Organizing you Chapter for SuccessHow to exploit strengths and eliminate weaknesses of your local chapter

LT Dan Hammer, DC, USN, 2010-11 District 11 TrusteeMike Pappas, District 6 Trustee

"Change is the only constant."

-Heraclitus

How is the world changing?

Where are we going• Leading vs. Managing change• Kotter’s 8-Step process for Leading

Change• Case examples at chapter level

• Small group breakouts to begin evaluation of your own chapter using models discussed

CHANGE:PROCEED WITH CAUTION• 70% OF CHANGE INITIATIVES FAIL

WHY?

Leading vs. Managing Change

Leading Change

• Establishing a sense of urgency

• Creating a guiding coalition• Developing a change vision• Communicating the vision

for change

Leading Change

• Empowering broad-based action• Generate short-term wins• Never let up• Incorporate change into your culture

Step 1: Create a Sense of Urgency• True vs. False Urgency

• How to battle complacency

Step 2: Creating the Guiding CoalitionThe Four Qualities of an Effective

Guiding Coalition1. Position Power2. Expertise3. Credibility4. Leadership

Step 3: Developing a Change Vision• Characteristics of effective visions:– Imaginable– Desirable– Feasible– Focused– Flexible– Communicable

Step 4:Communicating the VisionTo ensure as many people as possible understand your vision, you must make the vision…

SimpleVivid

RepeatableInvitational

Step 5: Empowering Broad-Based ActionRemoving as many barriers (structural and managerial) as possible and allowing people to do their best work

Step 6: Generating Short-term Wins

Creating visible, unambiguous success as soon as possible

Step 7: Don’t Let Up!

Consolidate gains and produce more change

Step 8: Make it Stick!

Anchoring new approaches in the culture for sustained change

Ohio State: A model for change• Chapter had no real leadership structure• Initiatives and resources were not utilized

to fulfill a vision• A few individuals did all of the work• No urgency!!

Focusing our efforts

• Step one – Defined the vision “to be the best ASDA

chapter in the country”• Simple• Flexible• Focused• Repeatable

How to get there• Created a formal leadership structure– Defined positions, procedures, and their responsibilities

• Executive council (elected)• Committee chairs (appointed)• Committee members (appointed)

– Each EC member was responsible for 3-4 committee chairs

• Initially each leader was selectively recruited

Ohio State: Creating Urgency• Defined why the chapter’s success

mattered• Cited real life issues facing students today• Earned the student body’s trust– ASDA is the expert on issues facing students and the

dental profession

• Sustained urgency through effective communication

Starting Small• Outlined short, mid, and long term goals• Each initiative was intended to create

membership value• Focused on building a sustainable model

one initiative at time– Sustainability!!!– Enhanced events we did well– Eliminated those that did not serve the chapter’s vision– Added events one at a time

Facilitating Success

• Worked with school administration• Cultivated Ideas• Collaboration

Communication• Every member must be aware of ASDA’s

activities• Documentation

– Write ups following events disclosing details for planning and execution

• Spread the word– One on one interactions– Tell your friends– Class announcements