1. 8 Steps to Sustainable Organizational Transformation Leading Change in Complex Human Service Environments 18 Steps to TransformationRBS Reform

2. Stages of Change Urgency Authority Vision Engagement Empowerment Momentum Mandate Anchorage Proehl, Rebecca Ann. (2001). Organizational Change in the Human Services. Thousand Oaks, CA: Sage Publications. ISBN: 0761922504 28 Steps to TransformationRBS Reform

3. Urgency Communicate a clear sense of urgency that motivates the necessary attention and learning 38 Steps to TransformationRBS Reform

4. Authority Give change leaders the power, resources and time to make the change happen 48 Steps to TransformationRBS Reform

5. Vision Articulate a consistent and clear vision of the new system’s purpose, design, operations and highlights 58 Steps to TransformationRBS Reform

6. Engagement Change leaders share both the urgency and the vision with their units and engage everyone in the change effort 68 Steps to TransformationRBS Reform

7. Empowerment Leaders, teams and programs implementing the new system are given the power, permission and flexibility to overcome the inevitable obstacles 78 Steps to TransformationRBS Reform

8. Momentum Teams identify and take advantage of short-term wins to build momentum 88 Steps to TransformationRBS Reform

9. Mandate Change teams have the mandate and authority to consolidate the short- term wins and keep moving forward 98 Steps to TransformationRBS Reform

10. Anchorage The new system must be anchored in the organization’s culture, infrastructure and community relationships 108 Steps to TransformationRBS Reform

11. Eight Questions for RBS 1.Why is it urgent for your agency to change? 2.How much authority do your change leaders need to leverage this change? 3.What is your vision for your agency’s role in the new RBS system? 4.How well are your staff engaged in the change process? 5.Do staff have the tools they need to implement change? 6.Where is the low hanging fruit you can pick to gain momentum? 7.Do your change teams have a mandate for continuing to move forward? 8.What would your agency be like if RBS was anchored in its culture and operations? RBS Reform8 Steps to Transformation11

12. Passion Drives Change “Changing behavior is less a matter of giving people analysis to influence their thoughts than helping them to see a truth to influence their feelings.” John Kotter - The Heart of Change 128 Steps to TransformationRBS Reform

13. Vision Focuses Change Why Change? Clarify the need for change Explain the options for change Why Change? Clarify the need for change Explain the options for change Define desired future state Describe the present state How Can We Get There? Here’s who will do what, and when they’ll do it How Can We Get There? Here’s who will do what, and when they’ll do it And Here’s How We’ll Make It Work! 138 Steps to TransformationRBS Reform

14. Performance Measures Drive Change People produce what is measured … So be careful what you keep track of … The better the alignment with vision and value - The more likely people will rise to the challenge 148 Steps to TransformationRBS Reform

15. Human Factor Engineering 15 If you keep putting different people in the same situation, and they keep making similar mistakes … Maybe it’s the situation and not the people! If you keep putting different people in the same situation, and they keep making similar mistakes … Maybe it’s the situation and not the people! 8 Steps to TransformationRBS Reform

16. 8 Steps to Transformation16 Change Levers Language Reaction to crises Attention and recognition Shared learning experiences Allocation of rewards Consistency/Repetition Framing Criteria for selection and dismissal RBS Reform