1. Organizational Change Process Girl Scouts Presented by Michael Bowie, Tiffany Branford, Michael Chavez and Elena Marcum

2. OVERVIEW  The Girl Scout organization over the last several years have taken on the focus of the girls involved in Science Technology Engineering Mathematics (STEM) programs.  Due to issues with new leadership components, the girls have been taken away from the outdoor programing missing out on the one key important factor of leadership, confidence.

3. Girl Scouts of Southwest Texas  Girl Scouts mission is to teach girls leadership  The organization has had to move at the speed of girls.  The focus has been on the girls being involved in STEM programing with the patch programs  At National convention in 2014 the girls voices were heard there has been a refocus to get girls outside.

4. No Girl Left Outside  The ‘No Girl Left Outside’ was born from the open forum and ended up being the theme of the convention.  The focus is improving outdoor skills and building strong problem solving skills with the girls.

5. What we want to implement Utilize two theories that promote change process through job performance, allowing measurement for the success of training as related to change within the Girl Scouts organization.

6. Girl Scouts Training Program & Kurt Lewin’s Theory  The big emphasis in the organization is Science, Technology, Engineering, and Math (STEM)  More outdoor activities need to be brought back into the Girl Scouts but this requires change  This can be changed by utilizing Kurt Lewin’s Theory in phases  Three Phase change management 1. Unfreeze 2. Moving 3. Freeze (Spector, B. 2013)

7. Break Through The Norm 1. Unfreeze o Change can occur when the status quo is dismantled. Showing the connection between lack of outdoor knowledge from the girl scouts needs to be addressed in training. o Show the need for a solution in training and incorporate the merit that will be rewarded to girl scouts. o Open suggestions for the future change should be included in the training to allow input and involvement in the change process. (Spector, B. 2013)

8. Make the Change Mobile 2. Moving o To buffer for the transition, training for new behaviors will be incorporated. o Having a revised mission, values, and positive facilitators to instill good attitudes will be included in the training. o To combat against old ways facilitators will assume positive intent of the people in training. o Assessing the trainees on the new change and including collaboration activities as well. ( Spector, B. 2013 )

9. Lock in the Change 3. Freeze o Testing the trainees as a final test of knowledge of the change that was trained on will allow for trainees to see the final reality of the new change taking place. o Reinforcing the principles of the new changes to the Girl Scouts will be a vital part of training. o Trainees will involve themselves in a one day activity of the actual change that will be implemented so that they will live the change. (Spector, B. 2013)

10. Changing the Organization  Changing the culture of different groups within the leadership  Change must come from all levels of leadership in order for any organizational shift to work  Changing how society perceives the organization through this change  Changing passes concepts of the organization to meet the new concepts which promote positive change.

11. Different Stages The Organization Must Go Through  By using different phases of the change process the organization to control the positive outcome of the change.  The change will go through several steps that all key leadership will have to agree on in order to be successful.  Through these new goals new ways of thinking and technology will be inputted in the change process

12. Strategies to Overcome Resistance  Communicate with employees  Explain the new plan in simple terms  Invite a team member to meetings  Select a group of change agents from key positions to help manage planning and implementation.  Develop key deliverables for each department  Tie successful implementation to compensation

13. Creating Commitment to the Change Process  Helping people understand the need for change  Ensuring that influential people in the organization are advocating the change.  Creating two-way, face-to-face contact with the people that need to change.  Enabling managers to role model the change; to “walk-the-talk”  Involve people as much as possible in designing and implementing the change

14. Measuring Change Process based on Job Performance  Awareness  Acceptance  Application  Adoption  Advocacy

15. Shared Diagnosis in the Change Process Don’t expect formulas—solutions that have worked in the past and are imposed on the current situation—to work for your organization. Learning is the process by which individuals receive data analyze that data, adjust thinking & behaviors Diagnosis is about learning: learning what needs to be changed and why. Shared diagnosis goes one step further… For effective change to occur, employees at all levels need to change in the same direction

16. Diagnosis in the Change Process  Continuous Improvement  Training program  What continuous improvement looks like  Challenging the norm  Moving people with the change  Make the change permanent

17. Lewin’s theory and Girl Scouts change summary  Kurt Lewin’s theory and the Girl Scouts change  Lewin’s theory of context and creating discomfort will set a plan for management to lead change  Unfreezing  Part of the unfreezing involves causing discomfort to challenging the norm  Moving  Getting the change were it needs to be  Freezing  Being able to keep the change as a new norm  Normalizing the change

18. Continuous Improvement Monitoring Data  Data will be collected at the end of training sessions to gather information on how well it was received  There will be an assessment to see how well the participants comprehend the information.  When annual recertification sessions come around information about how effective the programs were with the girls and what improvements need to be made will be reviewed and improvements will be made.

19. Conclusion  Lack of confidence builder  Theories of change  Kurt Lewin’s Theories  Organizational Change  Stages of Change  Strategies  Commitment  Measuring Change Process

20. Reference  Spector, B. (2013). «Implementing Organizational Change Theory into Practice» (3rd Ed.). Upper Saddle River, NJ: Pearson Education, Inc.  Wu, S. (2013), Theories of Organizational Change, Retrieved from http://www.sfu.ca/uploads/page/14/GERO820_FALL20 13_presentation_Sarah_Wu_Theories_of_Organizationa l_Change.pdf