vaughn f. keller, mft, edd. confession admitted change junkee began in 1966 and i’m still at it....

Organizationsand

Organizational Change

Vaughn F. Keller , MFT, EdD

ConfessionAdmitted Change

JunkeeBegan in 1966And I’m still at it.

Hope you find some nuggets today.

Begin at the beginning: What is an organization? What it is not:

FamilyClubNeighborhood

All of these can have organizations within them

An organization is: A purposeful socio-technical system of

events Developed to provide services or

products To an environment

Note Bene The cellular material

of an organization is the event – not people

Mind blowing The goal is to

change events

Now we can begin to build our map of the territory

Events

ENVIRONMENT

MEMBERS

Events

ENVIRONMENT

MEMBERS

It’s all about roles and relationships

Needs

Demands

Resources

Services and/orproducts

Events

ENVIRONMENT

MEMBERS

It’s all about roles and relationships

Needs

Demands

Resources

Services and/orproducts

Needs

Appliedexpertise

Satisfiers

Demands

Events

ENVIRONMENT

MEMBERS

THE GLUE THAT HOLDS IT ALL TOGETHER

Needs

Demands

Resources

Services and/orproducts

Needs

Appliedexpertise

Satisfiers

DemandsMission Strategy

Viable Relevant

APPROPRIATE

Events

ENVIRONMENT

MEMBERS

Needs

Demands

Resources

Services and/orproducts

Needs

Appliedexpertise

Satisfiers

DemandsMission Strategy

Let’s go inside the organization: Five sub-systems

Boundary

Adaptive

Management

Maintenance

Operations

Let’s go inside the organization: Five sub-systems

Boundary

Adaptive

Management

Maintenance

Operations

Think Events

We get asked to Work within the total organization In a sub-system called operations Which may have several programs not just

clinical And we are asked to train staff When in fact we have another task To change the clinical strategy So we are in the strategic change business Not the training business (we do training but it

is not the core business)

So what’s a strategy? It is a theory That describes How this organism Can effectively Interact with a given environment To pursue its mission At this point in time

Keep our eye on the ball

Let’s start at the end: how do you know when a strategy has been changed?

StrategicChange

Policies andprocedures Budget

Powerdistribution Communications

Beliefs andbehavior

Policies and Procedures Policies are decision

rules. They establish the limits of behaviors: canals of actionHire and retain people

who are competent in practicing MI

Evaluate outcomes and inspect fidelity

Procedures are purpose driven action sequences: manualsE.g. use MITIFrequency of

inspections and coaching

MI consistent assessments

Budget Think Money

Books, DVD’s, etc.Consultants: Training

and coachingCoding training

Think TimeInstructional hoursCoaching hoursCoding hours

Think Power Distribution Champion: initiate, persuade and protect Change agent: manage (process,

resources, communication) Trainer Coach Coder

Communications Channels

Who talks to who?Why?When?How?

ContentMetaphors (e.g.

clinical strategy)VolumeToneQuestions and

answers

Beliefs and Behavior Focus on:

We are changingHere is why

(evidence)SpiritConcepts

Focus on:Demonstration of

attitudeDemonstration of

specific skillsMove from abstract

application to concrete application to realistic application

Coaching, coaching, and more coaching

Change Roles: Get Them Right

InitiatorChampion

Collaborator

Consultant

FacilitatorWho has the juice?

When we fail: Wrong conversation

at the beginning: training not strategy

Anxious to get the work: guruing

Not thinking systemically

No road map with a clear cut destination

Complaining rather than changing

Afraid to walk away

Don’t be afraid

Hope you found some