why how what of diversity - aucd hometo explore the concept of diversity as it relates to your...
TRANSCRIPT
Exploring the
Why—How—What of Diversity
through a lens of
Change
Presented by:
Angela Rosenberg
10/13/2016 Inside Out 1
When it involves Change
There are 3 distinct Preferences
10/13/2016 Inside Out 2
CSI: Change Style Indicator
https://www.discoverylearning.com/store/assessment
s/change-style-indicator/
CSI Slides and Descriptors Adapted & Used ©2003
Discovery Learning, Inc. All Rights Reserved.
Change Style Indicator ®
A Discovery Learning Product
©2003 Discovery Learning, Inc. All Rights Reserved. https://www.discoverylearning.com/store/assessments/change-style-indicator/
When approaching “changes” or dealing with situations involving change I…
I am ready to change things! Prefer the status quo Am dissatisfied with the status quo
Feel threatened Enjoy uncertainty Honor traditional ways of doing things
Can balance all perspectives Say…”Why change it?” Can see both sides of an issue
Like to challenge the existing structure Am practical and make it workable Am reluctant to take a risk
Am conventional Think : “It depends” Like unexplored risk
Like to preserve what is Ask others and get consensus Say, “What are the pro’s and con’s to
changing it?”
Think, “Let’s wait awhile” Like to make change happen…take big leaps Respond best to baby steps…incremental
change
Say…”Why not change it?” Move forward Am often middle of the road
Am predictable Am visionary Am unconventional and spontaneous
Just say “no”…at least at first Feel stuck… Just DO IT!
Compromise Am often indecisive Am often non-committal
# RED # BLUE # GREEN
CHANGENavigating Change STYLE PREFERENCE
©2003 Discovery Learning,
Inc. All Rights Reserved.
PRAGMATISTS
Explore the
structure
Prefer change
that is
functional
CONSERVERS
Accept the
structure
Prefer change
that is
incremental
ORIGINATORS
Challenge the
structure
Prefer change
that is
expansive
Navigating Change S O other flavors PREFERENCE
©2003 Discovery Learning,
Inc. All Rights Reserved.
PRAGMATIST-
CONSERVER
PRAGMATIST-
ORIGINATORS
When it involves Change
What is your Preferred Style?
10/13/2016 Inside Out 7
Personal Preferences: Navigating Change
CONSERVERS PRAGMATISTS ORIGINATORS
Prefer the secure route Flexible and adaptive Unconstrained by rules and regulations
Consistent steady pace Participative atmosphere-input of others
Independently pursue ideas focused on vision
Time/delay for reflection Action oriented, productive
Idea oriented—multiple tasks
Structured and Predictable Respond to needs of moment
Focus on long-range vision
May appear inflexible/set in their ways
May not promote own ideas enough
May ignore others’ input or impact of change on others
May over focus on details May appear to be too easily influenced
May overlook relevant details or move on before “completion”
The KEY: To Understand and Speak the Language of the “Other”
Talking Change CONSERVERs PRAGMATISTs ORIGINATORs
“Let’s take this slowly” “Let’s be flexible and consider options”
Why not get “ahead of the curve”
“One step at a time---what feels comfortable to you?”
“What do you think? Why don’t we check in with-----to get their opinion”
“Visionary new idea!”
“Let’s think about it…” “What about this plan--?” “Will this schedule work for you?”
“Think about the possibility”
“What have you done in the past….?”
“Let’s handle …..like this! I’m on it!”
“New!” “Exciting!”
“Maybe we can try ‘this’ first and see how it ‘feels’ (‘works’) and then decide
“Let me list some pro’s and con’s”
“Why wait? Let’s get started!”
“Maybe we can do this part---and leave the rest as it is…”
“Based on what I’ve read” “After looking at a number of websites”
“We can set up details later….Let’s move forward—not look backward”
“A Leader without Followers in Just a Person Out for a long Walk….. “
Linda Lopez, Former AZ State Senator
University of Arizona Leader Intensive Panel
10/13/2016 11
Change= Event + Emotion
• Change is the event
• Emotion is the psychological process
• Human reactions: fear, anxiety, anger
Change Process Model
• Give Support
• Give Information
• Emotional Domain
• Give Reinforcement
• Give Encouragement
I
Acknowledging
IV
Implementing
III
Investigating
II
Reacting
Emotional Domain
Cognitive Domain
Change Process Model
• Give Information
• Emotional Domain
• Give Encouragement
Acknowledging
IV
Implementing
III
Investigating
II
Reacting
VALUABLE STEP WHY the need to change? HOW do we get there? WHAT will it look like?
