Creating Organizational Change WorkshopCreating Organizational Change Workshop February 19 | 2016...
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Creating Organizational Change Workshop February 19 | 2016 9:45 AM-12:00 PM Program Support Provided By
Transcript of Creating Organizational Change WorkshopCreating Organizational Change Workshop February 19 | 2016...
Creating Organizational Change Workshop
February 19 | 2016 9:45 AM-12:00 PM Program Support Provided
By
Presenter
Presentation Notes
Thank everyone for joining the workshop (on behalf of City Parks Alliance). City Parks Alliance is the only nationwide membership organization solely focused on urban parks. It unites and serves a growing network of hundreds of civic and community leaders, parks and recreation agencies and nonprofits, funders, professional planners and designers and others. We are working to build a broad-based constituency to support parks and green spaces contributing to dynamic cities. We are particularly interested in park partnerships, commonly known as public-private partnerships. We primarily work to support collaboration among different entities to help cities find solutions to pressing problems, using parks as a tool. Today’s workshop is a continuation of two we did last fall (in Flint and Detroit) – and is part of a 2-year pilot program to develop a park partnership training curriculum. This partnership training initiative is made possible by support from REI and a number of regional supporters including: the Knight Foundation, Michigan Department of Natural Resources, Ruth Mott Foundation, Michigan Municipal League, National Parks Conservation Association, and the Motor Cities Automobile National Heritage Area. City Parks Alliance also provides a range of resources to support your partnership development, such as: Webinars Study tours Greater & Greener conference: the next one will be in Saint Paul and Minneapolis next summer, and PARKXCHANGE, an online database of partnership agreements We’ve included information in your packets about City Parks Alliance and hope you will join the network!
Workshop Leader:
Caryn Ernst Washington, DC
Presenter
Presentation Notes
I’ve been an independent consultant for the last seven years, after having worked with the Trust for Public Land as Director of Conservation Vision services for a decade. Although I studied organizational development and change as part of my Masters in Public Administration, most of my experience comes from working as a consultant with organizations during periods of dramatic change or crisis, helping them identify the underlying structural and policy issues that holding them back, and creating a financially and politically viable strategy for moving forward. Currently I’m working with the City Parks Alliance to develop what we’re calling now “The Parknership Forum” – a training series focused on the skills needed for successful park partnerships. This organizational change workshop is one of the mini-workshops developed as part of this training series.
Brookline, MA Case Study Part I
Presenter
Presentation Notes
CPA’s workshops combines real life case studies with current theories and models. Since organizational and cultural change is complex and there is no straight line to success, we use case studies and role plays as tools to explore the theories and models and apply them to situations you might be facing in your communities. The case study we will be exploring today is Brookline, MA, a suburban town on the outskirts of Boston. We will read the case study in three parts. After each part, we will discuss the situation and how we might handle the challenges they’re facing and explore how different models for organizational change may or may not apply to this particular situation. We’ll end the workshop with a role play, which is a fictionalized scenario based on this case study. We’re going to start by jumping right into the case study. But before we do that, I’d like to see a quick show of hands to get a better sense of who’s in the room: Public parks department Nonprofit parks organization Private company Other I’m going to give you 5 minutes to quietly read the case study to yourself. I recommend reading through it once, reviewing the discussion questions at the end. Then, if you have time, skim through it one more time with the discussion questions in mind.
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Leader-Driven Organizational Change Model
Adapted for National Capital Climate Fundamentals Academies Workshop #1, Association of Climate Change Officers, February 2016.
Kotter’s 8 step change model
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Presentation Notes
HAND-OUTS First model is the “classic” leader-driven org change model. Kotter, who developed this particular 8 step process, is with the Harvard Business School, and I think his model reflects much of the corporate literature on organizational change. This type of linear process is most appropriate in organizations in which decision-making is fairly hierarchical and leaders are attempting to implement large-scale change across the organization. Key to this model is creating a sense of urgency – help them see and feel problem “Heart of Change” Guiding Team – needs diverse representation from across the organization Use that team to agree on a concise and thoughtful vision and strategy. Well functioning team will ask strategic questions about how to make vision reality Communicate vision in a way that is clear, logical and inspiring Empower – have to remove obstacles that block action – disempowering bosses, lack of information, ineffective measurement and reward systems Quick Wins – will energize the guiding team, enlighten the pessimists, defuse cynics and build momentum for change Don’t let up - have to build on momentum and maintain a sense of urgency. Will face stubborn problems and have to persevere Make change stick – Takes time to embed changes in organization’s culture.
Lead
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Champion Change agent Change leader Advisors
Urgency Vision Communication Knowledge Resources Integration
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Supporters Skeptics Resisters Neutral
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Key elements in leader-driven change initiatives
Adapted for National Capital Climate Fundamentals Academies Workshop #1, Association of Climate Change Officers, February 2016.
