or if you could now change something in your life, what would it be? • What is one change you have had in the past two years that has been good – and why. • What is one change you have had in the past two years that has been troublesome – and why. Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Change Management SIMPLE Definition of change…. • Moving from one place to another!!!! Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Likert Charts • Take your strip of paper and complete one stem for each of the following statements and then post on appropriate chart: • To me, change means…. • Emotion most common I see with change…. • Change in our country is…. Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Types of Change Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Reactive Change • Imposed by others • Response to crisis or other event • Usually results in rash reactions that do not get buy-in • Requires lots of work to help others understand the change and build their commitment to the change Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Proactive • Oriented toward a plan related to a perceived need • Involves collaboration with partners and stakeholders • Best when others are encouraged to participate in the planning process • Can be an excellent developmental strategy Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Evolutionary • Change as a result of the course of business. ….laws changing, values changing, needs changing, etc. • Best when, through partnership and collaboration – one helps others to understand and predict this change • Best when others are kept involved in the planning process Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Two Catalysts of Change • Self Inflicted –kinda feels okay • Others Inflicted – can build resistance Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Change!!!! • Self Inflicted – change one thing you are doing right now. • Others Inflicted – follow my ORDERS • Hold for 2 minutes!!! Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

A curve in the road is not a bad thing unless you fail to navigate the turn. Change agents help to navigate – you are potential change agents for this initiative. Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Stages of Change Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Catastrophic Expectations Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Implementation of Change • Change is scary, people are often resistant Question: How do you see yourself introducing change to others who are generally resistant to change? Discuss Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Change Management • Implementation is generally easier if stakeholders are involved in the planning process • Stakeholder commitment impacts how change is adopted • Philosophical shifts must be well-planned and planning should include all possible stakeholders Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Situational Leadership • Tool for change management • Consider staff differences and alter approach with each stakeholder • Varying stakeholder roles in the change process impact how change agents should help stakeholder adapt to the process • Using situational leadership or collaboration styles, the change agent selects the most appropriate approach – we must be strategic • Relationship is important in change management, so change agents should rely on “selling” and “participating” with respect for others ideas and challenges Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Role in the Change Process • Vision Keeper • Culture Builder • Co-designer and Change initiator • Gatekeeper • Builder of Engagement, ownership and commitment • Coach, trainer, educator • Provider of Feedback and advocacy to agency How are you doing? Thoughts? Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Transformational Leadership • Brainstorm the key characteristics of transformational leadership with respect to change management….. Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Transformational Leaders… • Help others to see the benefits of change • Embrace and continuously promote proactive change • Anticipate change and proactively manage it Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Consequences of Change • Positive and negative • Must be considered prior to implementation • Strong reactions in others, even if requested or positive Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Feelings Personal wants/needs Values Likes Dislikes Family Confidence Commitment Friends Family Colleagues Steps Plans Activities Details Costs Benefits Goals Measures Outcomes Deadlines Etc. Process Transition Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Feelings cycle Denial Fear Acceptance Advocacy Anger Frustration Curiosity Experimentation OH 3 Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Six BeliefsWhat Change Does this Represent? Everyone Deserves to Be Treated with Courtesy and Respect All Families Have Strengths All Children and Youth Deserve Permanency • Children and Youth Should be Safe • Children and Youth Belong With Their Family • Prevention Reduces Child Abuse and Neglect Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Beliefs Activity • With Your Assigned Belief – • Identify how you can encourage this belief with partners and/or stakeholders you have identified as critical to the belief 1. Choose three practice activities 2. Write three behaviors that would promote this activity/belief 3. Identify how you will know stakeholders are applying this belief…what is the evidence?33 Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

A curve in the road is not a bad thing unless you fail to navigate the turn. Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Whether we like it or notCHANGE is happening all around us: • Environment • Economy • Politics • Workforce • Technology • The real question is whether we are ready to adapt to a changing world? Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Organizational Change… Involves system-wide change - Possibly: • Mission • Restructuring practice • New technologies • New clients or practices for clients • New programs • Re-engineering Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Organizational Change • In looking at the impact of change on an organization and how to manage the change an important factor needs to be considered: • Organizations are merely a collection of people….. therefore: • Organizations don’t change but PEOPLE in them do!! Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Given the reality that change ultimately affects people, the need of any organization is to guide the stakeholders so that they: • Understand the need for Change (Vision) • Accept the changes in a positive and timely fashion (buy in) • See the benefits in the changes Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Critical components of gaining the stakeholder’s buy in to change include: • Regular and ongoingcommunication • Meaningful and activeparticipation • EstablishingWIIFM early and stating it often • What’s In It For Me Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

People in the change process LAGGARDS 7% RESISTERS 10% EARLY MAJORITY 37% LATE MAJORITY 37% INNOVATORS 7% Adoption of Change Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

CHANGE agent CHEERLEADERS • With your group- and your assigned place in the change curve… • Create a cheer that has both words and actions. • This cheer must reflect your place in the change process of family-based care. • Be creative and give us the true message! Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

ASSIGNMENTS…. A = Innovators B = Early Majority C = Late Majority D = Laggards E = Resisters F = The Change Leaders Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

“I THOUGHT THIS CHANGE WOULD BE EASY!!! Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Major Difficulties in Accomplishing Change • PEOPLE • CONTROL/INFLUENCE • CONFUSION AND/OR LACK OF PLANNING Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Low skill Low resilience Too many Unclear purpose Low involvement of stakeholders No success measures offered Closed system Fear of failure Rigid paradigms Unconscious incompetence Insufficient resources Rigid change agents MAJOR BARRIERS TO CHANGE Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Get an expert Talk about change Get feedback Engage in meaningful change only Dive in and act Use a team focus Delegate leadership Plan for flexibility Allow time Keep focused on benefits/mission Remember transitions Caution about area of influence Ask for volunteers Give kudos Action Research focus Create a closure plan 16 Ideas to Consider Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Essentials for Change • ADAPTIVE LEADERSHIP • Knowledge • Vision FOCUS • Faith IN CHANGE • Initiative • Training and development Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

Control and influence LOCUS OF CONTROL AND INFLUENCE AREA OF CONCERN NO CONTROL OR INFLUENCE Developed by: Ruby M. Johnston For WWO Capacity Building Initiative

“Change and Collaboration In Action ”