Stage of Change
•P
ast
Ori
en
tati
on
•Fu
ture
Ori
en
tati
on
Conserver
Orientation
Originator
Orientation
EMERGING:
Systems Change
Altered Procedures
Opportunities
New Alliances
HISTORICALLY IN PLACE:
Policies
Loyalties
Procedures
Proven Systems
Discovery Learning: Change Process
Model, 2002
Leading in Transition
Insideoutenneagram.com
THE WHY
Leading Others in Transition Do’s ….Please try not to
ACKNOWLEDGING Give Information
•Visible support •Provide Information •Assist w/Support Networks
•Hit people over the head with the truth •Push for acknowledgement
REACTING Give Support
•Acknowledge feelings •Provide time* •ID areas of stability
•Provide reasons not to feel the way they feel •Convince them this is good for them
www.Insideoutenneagram.com
Importance on the WHY
Leading Others in Transition
Do’s ….Please try not to
INVESTIGATING Give Encouragement
•Create opportunities to explore new possibilities •Employ participative decision making •Outline pro’s and con’s of new concepts
•Push choices •Punish mistakes •Misrepresent future options
IMPLEMENTING Give reinforcement
•Clarify desired outcomes •Reward effective performance •Get out of the way!
•Micro manage •Change the ground rules in the middle of execution
HOW
WHAT
Create a Readiness Culture
“We know changes are
coming, but we are not ready.”
Fear
“We know about the changes and
are prepared”
Ready to Go
“
We didn’t expect the changes and
are unready”
Chaos
“We are prepared for impending
changes.”
At the Ready
UNPREPARED PREPARED
UN
EX
PE
CT
ED
E
XP
EC
TE
D
Creating a Collective Readiness Culture
KNOWING the
WHY
“We know about the changes and
are prepared”
Ready to Go
KNOWING the
WHY
“We are prepared for impending
changes.”
At the Ready
PREPARED for CHANGE
UN
EX
PE
CT
ED
E
XP
EC
TE
D
You Explored your “WHY” Diversity
The WHY is the Belief that underlies everything you
“do”—
How and what you do means little without a unified
Vision
A clear sense of WHY sets Expectations
“Your” WHY is what makes your program
Unique
Sinek, S. Start with Why, 2009 21
Diversity an
d C
han
ge
Your
WHY
Your HOW
Of Diversity
Your WHAT
Related to Diversity
• WHY • WHY
• We are here to train and prepare a Diverse Inter-professional Clinical Workforce
• We are the Future of Public Health and Support the MCHB Goals for Diversity & Cultural Competence
HOW: HOW:
HOW:
HOW:
WHY?
Diversity
Ex: HOW* and
action steps
(Optional use of
Organizational
Value Matrices
to determine
HOWs)
CONNECTION to
WHY
CONSIDERATIONS WHO
Program/
Organization
Lead
WHEN
Estimated
timeline
EVALUATION
Measurement
WHAT
Anticipated
Outcome(s)
REFLECTION
Appraisal and
Considerations
Program:________________________________________ Date:
Our DIVERSITY WHY:
Contact:_____________________________ Email:________________________________________
Ex: WHY: Influence and ensure that all individuals receiving care at the UFL PPC have equivalent experiences,
opportunities
and the potential to maximize outcomes related to their healthcare experience
Ex: HOW* and action
steps
Create partnerships
w/specific
diversity/health
equity foci
(Used Organizational
Value Matrices to
determine HOWs)
CONNECTION
to WHY
CONSIDERATIONS WHO
Program/
Organization
Lead
WHEN
Estimated
timeline
EVALUATION
Measurement
WHAT
Anticipated
Outcome(s)
REFLECTION
Appraisal and Considerations
a.Develop Pediatric
Pulmonary Leadership
Program (PULP)
To equip
community
leaders to
improve the
lives of
children with
Asthma
Define problem
Learning Methods
Format Options
Review what has
been done
Hone topics
Angela
Miney, PPC
Faculty lead
Fall 2016
(Developed
timeline for
project
available)
See: FL PPC
Narrative
related to
specifics
See: FL PPC
Narrative
related to
specifics
See: FL PPC Narrative related
to specifics
Decisions Decisions Decisions
10/13/2016 26 Footer Text
Determining Importance
Making Informed Choices
10/13/2016 27 Translation
Define Discussion Parameters
• Likelihood-Impact – Likelihood of Achieving Success (as defined by Why/How)
– Anticipated Impact on defined target group/organization
• Competence/Value Analysis – Level of organizational expertise and resources
– Value as a community or public interest
• Time/Value (=$ gain/status) – Amount of staff time/interest/availability
– Value in terms of Why /How/Anticipated What
• Cost/Benefit Analysis – Cost to organization (grant funding potential)
– Ability to target and achieve: Why/How/Anticipated What
Organizational Value Analysis
(Likelihood Impact Matrix)
Hold Until Conditions
Improve
High Likelihood of Achievement
Low Impact Potential
Go For It!
