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8/6/2019 8 Steps to Transformation
http://slidepdf.com/reader/full/8-steps-to-transformation 1/16
8 Steps to SustainableOrganizational Transformation
Leading Change in Complex Human
Service Environments
18 Steps to TransformationRBS Reform
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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
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Urgency
� Communicate a clear sense
of urgency that
motivates thenecessary attention
and learning
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Authority
� Give change leaders the power,
resources and time to make the
change happen
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Vision
� Articulate a consistent and clear
vision of the new systems purpose,
design, operations and highlights
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Engagement
� Change leaders share both the
urgency and the vision with their
units and engage everyone in thechange effort
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Empowerment
� Leaders, teams and programs
implementing the new system are
given the power, permission andflexibility to overcome the inevitable
obstacles
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Momentum
� Teams identify and take advantage of
short-term wins to build momentum
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Mandate
� Change teams have the mandate and
authority to consolidate the short-
term wins and keep moving forward
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Anchorage
� The new system must be anchored in
the organizations culture,
infrastructure and communityrelationships
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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 agencys 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 Reform 8 Steps to Transformation 11
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Passion Drives Change
� ³Changing behavior is less a matter of giving people analysis to
influence their thoughts thanhelping them to see a truth toinfluence their feelings.´
� John Kotter - The Heart of Change
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Vision Focuses 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?
Heres who will do what, and whentheyll do it
And Heres How Well Make It
Work!138 Steps to TransformationRBS Reform
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Performance Measures
Drive Change
� People produce what ismeasured
� So be careful what youkeep track of
� The better the alignment with vision
and value -� The more likely people will rise to
the challenge
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Human Factor Engineering
15
If you keep putting differentpeople in the same situation,
and they keep making similar
mistakes
Maybe its the situation andnot the people!
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8 Steps to Transformation 16
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