Presenter
Presentation Notes
Leader-driven change models are very focused on how to bring along potential resisters and convincing all stakeholders that the proposed change is necessary AND important. Assumes stakeholders fall into four categories – supporters, skeptics, resisters, neutral – and that these roles are somewhat consistent and based more on the individuals mindset than the nature of the change itself. Also assumes that the change effort is focused and linear – Unfreeze old ways – make change – refreeze into new way.
Systems Thinking
Personal Mastery
Team Learning
Mental Models
Shared Vision
Key elements
Organizations must be flexible and equipped to deal with on-going change by creating a learning organization that regularly adapts to new information and new circumstances.
Learning Organization Change Model
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Presentation Notes
Based on the idea that organizations must be flexible and equipped to deal with on-going change by creating a learning organization . . Focuses on how people learn in the workplace and how to support that learning. It isn’t linear and can start with a focus on any of the key elements, depending on the particular organization or situation. Personal mastery – personal vision and understanding of what they need to do to get there. Focuses on self-improvement – and requires an organizational culture that supports that at every level. Training is good, but experience is primary source of learning. Requires implementing continuous feedback loop. Mental models – attitudes, assumptions and perceptions. Changing behavior requires changing mental models. Understanding and testing mental models requires reflection and inquiry. Shared vision – common cause with others in the organization – all working towards Team Learning – similar to personal mastery with continuous feedback loop, but implemented in teams. Systems thinking – understanding the inter-relatedness of all processes in a system – every action creates both a desired result and unintended consequence.
Source: Adapted from an idea by Robert Gilman
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5 The Amoeba: A Metaphor for Innovation and Change Process
INNOVATION
CHANGE AGENTS
INNOVATORS
TRANSFORMERS
MAINSTREAMERS
LAGGARDS
REACTIONARIES
ICONOCLASTS
CONTROLLERS CURMUDGEONS
SPIRITUAL RECLUSES
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The Amoeba of Cultural Change
© AtKisson, Inc.
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Amoeba: Roles of Cultural Change
• Innovator formulates / discovers / champions new ideas
• Change Agents translate / promote the ideas to the Transformers
• Transformers early adopters, approve of and spread the ideas
• Mainstreamers adopt ideas when everybody else does
• Laggards late adopters (do not like change)
• Reactionary actively resist the change
• Iconoclast identifies problems, critiques business-as-usual
• Recluse preoccupied with other matters, detached
• Curmudgeon cynical grouches, complainers ... “why bother?”
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Presenter
Presentation Notes
Your stakeholders may not all be interested or receptive to your message at first, but opinions change over time based on many factors. There has been significant research into how an idea or technology is adopted over time. It always starts with an innovator, which might be an individual, group or company. For our purposes today, the innovators are the team of change agents like you. there are the innovators and “Early adopters”. There is this “early majority” and the critical mass – or tipping point--where the idea takes off. In a closed environments, supposedly takes as few as 15 or 17% of people to embrace an idea to hit the tipping point, after which it’s adoption is inevitable. Then the “Late majority” joins in -- are also called the mainstreamers. (don’t act until they hear the word from the transformers) Then the laggards – who are not interested in new ideas but will eventually follow everyone.
A = Adapt the Innovation M = Mobilize the Change Agents O = Organize the Transformers E = Easy does it for the Mainstreamers B = Build momentum at the margins A = Avoid Reactionaries, Laggards, and Curmudgeons
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Remember: AMOEBA
“The Sustainability Transformation: How to make positive change in challenging times.”By Alan AtKisson . Adapted for National Capital Climate Fundamentals Academies Workshop #1, February 2016.
Presenter
Presentation Notes
Back to the beginning – you may be doing well with your teams. This training targets the weak links and attempts to get those areas on board with the rest of the team. The following help build credibility and help to grow the team. Go back to the stakeholder chart you started before the break and see if you can identify some of the roles you’ve seen here. A = Adapt the Innovation Polish and adjust the idea so that the Change Agent can use move the idea forward. M = Mobilize the Change Agents Utilize as many Change Agents as you can – they tend to work effectively together. O = Organize the Transformers Engaging Transformers through formal commitments will improve chances for success. E = Easy does it for the Mainstreamers Let the Mainstreamers warm up slowly to the idea so they can accept the benefit of the change. B = Build momentum at the margins Work toward critical mass by making the case with friends, Change Agents and Transformers. A = Avoid Reactionaries, Laggards, and Curmudgeons Don’t waste time on the people that will sap you of your energy.
ParkXchange is a searchable database of agreements, MOUs, and other documents related to the creation and management of partnerships from some of the most prominent, successful park partnerships in the world. The documents in ParkXchange cover a wide range of topics, from general partnership agreements to concessions contracts to guidelines for holding special events in public parks.
ParkXchange is available only to City Parks Alliance members, so JOIN TODAY at www.cityparksalliance.org
Support for ParkXchange and other park partnership training materials has been generously provided by the Crawford Taylor Foundation, REI, and City Parks Alliance members.
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