HOW TO PROMOTE ORGANIZATIONAL WELL-BEING

Stages of Change

Stages of Organizational Change

1. Create Sense of Urgency2. Build the Guiding Team3. Get the Vision Right4. Communicate for Buy-In5. Empower Action6. Create Short Term Wins7. Don’t Let Up8. Make Changes Stick

Stages of Organizational Change

1. Create Sense of Urgency Pump handle story Statistics on crime or infant

mortality Generational poverty

1. Create Sense of Urgency2. Build the Guiding

Team Get the right team Balance between

participation and action

Stages of Organizational Change

1. Create sense of urgency2. Build the guiding team3. Get the vision right

Spend time clarifying the vision

Get consensus around it Don’t assume they all know it Oasis vision process

Stages of Organizational Change

Stages of Organizational Change1. Create sense of urgency2. Build the guiding team3. Get the vision right4. Communicate for

Buy-In Spread the word

throughout the organization

MOB spec lunches

Stages of Organizational Change1. Create Sense of Urgency2. Build the Guiding Team3. Get the Vision Right4. Communicate for Buy-In5. Empower Action

Remove barriers to achieving SPEC

Choose one of the letters and concentrate on it, if that helps

Stages of Organizational Change1. Create Sense of Urgency2. Build the Guiding Team3. Get the Vision Right4. Communicate for Buy-In5. Empower Action6. Create Short Term

Wins Generate momentum

through some small achievements

Make the wins known throughout the organization

Criteria project in United Way

Stages of Organizational Change1. Create Sense of Urgency2. Build the Guiding Team3. Get the Vision Right4. Communicate for Buy-In5. Empower Action6. Create Short Term Wins7. Don’t Let Up

Neutral zone is normal Stick with it Break is ok to

regenerate But don’t break for too

long

Stages of Organizational Change1. Create Sense of Urgency2. Build the Guiding Team3. Get the Vision Right4. Communicate for Buy-In5. Empower Action6. Create Short Term Wins7. Don’t Let Up8. Make Changes

Stick Institutionalize

change Change hiring

policies Restructure

Review of I VALUE IT I VALUE IT Inclusive host Visionary Asset seeker Listener and sense

maker Unique solution finder Evaluator Implementer Trendsetter

Strategies for Change Agents

ABCs of Change Affective - what you feel Behavioral - what you

do Cognitive - what you

think

Key Question

How do you engage people in the organization-affectively, behaviorally, and cognitively-in the process of promoting change?

Inclusive Host Affective: create safe

environment for people to express views and emotions

Behavioral: structure time and space where safe and fun dialogue can occur

Cognitive: promote sharing of personal narratives and interpretations of events and beliefs

Visionary- Process Affective: Foster

feelings of affiliation and solidarity in group work

Behavioral: Engage people in activities to devise a vision for working together

Cognitive: Address basic assumptions about working in groups

Visionary- Outcome Affective: Make the vision

alive and foster ownership of it throughout the organization or community

Behavioral: Involve people in the development of a vision for team, unit, organization or community

Cognitive: Analyze gap between actual and desired state of affairs

Exercise Write a three sentence vision statement

for yourself Share with your neighbor What are the key components of your

vision statement?

Asset Seeker

Affective: Make sure you recognize and affirm people’s strengths

Behavioral: Help people develop inventories of own strengths

Cognitive: Reframe life experiences and ways of coping as strengths

Listener and Sense Maker Affective: Establish

processes for people to feel heard and valued

Behavioral: Structure opportunities for people to speak, learn, and problem solve together

Cognitive: Learn how to listen to each other and problem solve in teams

Unique Solution Finder

Affective: Small wins keep people engaged and energized

Behavioral: Assign specific actions in line with goals and objectives

Cognitive: Identify what values, beliefs and assumptions either promote or inhibit new actions

Question Which of the following describes best

your style as an organizational leader A. inclusive host B. visionary C. asset seeker D. listener E. unique solution finder

Evaluator-Past Efforts Affective: Make it safe to

explore past failures and successes

Behavioral: Get people involved in evaluation criteria that is meaningful to them

Cognitive: Analyze links between sites, signs, sources and strategies of well-being

Evaluator- Present Efforts Affective: Reward people for

sharing sources of stress Behavioral: Use

empowerment-based evaluation and appreciative inquiry to evaluate efforts

Cognitive: If change is needed, create cognitive dissonance between aspirations and actual actions

Evaluator- Future Efforts

Affective: Build trust by showing your own personal commitment to act

Behavioral: Institutionalize mechanisms to monitor well-being of staff and community members

Cognitive: Create narrative of ongoing growth and development

Implementer Affective: Celebrate attempts

to implement new behaviors and attitudes into life of organization or community

Behavioral: Build structures that support new behaviors and attitudes and foster sustainability

