Applying Child Welfare Coaching Methods to Technology Projects · Attends the two-day workshop on...

Applying Child Welfare Coaching

Methods to Technology Projects

Workforce Optimization

Monday

August 31, 2015

teamnorthwoods.com Revolutionizing the Delivery of Human Services®

ISM 2015

Applying Child Welfare Coaching Methods

to Technology Projects

teamnorthwoods.com Copyright © 2015 Northwoods Consulting Partners, Inc. All rights reserved. 3

Today’s Agenda

• Welcome and Introductions

• Setting the Foundation

• What Coaching Is and Is Not

• Role of Coaching in Technology Projects

• Tools, Templates and Tips

• Q & A - Discussion


What’s the Purpose

Most Common Approach

Thinking a Different Way


Common Issues

Frequently used incompletely

Frequently used inconsistently

Can be overwhelming to existing agency resources

Policy vs. Practice

One Size Fits All


Meet Them Where They Are

• Social and Human Services

• Complex families and situations

• Future preparedness


Increasing User Adoption

• Supporting transition when re-engineering business practices

• Workers will use the right tools for the right reasons

• Applying your expertise during this phase


The Need for Coaching in Child Welfare and Social Services

When making a practice change in the field of child welfare, all practitioners must adopt the change. The practitioner is the

focus of the change itself (Fixsen, et al., 2009).

Child welfare staff need advanced critical decision-making skills that cannot be taught in a one-time training.


Definition of Coaching

Coaching is a process by which the

coach creates structured, focused

interaction with learners and uses

appropriate strategies, tools, and

techniques to promote desirable and

sustainable change for the benefit of the

learner, making a positive impact on the

Organization. - adapted from Mink, Owen, & Mink, 1993;

Cox, Bachkirova, & Clutterbuck, 2010


Impact of Traditional Training

• Limited to classroom only

• Little/no understanding of process change

• Regression to old way

• Agency not prepared to train new social workers


Tenants of Coaching

• Coaching is most successful when it is voluntary.

• Enrollment is a process that occurs when the coach and learner create and agree upon clear outcomes, identify

potential challenges to the coaching process, and mutually express commitment.

• Coaching is an ongoing process that requires time; learners must be able to spend time in the learning process.

• Coaching requires an atmosphere of trust and experimentation and a strengths-based learning environment

that encourages growth.


Tenants of Coaching

• Coaching is individualized to each unique learner.

• Coaching is most successful when it is evidence-based and allows for the use of current knowledge, integrated with practitioner expertise in making decisions about how to deliver coaching.

• Coaching increases success in the organization. Coaching an individual social worker improves job performance and development while profoundly impacting the success of the child welfare organization.


Stand-Alone Training vs. Coaching

Mary (Attends a Training Session ) Elizabeth (Receives Coaching)

Registers for a two-day training and does not receive any pre-training material for review.

Receives web-link prior to training with a request to review the videos contained on the website prior to training.

Attends the two-day workshop on Compass Pilot and CoPilot, and receives links to online help tools if questions arise.

Attends the two-day workshop on Compass Pilot and CoPilot, with tip sheets, tools and online help options.

Asks questions regarding the use of Compass Pilot and CoPilot as needed.

Daily, for the first two weeks after training, meets with her colleagues and supervisor to discuss the uses of Compass Pilot and CoPilot.

Within the first two weeks after training, supervisor observes the use of Compass Pilot and CoPilot in practice. Supervisor provides feedback and guidance, allowing for reflection on the part of Mary.

During ongoing coaching sessions and unit meetings, review uses of Compass Pilot and CoPilot to better inform practice and processes, with the goal of improving outcomes.


A University of Kansas Center for Research on Learning study found that 85% of participating [learners] that

were provided with coaching implemented newly learned instructional methods, where only 10% of

participating [learners] who did not receive coaching implemented newly learned instructional methods. –

Joyce & Showers, 2002


Professional Development

Elements

Knowledge Level Percentage of learners understanding contents

Skill Level Percentage of learners demonstrating proficiency in instructional practices

Transfer to Practice Percentage of learners regularly implementing instructional practices

Theory (Presenter explains content )

10% 5% 0%

Demonstration (Presenter models Instructional practices)

30% 30% 0%

Practice (Learners implement Instructional practices)

60% 60% 5%

Coaching (Learners receive ongoing support and guidance)

95% 95% 95%


Why Coaching Works

• Coaching provides the opportunity to fine-tune skills through feedback and assistance.

• Time and encouragement is provided to analyze practices and decision making at a conscious level.

