Surviving and Thriving Through Implementation
Transcript of Surviving and Thriving Through Implementation
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OBJECTIVES
Understanding the value of purposefulimplementation
Understanding the leadership’s role inimplementation:
Creating and supporting a learningculture
Valuing and achieving delity Aligning infrastructure
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Leadership Question
What questions do you have aboutimplementation leadership that you
would lie to address during thissession!
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Who is EPIC?
• "vidence#$ased %ractices&mplementation for Capacity
• 'oused in the C( )epartment of%ublic *afety+ )ivision of Criminal
,ustice
• %rovide: – &mplementation Consulting and
Assistance
– *ill )evelopment
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Implementation Support
• %artner in the change process
• )evelop implementation teams
•
"stablish data#informed decisionmaing
• "ngage staeholders to create and
support an implementationinfrastructure
• &dentify communication needs andestablish improvement cycles
• *u ort innovation delit
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Without guided and directedimplementation+ only -./ of new
scientic discoveries 0"$%’s1 enter day#to#day practice2
#$alas and $oren+ 3444:56
Why Implementation Science?
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"7perience and research shows thatsuperisor support is a ma8or factor
in whether or not implementationssucceed2
Why !re We "ere Today?
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Leadership
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Leadership
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Implementation #riers
Competentworforce
'ospitableenvironment
"ngaging leaders
*ource: NIRN ActiveImplementation Hub
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Leadership and #riers
C o m p e t e n c y
# r i e r s
Leadership#riers
O r $ a
n i % a t i o
n a l
# r i
e r s
#eeloppractitioner
s&competenc
e and
con'dencetoimplement
(se the ri$ht leadership strate$ies )orthe situation
Ensure
sustaina*ilityat the
or$ani%ationand system
leels
+elia*le Bene'tsConsistent and Competent
(se o) Innoation
Source: Building Implementation Capacity, 201,Sc!roeder, et al
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#riers
W"!T #O ,O( P!,
-OST.LE!ST!TTE/TIO/ TO?• Competency• (rgani9ational• eadership
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&t’s About Change
"lot# o$ c!ange and o$ten%
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What a*out Chan$e?
• %eople resist loss
• What are people
losing throughthis change!
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Chan$e 0 #ise1uili*rium
;)isequilibrium is not well received
;'elp people tolerate the discomfortthey are e7periencing
Source: &!e 'ractice o$ Adaptive (eader#!ip: &ool# and &actic# $or C!anging )our *rgani+ation
and t!e orld, 200-, Cambridge (eader#!ip A##ociate#% Hei.t+, Ronald et al%
Conse1uence of
change0
#istress and#istur*ance
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What are ,O( doin$??22
• What are some things you are doingto help people tolerate thediscomfort they are e7periencing!
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Oerheard3
I have been doing case planningthis way for months and I still seemy clients…failing on probation,getting re-arrested , coming back to jail/prison"
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Oerheard3
/I dont !ave time $or t!i#% )ou dont
under#tand% e !ad 64 intakes and7 discharges la#t ee alone%3
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W"!T #!T! #O ,O(
V!L(E?
Corrections o tcome
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Corrections outcomedata
• %opulation+ admissions and releases
• Caseloads+ terminations < successful andunsuccessful
• /e4 crimes and technical iolations• "scapes+ walaways+ absconders
• =ates of rearrest5 reconiction5
reincarceration
What does this data tell us!
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Bene'ts o)Implementation
+ecidiism +e6arrests
Violations
*ource: NIRN ActiveImplementation Hub
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So3
• Adopt strategies that reduce ris andpromote behavior change
• >easure performance against thestandards of recidivism reduction
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# l ' d il i*l
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#eelop or 'nd easily accessi*lesources o) data
• %rogram?innovation logic models
• Client program surveys andinterviews
• *ta@ surveys and interviews
• Coaching and delity reports
•
(cial reports and records• Attendance and completion data
• iterature+ research
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What is it a*out Chan$e?
/C!ange a## people to4ue#tion and per!ap#re.ne a#pect# o$ t!eir
identity, it al#o
c!allenge# t!eir #en#e o$competence% (o##,di#loyalty, and $eelingincompetent% &!at# a
lot to a#% No onder
people re#i#t%3 # =onald 'eifet9
Wh ’ 'i i B
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Who’s 'iring BeorgeCostan9a!
