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 goingLeading vs. Managing changeKotters 8-Step process for Leading ChangeCase examples at chapter level

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

CHANGE:PROCEED WITH CAUTION70% OF CHANGE INITIATIVES FAIL

WHY?

Leading vs. Managing Change

Leading ChangeEstablishing a sense of urgencyCreating a guiding coalitionDeveloping a change visionCommunicating the vision for change

Leading ChangeEmpowering broad-based actionGenerate short-term winsNever let upIncorporate change into your culture

Step 1: Create a Sense of UrgencyTrue 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 VisionCharacteristics of effective visions:ImaginableDesirableFeasibleFocusedFlexibleCommunicable

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

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 WinsCreating visible, unambiguous success as soon as possible

Step 7: Dont 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 changeChapter had no real leadership structureInitiatives and resources were not utilized to fulfill a visionA few individuals did all of the workNo urgency!!

Focusing our effortsStep one Defined the vision to be the best ASDA chapter in the countrySimpleFlexibleFocusedRepeatable

How to get thereCreated a formal leadership structureDefined positions, procedures, and their responsibilitiesExecutive council (elected)Committee chairs (appointed)Committee members (appointed)Each EC member was responsible for 3-4 committee chairsInitially each leader was selectively recruited

Ohio State: Creating UrgencyDefined why the chapters success matteredCited real life issues facing students todayEarned the student bodys trustASDA is the expert on issues facing students and the dental professionSustained urgency through effective communication

Starting SmallOutlined short, mid, and long term goalsEach initiative was intended to create membership valueFocused on building a sustainable model one initiative at timeSustainability!!!Enhanced events we did wellEliminated those that did not serve the chapters visionAdded events one at a time

Facilitating SuccessWorked with school administrationCultivated IdeasCollaboration

CommunicationEvery member must be aware of ASDAs activitiesDocumentationWrite ups following events disclosing details for planning and executionSpread the wordOne on one interactionsTell your friendsClass announcements

*Leaders were chosen based onKnowledgeLeadership abilitiesHow other students/members would view them in this role

*Effective communications: Email updates, Lunch and learns, Created a newsletter, Website, Facebook

*Added events one at a time: Brought in new committee chairs/members as needed for these new rolesPut efforts towards events that involved many members

*Working with school defined goals and what help they could provide, explained why it was important that we succeed and kept the communication lines open. Cultivated ideas meetings provided open forum for any member to bring ideas, expected to devise plan (costs, number of people, supplies), committed resources to approved ideasCollaboration other student organizations*Awareness social media, e-newsletter, print newsletter, banners around schoolDocumentation provides historical perspective*