• Coaching provides a safe, supportive environment to implement practices learned in a classroom setting in real life situations.

• Coaches are enabled to provide open and honest feedback within a supportive environment.


Why Coaching Works

• Positive social gains are brought to the organization by implemented coaching

• If coaching leads a worker to being equipped with enhanced

skills, then the organization will be more effective, which translates to improved outcomes for children and families.

• Collaborative learning organizations have better outcomes,

which benefit all workers and clients served by the organization.


Outcomes of Coaching

Outcomes for the Social Worker Outcomes for the Agency

Develops self-awareness Increases creativity and learning

Increases openness to learning Increases organizational performance

Instills greater clarity of roles and responsibilities Creates a motivating environment

Enhances the ability to identify solutions Improves relationships among workers

Improves performance and goals Fosters greater use of each learner’s potential and talents

Improves skills and behaviors Improves outcomes and return on investment

Provides opportunities for accountability to the agency

Provides opportunity for accountability

Provides a safe environment for the learner to take risks and make mistakes

Supports the agency in adopting a learning philosophy that is not punitive


Why it is so important to understand an agency’s business processes, practices and procedures?

• Every agency is unique

• Focus on social workers, not technology

• Hands-on, real-time support by coaches:

– increases user adoption

– decreases regression

• Technology becomes invisible extension of daily work


Lessons Learned

• Acknowledge and accept that changes are necessary and will happen

• Establish need and purpose

for transformation

• Share the vision through ALL levels of the organization


Law of Diffusion of Innovation

Need a good coach


Head Coach

Asst. Coach

Lead Workers

IT

Trainers

New Staff

Experienced Staff

Specialized Program

Areas

New Programs


Essential

Skills

Shadowing

Practice & Procedure

Acquiring Expertise

Triage

Co-Facilitate

Ongoing & Future Staff Development

Prep & Debrief

Work Along & Ride Along


Agency Leadership Team

Management Team

Head Coach

Assistant CoachAssistant CoachAssistant Coach

Ancillary Programs Direct Service Staff Support Staff

Northwoods Consultation,

Support & Training

Feedback and

Information Collected

Level I"Plan"

Level II"Do"

Level IV"Act"

Level III"Study"

Implementation and

Ongoing Data collection

Distribute Information

Evaluateand

AssessCurrent

Processes

Establish recommendations

for evaluating strengths and needs


Go slow now, so you can go fast later

Retreat Growth

Stasis Confirmation

Co

mp

lex

Lear

nin

g O

pp

ort

un

itie

s

Enrollment HIGH LOW

HIGH


Communication Matrix Description Purpose Target

Audience Method Timing / Frequency

Weekly Huddle

Usually led by an Assistant Coach or lead worker to encourage and support consistent use of CoPilot; Information obtained during this brief meeting is collected and provided to Head Coach; Social Workers share creative uses of CoPilot.

Small groups of 4-5 Social Workers

Stand-Up

15 – 20 minutes, weekly

Tech Talk Serves 2 main purposes:

1. Information sharing session designed to identify what social workers

need to promote successful use of CoPilot, what is going well,

challenges experienced, and existing business practices to be examined.

2. Training is provided by IT or System Administrator specific to

technical solutions, applications, updates, etc. Social Workers identify

topics for training.

Social Workers using CoPilot,

IT, Asst. Coaches

Meeting

Monthly, 45 - 60 minutes

Supervision

Supervisors determine how frequently each of their assigned team members is using CoPilot; Supervisor gathers information regarding what is working well and where additional assistance or training is needed; Supervisor assists with identifying existing policies and procedures for potential modification; Opportunity to discover innovative strategies to explore.

Social Worker One-on-one

Determined by agency

(at least monthly)

Leadership/Management Meetings

Confirm direction and planning; Identify commonalities experienced

between units; Review progress updates and needs as provided by

Head Coach; Evaluate policies or procedures for modifications as

necessary to support modernization of business practices.

Managers Meeting

Determined by agency

(at least monthly)

All Staff Meetings

High level overview of progress and future planning; Individual staff members are selected to share their “success stories” or best practice strategies.

All agency staff

Meeting

Set by agency

Agency Newsletter

Sustain excitement and maintain momentum; Sharing of success

stories, key procedure changes and creative use of CoPilot in serving

children and families.