High Likelihood of Success &
High Constituent Impact
Stop! Do Not Proceed
Low Likelihood of Success
&
Low Constituent Impact
Explore Potential
High Impact if Achieved
&
Low Likelihood of Proceeding
L
I
K
L
I
H
O
O
D
IMPACT
Organizational Value Analysis
(The Boston Matrix)
Build
Low Organizational Focus & Expertise
High Level of Public Interest and Funding
Move Ahead!
High Organizational Focus & Expertise
&
High level of Public Interest and Funding
Put on Hold!
Low Organizational Focus and Expertise
&
Low level of Public Interest & Funding
Explore
High Organizational Focus & Expertise
&
Low Current Public Interest or Funding
P
U
B
L
I
C
I
N
T
E
R
E
S
T
Organizational Focus
Criteria
Will vary by *strategy & decision content
Weight
Will vary by
agency *
decision (0-10)
Score* Comment (please print) Weighted Score (Weight x Score)
a Level of impact e.g. 9 6 54
b Implementation feasibility (ease with which home
office, regions, or chapters can implement the
strategy) c Appropriateness for target audience(s)
d Potential for collaboration
e Outcome feasibility (likelihood of having an impact
within (2-5 years)
f Appeal to (minority student population)
g Economic feasibility (degree to which could be
funded by internal or external sources)
Total Weighted Score
Envision Change…..
Let’s Get Started Activity Overview
Timeframe: 75 minutes
10/13/2016 33 Translation
Goal
To clarify the WHY of your program’s vision related to diversity, inclusion and cultural
competence and begin to develop a roadmap for change related to this critical focus area
Purpose of today’s Activity To explore the concept of diversity as it relates to your program and develop an action plan to enhance diversity related
initiatives
10/13/2016 35 Translation
Using knowledge of personal change style preferences and the group change
process to inform your group’s discussion and action plan
Objectives:
10/13/2016 36 Translation
During your discussion today:
• Note how your own change style preference (and that of your peers) influence(s) your conversation and (re)action(s) to diversity-related initiatives
• Reflect on the organizational change model and how stages of change may influence your institutional or program evolution related to diversity initiatives
Your task today:
• As a group, please confirm your program’s agreed upon WHY as it relates to diversity, inclusion and cultural competence
• Use group discussion to determine the HOW & WHAT of your program’s Diversity WHY
• Using the provided worksheet, document specific HOWs reflecting your program’s WHY statement indicating key personnel
• Use the worksheet to document anticipated WHATs
Tools to determine the HOW
10/13/2016 37 Translation
Team Action Plan worksheet University of Florida PPC’s “Exploration on Change and Diversity” Organizational Values Matrices “Five Questions to Ask During Times of Change”
Roles and Accountability
10/13/2016 38 Translation
Determine the WHO and WHEN for each
HOW
Support during the Activity
10/13/2016 39 Translation
• You….! Your insights about yourself and your colleagues
• Interprofessional colleagues around the country
• Me! Angela Rosenberg—Chat Box Questions • AUCD and MCHB Staff via email and messaging • Pre-webinar resources (Exploring your WHY
and Navigating Change including “talking change” handout)
I’ll be here if you need me…..
“If it be not now, yet it will come--the readiness is all”
W. Shakespeare
Hamlet
Act 5 Scene 2
Insideoutenneagram.com
WISDOM
What I Shall Do Differently On Monday
What you shared….What we Learned
• Creativity
• Curiosity
• Sharing
• Risk taking
• Intentionality
• Conscious Decision-Making
• Thoughtful Action
My top 5 “in times of change” recommendations
1. In times of uncertainty and stress, strive to give the most generous explanation
2. Wait to press “send” 3. In the midst of tumultuous change when things go
right great leaders look out the window instead of in the mirror and when things go wrong great leaders look in the mirror ... (“From Good to Great” J. Collins)
4. Navigate change like a “duck”: Remain cool and unruffled on the surface even if you are paddling like hell underneath
5. Communicate during times of change! In the absence of communication, people will make assumptions
Spider Weaving a New Web Hopi Name
“Nothing Endures but Change”
My Thanks again to:
The Joint Training Meeting Planning Committee for their confidence in me, time, and insights in developing the learning goals for this “virtual” meeting
The University of Florida PPC for their collective insights in exploring the WHY and so much more and sharing it with the network. You rock!
The Maternal and Child Health Bureau and AUCD for their ongoing support in developing National models of leadership training
Marty Rosenberg…my favorite “Conserver” for allowing me to tell his story
To Ben Kaufman for his invitation to me to facilitate this meeting and his leadership and organization throughout the planning and delivery process.
Let me know HOW it goes…
You can find me @
www.insideoutenneagram.com