Leading Adaptive Change in Comm. Corr.sSolvedby an expert Solved by staff – senior, mid and frontline. Change in one or two areas of system Change across all aspects of the system

International Community Corrections Assoc. Annual ConferenceSeptember, 2018San Antonio, TX

Leading Adaptive Change in Comm. Corr.s: Making Yourself and Your Agency More Nimble, Agile and Effective

Brad Bogue, MADirector

2

The Work of Implementation Teams

The Soil

Enabling Context

The Seed

EvidenceBased Practices

The Sower

EffectiveImplementation

X X

=People &

CommunitiesBenefit

NIRN Model of Implementation - Parable of the Sower and the Seed:

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Technical Change Adaptive Change

Easy to identify Hard to know what the problem is

Quicker and easier solutions Solutions take time and are not easy

Solved by an expert Solved by staff – senior, mid and frontline.

Change in one or two areas of system Change across all aspects of the system

We welcome technical change Anxiety & Discord are normal

No internal change needed Values, roles and relationships change

R Heifetz & D. Laurie, The Work of Leadership, Harvard Business Review, Jan-Feb. 1997

12

Technical ChangeAdaptive Change

Easy to identifyHard to know what the problem is

Quicker and easier solutionsSolutions take time and are not easy

Solved by an expertSolved by staff – senior, mid and frontline.

Change in one or two areas of systemChange across all aspects of the system

We welcome technical changeAnxiety & Discord are normal

No internal change neededValues, roles and relationships change

R Heifetz & D. Laurie, The Work of Leadership, Harvard Business Review, Jan-Feb. 1997

Leadership Tasks:

Technical Challenges

Adaptive Challenges

Leadership Tasks:


Adaptive Challenges

1. Direct

2. Protect

3. Orient

4. Manage Conflict

Leadership Tasks:


Adaptive Challenges

1. Direct

Define problems and provide solutions

“Top Down”

2. Protect

3. Orient

4. Manage Conflict

Leadership Tasks:


Adaptive Challenges

1. Direct


“Top Down”

2. Protect Shield the staff from external threats

3. Orient

4. Manage Conflict

Leadership Tasks:


Adaptive Challenges

1. Direct


“Top Down”


3. OrientClarify roles, responsibilities and values

4. Manage Conflict

Leadership Tasks:


Adaptive Challenges

1. Direct


“Top Down”



4. Manage Conflict Restore order

Leadership Tasks:


Adaptive Challenges

1. Direct


“Top Down”

Get on the balcony. Identify the key questions and the adaptive challenge.

“Top Supported, Bottom Up”



4 Manage Conflict Restore order

Leadership Tasks:


Adaptive Challenges

1. Direct


“Top Down”




Let the staff feel external pressures within a range it can stand



Leadership Tasks:


Adaptive Challenges

1. Direct


“Top Down”






Challenge current roles and values. Resist pressure to define new roles too quickly


Leadership Tasks:


Adaptive Challenges

1. Direct


“Top Down”






Challenge current roles and values. Resist pressure to define new roles too quickly

4 Manage Conflict Restore order Inquire into conflict & let it

1) GETTING INTO THE BALCONY

2) IDENTIFYING THE ADAPTIVE CHALLENGE

3) REGULATING DISTRESS

4) MAINTAINING DISCIPLINED ATTENTION

5) GIVING THE WORK BACK TO THE PEOPLE

6) PROTECTING VOICES OF LEADERSHIP FROM BELOW

PRINCIPLES OF MANAGING ADAPTIVE CHANGE

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There is no known solutionIs there an issue that you/your team/your organization continually talks about but can't solve?

People would rather avoid the issueDoes working on the challenge create tension and conflict?

Recurring ProblemHave you tried fixing the problem multiple times, but it keeps coming back?

Moving Forward feels riskyDoes making progress on this challenge require putting your reputation, relationships, or job at risk?

People are required to work across boundariesCan no one person or group can fix this problem alone?

FIVE ‘FLAGS’ SIGNALLING ADAPTIVE CHANGE ISSUES

What is the adaptive challenge for:

1. yourself as a leader?

2. for your team?

3. for your agency?

Please do a ‘Free Write’ on this for two minutes!

Getting on the Balcony:

10 Steps COVE: Coaching Practice Model* - 14 Elements

*Coaching Options that are Versatile and Effective (COVE) by Brad Bogue & Tom O’Connor. Drawing on Role Clarification (Trotter), Motivational Interviewing (Miller & Rollnick), and the Coaching Habit


1. Role Clarify 1. My agency’s mission is… My role/job today is…2. What is your role today? What are you trying to accomplish?




2. Engaging 3. What’s on your mind?4. And, what else?





3. Focusing 5. What’s the real challenge here for you?






4. Evoking 6. What do you want? What would it look like to meet your challenge? 7. How can I help with that?







5. Planning 8. If you are saying yes to this what are you saying no to?








6-9. Cog/BehaviorSkill Building

9. Describe the skill. 10. Model the skill. 11. Client Practices the skill with Feedback. 12. Client decides to try the skill in real life.








6-9. Cog/BehaviorSkill Building

9. Describe the skill. 10. Model the skill. 11. Client Practices the skill with Feedback. 12. Client decides to try the skill in real life.

10. Learn & Carry 13. My next steps are… What are your next steps? 14. What was the most useful for you today? *Coaching Options that are Versatile and Effective (COVE) by Brad Bogue & Tom O’Connor. Drawing on Role Clarification (Trotter), Motivational Interviewing (Miller & Rollnick), and the Coaching Habit

Four Actions of Dialogue

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Start the action

Complete the action

Correct the action

Name & Join the action

David Kantor, Reading the Room (2016)

https://www.amazon.com/Reading-Room-Dynamics-Coaches-Leaders/dp/0470903430/ref=sr_1_1?ie=UTF8&qid=1518898764&sr=8-1&keywords=reading+the+room

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Documents

Leading Adaptive Change in Comm. Corr.sSolvedby an expert Solved by staff – senior, mid and frontline. Change in one or two areas of system Change across all aspects of the system