All staff and Key Stakeholders

Email

Monthly or as determined by

agency

Description Purpose Target Audience

Method Timing / Frequency

Mass Communication

Share key decisions, next steps, updates and new procedures All staff Email As needed


Weekly Huddle

“The Morning Huddle” plays a big role because it is a quick, 15 minute get together. While only a small

part of the day, it will definitely have a significant impact on your agency, especially when applying

innovative technology like Compass CoPilot. Setting aside a few minutes at the beginning of the day

offers several advantages to staff, administrators and even the families and children being served. The

goals of the Morning Huddle are to:

1. Help start the day well

2. Support and acknowledge improvements as well as ongoing attempts at improvement

3. Reinforce focus on the “right” things

4. Recognize the strong sense of team

5. Encourage communication

Try to hold your huddles near the social workers’ desk areas, for example, in the hallway or between

rows of cubicles. And if at all possible, avoid using a meeting room. After all, this is not a meeting; it is

about information sharing and teambuilding.

Determine what will be talked about in the Morning Huddle. It is recommended to start out utilizing the

following three questions:

1. What did you do yesterday with Compass CoPilot?

2. What will you do today with Compass CoPilot?

3. Are there any impediments in your way as you plan to use Compass CoPilot today?


Cool Tools


Compass

Pilot

Able To

Demonstrate Skill

(Yes/No) Em

ily

Coo

per

Kat

ie

Bla

nd

Sara

h

Bro

nso

n

Sim

on

Lo

Kat

e

Mer

curi

Am

y

Ott

o

Jare

d

Selly

Notes

(Ideas, Training Needs, Hints, IT Suggestions, Etc.)

Ref

resh

er

nee

ded

?

GENERAL

Change Password

PEOPLE

Search Member in

People

Add Member to a

Case

Add Case to “My

Cases”

Designate the Case

Head

Add the Case Head

Member to

“My People”

Add an Alert for

Case Head

Find All Documents

for Case Head

Open a Form for

Case Head

Find all Tasks for

Case Head

Create a New

Member

Create a Task for a

Member

CAPTURE


T E C H

T A L K

----- Agenda Topics ----- Announcements: Brief overview of important organizational updates significant to Compass Pilot and

CoPilot (approx. 5 minutes).

Time with IT: IT Admn or designee utilizes opportunity to provide technology training, demonstrate

proper use of tools and receive questions specific to software and hardware. (approx.

20 – 30 minutes as determined by IT.)

Roundtable: Facilitator encourages discussion among meeting participants by asking:

1. What features do you use the most/least? Why are those favorite/least favorite?

2. What features would you like to use more? What is preventing it?

3. How have you used CoPilot in unique ways?

4. Are there things you would like to do with CoPilot but haven’t?

5. If you are experiencing challenges, what are they, what have you tried and when?

(appox. 20 minutes).

Next Steps: To assist staff with adopting new business practices:

1. Be prepared to provide suggestions on how to increase use of CoPilot

2. Confirm statements made during Roundtable and any required follow up

* Collect notes from meeting and send email of highlights to all staff. Notes will also help serve as a means to monitor progress from one meeting to the next.


Lessons Learned

• Identifying simple measurements

• Establish easy wins

• Acknowledge creativity

• Communicate effective innovation

• Create a game plan

These opportunities often prove to be powerful and within them, create the ability to mysteriously transform all involved.


Initial Interest: Learning Styles

• Adult Learning Styles

– Have a need to know

– Thrive when learning is self-directed

– Have a readiness to learn

– Internally motivated

– Experiential learning

All it takes is dedicated, committed,

passionate and enthusiastic folks

who desire to make a difference.


Joint Planning: Reflective Cue Prompts

Facilitate Learning

Reflection

Influencing Factors

Continued Learning


Game Plan for Success

Identify Coaching Staff

Determine amount of training/support needed

Establish schedule for training

Staff

Coaches

Create activities for Coaches

Establish anchor points

Create tools as needed


Crow Wing, MN Success Stories

“The Coach Model has worked very well because we have our own internal staff championing the tool.”

- Kara Terry, Community Services Director

“I was a paper and pencil person before. It was a little adjustment, but with the training that we got, it was a pretty easy transition. I started out as knowing nothing and quickly assumed a coaching role.”

- Jason Ost, Children’s Mental Health Social Worker

“It’s not just that typical ‘here’s your program, figure out how to make it work in what you do.’ You designed it to work in what we do.”

- Cindy Johnson, Child Protection Social Worker


Thank You

Rich Bowlen

Northwoods

Director, Protective Services

614.707.5112

[email protected]

@RichBowlen

Susan Brooks

Northern California Training Academy at the Center for Human Services, UC Davis Extension

Director, M.S.W.

530.754.5846

[email protected]

Thank You

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