Cognitive: Tell stories of success and how they have helped other people improve well-being

Trendsetter Affective: Generate

enthusiasm among peers about being leaders in a field

Behavioral: Have a participatory plan for disseminating lessons learned

Cognitive: Spread the message across organizations and communities in compelling ways

I would like to be a trendsetter because

A. I would like to be creative B. I would like to be recognized for my

efforts C. I would like to improve the world D. most other people are not going to do

it

Example of using SPEC in action: Miami SPEC projectOrganizational conditions leading to transformative practice: Findings from a multi-case study, action research investigation

University of Miami SPEC Team Isaac Prilleltensky Ora Prilleltensky Scot Evans Adrine McKenzie Debbie Nogueras Randy Penfield Corinne Huggins Nick Mescia

Organizations with a Strength-based orientation

Perceive recipients of services and community members as having strengths

Recognize that service recipients learn to cope with difficult situations and develop resilience

Identify and build on individual and community assets, resilience, and ability to thrive in difficult situations

Organizations with a prevention orientation

Work to prevent problems before they occur

Identify and reduce risk factors and promote protective factors in individuals, families, and communities.

Take action to decrease the chances that a particular problem will affect a person, group, or an entire community

Organizations with an empowerment orientation

Believe community members should have voice and choice in issues and decisions that affect their lives

Aim to increase the power of individuals, groups, and entire communities

Encourage the sharing of decision-making power and control over resources with community members

Organizations with a community-change orientation

Believe that some of the problems that individuals and entire communities face result from community and living conditions

Remove barriers to services and supports Work to address the root causes of the

problems people and communities face Promote social policies that enhance

wellbeing and people’s ability to thrive Create new systems or structures that

enhance citizen participation and wellbeing

Context of Investigation Action research with 5 community based

organizations (CBOs) to promote Strengths, Prevention, Empowerment, Community Change

Three year study consisting of 1. Training2. Team work3. Consultation 4. Professional development5. Action research

Context of Investigation Organizations selected on basis of “readiness” Organizations consist of

Major local funder (MF) Major provider of health services for poor (HS) Organization that promotes early interventions (EI) Local civic coalition (LC) Local human service (HS)

Budgets range from $ 1 million to over $ 100 million

Personnel ranges from 15 to 700

Context of Investigation Intervention components

1. Training Each organization sends reps to 18 person class 3 hours biweekly Lecture, discussion, application

2. Team work Transformation teams meet biweekly

3. Consultation A researcher assigned to each organization Weekly or biweekly consultations

4. Professional development5. Action research

Research Design Action Goal of overall project: Promote SPEC practices in

organizations to improve community well-being Research Goals of overall project:

Assess whether organizations become more aligned with SPEC principles as a result of interventions

If so, how Data collection

Quantitative and qualitative methods at baseline, year one, and end of project

Goal of present study: Examine organizational conditions leading to SPEC based on qualitative data gathered through interviews, focus groups, and field notes with about 80 different participants in the five organizations

SPEC INTERNAL AND EXTERNALChild and Family

Organizations Community

Strengths

Prevention

Empowerment

Community Change

OUTCOME: SPEC IN THE COMMUNITYStrength based

approachesPreventive approaches

Empowering approaches

Community change approaches

ORGANIZATIONAL CONDITIONSClimate Resources Support Consciousness

INTERVENTIONS TO PROMOTE SPEC

Training T Team Consultation Action Research

Professional Development

Emerging findings

Findings: Organizational Conditions for Transformative Practice

Organizational Conditions for Transformative Practice

Example 2: New SPECs Three-year action research project in South East mid-size City

Nazaret Center

MLKCenter

Healthy City

Island Center

John Snow Foundation

New SPECs ProjectCenter for Community StudiesVanderbilt University Vanderbilt New SPECs Team Kimberly Bess, Patricia Conway Scot Evans, Carrie Hanlin, Diana McCown, Bob Newbrough, Doug Perkins, Isaac Prilleltensky

Summary of Outcomes for Nashville New SPECs Project

New mission statements Research publications Tools to measure SPEC New policies at United Way New outreach programs More youth and client involvement Assessment of projects in light of SPEC More prevention efforts in organizations Empowered counselors Blending of therapy with social change

     

In every act, in every interaction, in every social action,we hold each other accountable to promote

 People’s dignity, safety, hope and growth

Relationships based on caring, compassion and respectSocieties based on justice, communion and equality

 We are all better when these values are in balance

 To put these values into action, we will:Share our power

Be proactive and not just reactiveTransform the conditions that create problems for youth

Encourage youth and families to promote a caring communityNurture visions that make the impossible, possible

We commit to uphold these values withYouth and their Families

Our EmployeesOur OrganizationOur Community

This is a living document. We invite you to discuss it, to critique it, to live it