Vaughn F. Keller, MFT, EdD. Confession Admitted Change Junkee Began in 1966 And I’m still at it....
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Transcript of 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