Chan$in$employees&
attitudes57no4led$e and*elie)s chan$es
their indiidual*ehaior8
Source: !y C!ange 'rogram# 5ont 'roduce C!ange, 1--0, Beer,6i#en#tat, Spector
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9act3 *ut
he most e@ective way to changebehavior is to put people in a new
organi9ational conte7t which imposesnew roles+ responsibilities+relationships2D
• Coordination 0eamwor1
• Commitment• Competencies
Source: !y C!ange 'rogram# 5ont 'roduce C!ange, 1--0, Beer,6i#en#tat, Spector
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Technical s8 !daptie
TechnicalChallen$es
Easy to de'ne
and inoles aclear5 linearpath tosolutions
!daptie Challen$es
/o simple5 painlesssolutions
#istin$uish *et4een
4hat&s essential and4hat&s e:penda*le
#i;cult to de'ne5inoles morecomple: solutions
and are eereolin$
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#e'nin$ thepro*lem
Who solesthe pro*lem
The solution
Technical
!daptie
*imple he "7pert "asy andApparent
Comple7 and)icult
he &ndividual?>ultiple
*taeholders
Unclear and"volving?=equir
es new learning
Technical s8 !daptie
Technical and adaptie
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Technical and adaptiechallen$es
• )iagnose situation – Clearly dene the problem
– )istinguish technical vs2 adaptive wor
– Understand competing+ yet legitimateperspectives
– est multiple interpretations and points
of view• &ntervene
• "nergi9e and engage others
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<= !daptie 9la$s
-2 Eo Fnown *olution
32 %eople Would=ather Avoid the
&ssueG2 =eason and ogic
Alone Won’t Bet Hou here
.2 =ecurring %roblem62 "motional
=esponse
52 Iailure to =esolveCompeting %riorities
J2 >oving Iorward Ieels=isy
K2 Casualties
L2 %eople >ust WorAcross $oundaries
-42%rogress &s Eot inear
*ource: 7acumen Adaptive (eader#!ip: 8obili+ing $orC!ange
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!daptie 9la$s >cont8
<8 /o @no4n SolutionMhere is a gap betweenthe current reality and aspiration that youdon’t have the sills or nowledge to close2
A8 People Would +ather !oid the IssueM$alancing two ideas is not possibleN therefore+woring on the challenge creates tension andconOict2
8 +eason and Lo$ic !lone Won&t et ,ouThereMhere are competing values at play orthere is a gap between what people say andwhat they do2
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!daptie 9la$s >cont8
D8+ecurrin$ Pro*lemMChallenge reappearsafter 7 is applied2
8Emotional +esponseMWoring on this
challenge maes people feeluncomfortableN they e7perience anemotional response such as a feeling intheir gut or a not in a muscle2
F8 9ailure to +esole Competin$ PrioritiesMHou are being ased to do more with lessinstead of maing tough trade o@s2
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!daptie 9la$s >cont8
G8 -oin$ 9or4ard 9eels +is7yM>aingprogress on this challenge means putting yourreputation+ relationship+ and 8ob at ris2
H8 CasualtiesM&n order to move forward+ somepeople may be left behind2
8 People -ust Wor7 !cross BoundariesMEoone person or group can 7 the problem alone2
<=8Pro$ress Is /ot LinearMEo direct path toget to a better outcomeN trial and error isnecessary
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#e'nin$ thepro*lem
Who solesthe pro*lem
The solution
Technical
!daptie
Eot enough
time
*upervisor*hift portion of
worload to
another sta@member"mployee
struggles withsills or lacs
condence using"$%
"mployee)ialogue+coaching+others!
Symptom *ta@ is not using the new "$%
Technical s8 !daptie
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*ymptom: !ta" are disgr#ntled andfr#strated with implementing the new practice and are not completing ro#tinework and tasks$
• )ene: – "C'E&CA P+OBLE- and A)A%&V" P+OBLE-
– "C'E&CA SOL(TIO/ and A)A%&V"
SOL(TIO/
• &dentify the !#!PTIVE 9L!>S
Technical s8 !daptie!ctiity
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#e'nin$ thepro*lem
Who solesthe pro*lem
The solution
Technical
!daptie
*upervisor
"mployee
Symptom
Technical s8 !daptie
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#e'nin$ thepro*lem
Who solesthe pro*lem
The solution
Technical
!daptie
*upervisor
"mployee
Symptom
"andout
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"andout
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Additional =esources:
&mplementationEational &mplementation =esearch Eetwor http:??nirn2fpg2unc2edu?
A& 'ub 0Active &mplementation1 http:??implementation2fpg2unc2edu?
Abraham Wandersman+ )epartment of %sychology+ University of *outh Carolina
http:??www2psych2sc2edu?faculty?AbrahamPWandersman
he Quality &mplementation Iramewor: A *ynthesis of Critical *teps in the &mplementation %rocess+ 34-3
$ridging the Bap $etween %revention =esearch and %ractice: he &nteractive *ystems Iramewor for)issemination and &mplementation+ 344K
Quality Assurance
&mplementing "vidence#$ased %ractice in Community Corrections Quality Assurance >anual+ Eational
&nstitute of Corrections and the Crime and ,ustice &nstitute+ 3446
eadership
he %ractice of Adaptive eadership: ools and actics for Changing Hour (rgani9ation and the World+=onald 'eifet9+ Ale7ander Brashow+ >arty insy+ 'arvard $usiness %ress+ 344L
&mplementing "vidence#$ased %olicy and %ractice in Community Corrections+ Eational &nstitute of
Corrections and the Crime and ,ustice &nstitute+ 344L
"andout
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Questions
-2 'ow can we nd time to doimplementation!
32 Why does implementation seem socomplicated!
G2 What’s the message to sta@ when
multiple policy and practice changesare being implemented at once2
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Than7 ,ou2
*helley *iman
*helley2*imanSstate2co2us
William Cash
William2CashSstate2co2us