HOW TO PROMOTE ORGANIZATIONAL WELL-BEING Stages of Change

Stages of Organizational Change 1. Create Sense of Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for Buy-In 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. 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 Urgency 2. Build the Guiding Team  Get the right team  Balance between participation and action Stages of Organizational Change

1. Create sense of urgency 2. Build the guiding team 3. 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

1. Create sense of urgency 2. Build the guiding team 3. Get the vision right 4. Communicate for Buy-In  Spread the word throughout the organization  MOB spec lunches

Stages of Organizational Change 1. Create Sense of Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for Buy-In 5. Empower Action  Remove barriers to achieving SPEC  Choose one of the letters and concentrate on it, if that helps

Stages of Organizational Change 1. Create Sense of Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for Buy-In 5. Empower Action 6. 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 Change 1. Create Sense of Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for Buy-In 5. Empower Action 6. Create Short Term Wins 7. 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 Change 1. Create Sense of Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for Buy-In 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. 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

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

 Action research with 5 community based organizations (CBOs) to promote Strengths, Prevention, Empowerment, Community Change  Three year study consisting of 1. Training 2. Team work 3. Consultation 4. Professional development 5. Action research

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

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 development 5. Action research

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 EXTERNAL Child and Family OrganizationsCommunity Strengths Prevention Empowerment Community Change

Example 2: New SPECs Three-year action research project in South East mid-size City Nazaret Center MLK Center Healthy City Island Center John Snow Foundation

New SPECs Project Center for Community Studies Vanderbilt 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 respect Societies 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 reactive Transform the conditions that create problems for youth Encourage youth and families to promote a caring community Nurture visions that make the impossible, possible We commit to uphold these values with Youth and their Families Our Employees Our Organization Our Community This is a living document. We invite you to discuss it, to critique it, to live it