Managers as Change Leaders:: Effective Models of Human Service Organizational

Transformation

Tory CoxCo Chair: Department of Community, Organization, Business &

Innovation; & Assistant Director of Field Education

Murali D. Nair Clinical Professor

School of Social WorkUniversity of Southern California

Network for Social Work Management’s 26th Annual Management Conference!

Howard University, Washington D.C. June 4-5, 2015

For transformational change to take place, innovations need to occur along two dimensions simultaneously – technical and organizational.

Utilizing presented and real-time case studies from attendees, participants will explore technical and organizational innovations.

Location: Blackburn 148/150Theme: Strategic Management |

Presentation Type: Workshop

“Organization”

“Change”

“Organizational Change”

DISCUSSWhat changes have you been a part of or have

witnessed take place in your organization?

CHANGE

Product, technological, or structural changes Introduction of new technologies/products/services

Changes how people interact with each other, reduces isolation

Propels efficiency of communication or intervention Adopts evidence-based practice models, for ex.

Restructuring lines of reporting and supervision Ex: flat hierarchy, erasing siloes, self-management,

Holacracy Process/protocol changes

Design to maximize efficiency of service delivery

Adaptive Challenge, Part 1:Technical Innovation

Technical Innovation

Driven by market demands

Works to fulfill market demands

DISCUSS How can this type of innovation, which is usually applicable to economic sectors and R&D, apply to

social service organizations?

INNOVATION

Organizational Innovation

Complex Division of Labor (diversify)

Organic Structure (decentralize)

High-Risk Strategy (dive in)

Adaptive Challenge, Part 2:Organizational Innovation

“Culture eats strategy for lunch” (Drucker) Reinventing organizations – Frederic Laloux

Self-management – purpose, peer-importance, adults High complexity – hierarchy archaic (N. Korea/Cuba) Holacracy – distributes leadership throughout organization

Book out June 2, 2015

Wholeness – integrity of person Evolutionary purpose – let organization naturally go

toward… Millennials – what can we learn from these catalysts?

Replaces “how can we possibly manage them” Mixed methods – work space restructuring (open

space)

Organizational InnovationNon-technical process innovation

“Culture is as important as the bottom line” (Zappos’ T. Hsieh) Delivering happiness – focus of leadership Work-life integration (not balance, not boundary)

“Be the same person at home or work” “Most people leave something of themselves at

home when they go to work each day” Self-organization, self-management Bought by Amazon for $1.2 billion in 2014

Case Study

Change needed in human services orgs: efficient, effective, creative

Business Models: Regulative – functional, audit-ready – reduces mission drift Collaborative – eliminates siloes within org, some sharing

outside Integrative – seamless, customization, community as decision

makers, treatment regardless of organization Goal: Generative – adaptive, evolving & modular

Flatter, leaner, network and ecosystem focused Systems-wide information sharing

Conditions for predictive analysis / policy & program innovation Co-create solutions within community, other orgs, networks

New client who wants to be part of the solution

Harvard U. Human Services Summit

Allegheny County, PA DHS (Integrative) Multi-need clients exhausting resources Technical innovation: Share data across organizations

and align silo departments under umbrella of DHS Organization Innovation: Case workers from multiple

organizations work together to solve problems, family-centric outcomes occur through customization What if those work groups managed themselves?

Discuss: what might you learn from this example that will help you guide change in your organization?

Case Study

Organizational Change as a Process (Lewin)

Unfreezing, Changing, Refreezing

Bridges Model of TransitionGrieving, Time of Uncertainty, Acceptance

CHANGE

https://www.youtube.com/watch?v=Jj-QhF_i9VQ

• Discovery: What gives life? The best of what is.• Dream: What might be? Imagine what the world

is calling for• Design: How can it be? Determining the ideal• Destiny: What will be? How to empower, share

leadership, create self-management, learn and adjust, improvise, and innovate

Horse Assisted Change Management Video

Discuss:How do these models change our plans to manage change in

our organizations?

Steps Towards Stimulating and Implementing Change (Galpin, 1996)

1. Define the Need to Change

2. Develop a Vision

3. Organize Teams – diverse skill sets (StrengthsFinders)

4. Incorporate Cultural Aspects that will Sustain Changes

5. Develop Skills Needed to Lead Change

Discuss – who does these in your organization?

CHANGE AGENTS

Guidelines to Understand the Change Process (Fullan, 2002)

1. Innovate Selectively but Coherently

2. Constantly Help Others Find Meaning and Commitment

3. Facilitate Collectivity

4. Address Resistance as an Opportunity

5. Re-culture

DISCUSSAs change agents, are you aware of these guidelines? Have you ever followed

these in your own change processes?

CHANGE AGENTS

USC School of Social Work Technical innovation – curricular change,

organizational restructuring, new working groups and lines of leadership

Organizational innovation – incubators, innovators-in-residence, curricular design teams

En vivo experiment happening right in front of us Reflection on organizational innovation:

Diversify, decentralize, & dive in Complexity of labor drives employee morale up

Case Study

Leadership (Northouse, 2013)

1. Leadership is a Process

2. Leadership Involves Influence

3. Leadership Occurs in Groups

4. Leadership Involves Common Goals

DISCUSS Which components of leadership have you witnessed, either as a leader

yourself or in working under a supervisor?

CHANGE AGENTS

Contingency theories of leadership

Institutional Leadership Theories

Institutional Leadership Theory Core function is to protect institutional integrity

Anthropological Leadership Model Core function is to improve employee evaluative knowledge

Values, effects of actions, motives = organization unity

DISCUSSTake us through the transformation from ILT to ALM and its implication on transforming managers into effective leaders?

LEADERSHIP THEORIES

Strengths of Effective Organizational Leaders

Ambition * Openness Architect * Perseverance Creativity * Realism Dedication * Self-Confidence Fairness * Steward Learning * Teacher

Change Agents

DISCUSSWhat can you add to this topic? What are some characteristics, skills, and qualities of successful organizational change agents that aren’t listed here?

The Way of the Owl (Rivers, 1997) lessons: Resistance is inevitable – handle with grace and skill A skilled enemy is a wonderful gift Adapting to one’s environment – letting go of control

Dare Greatly (Brown, 2012) Vulnerability – What you admire in others but are

ashamed of in yourself Move toward it (don’t be afraid) How would we act if we had no fear?

Lessons of Leadership

Why do you follow someone? Does it have to be a someone? When have you followed something?

Which is more powerful?

Forget all you know

Move toward employee ownership and empowerment and let go of the need to control the change.

Treat adults as adults. Use thoughts on resistance to move past it. Tackle large ideas and create idea-pooling opportunities Spur innovation by changing interactions Notice: is anyone following?

DISCUSSWhat other takeaways do you have from this discussion?

SUMMARY