Change Leadership III: Making Change Stick

1. Change Leadership III: Making Change Stick facilitated by Alicia Kadesch, CCF National Resource Center Jim Seevers, CCF National Resource Center

2. —Eric Hoffer “In times of change, the learners will inherit the earth, while the knowers will find themselves beautifully equipped to deal with a world that no longer exists.”

3. Overview • A Reflection of Successful Changes • Sustaining Change—Now What? • After Action Reviews • Knowledge Assets and Communities of Practice • Learning from Experience: New Detroit

4. At the completion of this session, you will: Understand the challenges associated with sustaining program changes Understand the concept and applicability of continuous program improvement and the relationship to program measurement Be able to capture lessons learned Learn from an experienced IO Leader: SONIA PLATA, NEW DETROIT Objectives

5. A Roadmap for Change Leadership Communications Training Risk Management Developing Plans Why Change? Change and Benefits of the IO Model Forces For and Against Walking a Mile in My Shoes Readiness Review You Change Leaders Recap of CL I & II: Ready, Set, Go! SCORe

6. Adaptive Capacity Agility Flexibility Kaizen “I love you, you’re perfect, now change!”

7. Agility • Proficient at Change • Flexible – Responsive Agile – Proactive • Separating the “Urgent” from the “Important” • Recognizing that there may be a better (and often different) way

8. Kaizen (改善) is Japanese for "change for the better" or "improvement"; the English translation is "continuous or continual improvement" Effective Kaizen must operate with three principles : Consider the process and the results, not just the results (logic model activities, outputs, and outcomes) Think of the whole process, not just the immediate view (i.e. big picture) – human services delivery in context Use a learning, non-judgmental, non-blaming approach (blaming is wasteful) Commitment to Continuous Improvement KaizenA Basis for Training and Technical Assistance

9. After Action Reviews • What were the objectives to be accomplished by the change? • To what degree were they accomplished; what was not accomplished? • What went well? What went so well that you believe it should be a benchmark or best practice for others? • What would you do differently (or better) next time?

10. Learn from Others • A Community of Practice (CoP) is the process of social learning that occurs when people who have a common interest in some subject or problem collaborate over an extended period to share ideas, find solutions, and build innovations. Who’s in your “Fave Five?” • A Knowledge Asset is a term that is growing in use to capture the value of human capital contributions. Dr. W. Edwards Demming said knowledge is information in action. Have you mapped your knowledge assets?

14. New Detroit SONIAPLATA . . . with a little help from our friends

15. A Reflection of Successful Changes Sustaining Change—Now What? After Action Reviews Knowledge Assets and Communities of Practice Learning from Experience: New Detroit Understand the challenges associated with sustaining program changes Understand the concept and applicability of continuous program improvement and the relationship to program measurement Capture lessons learned Learn from an experienced IO leader Wrap-Up

16. Handouts • After Action Review Template