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Readiness for Systemic Change

Readiness for Systemic Change. Peter Watson Director, NRCOI March 17, 2008. What the Literature Suggests. Systemic change is complex, lengthy and multidimensional Numerous change theories No simple way to define and measure readiness for systemic change

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Readiness for Systemic Change

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  1. Readiness for Systemic Change Peter Watson Director, NRCOI March 17, 2008

  2. What the Literature Suggests • Systemic change is complex, lengthy and multidimensional • Numerous change theories • No simple way to define and measure readiness for systemic change • But some common readiness domains emerge • Key question: readiness for a specific change initiative or readiness for change in general?

  3. Multilevel Influences on Successful Implementation Influence Factors: Social, Economic, Political Organizational Components: Selection, Program Evaluation, Admin, Systems Intervention Core Implementation Components: Training, Coaching, Performance Measurement Fixsen, D.L., Naoom, S.F., Blase, K.A., Friedman, R.M. & Wallace, F. (2005). Implementation Research: A Synthesis of the Literature. Tampa, FL: University of South Florida, Louis de la Parte Florida Mental Health Institute, The National Implementation Research Network (FMHI Publication #231). Pg. 59.

  4. Readiness Domains:the Usual Suspects • Sustained and intentional leadership focus • Vision for change linked to outcomes • Meaningful stakeholder involvement • Monitoring, feedback and accountability • Communication plans and capability • Identification and availability of key resources • Staff skills and time

  5. Readiness Domains: A Few Unusual Suspects • Organizational culture and climate • External influence factors—social, political and economic • Alignment of key systems to support and sustain change • Tone of monitoring and feedback process: “Gotcha” or “Got your back”

  6. What Experience Suggests • Time pressure for changes in child welfare often at odds with knowledge about how long lasting, systemic change takes (preparation, implementation, sustainability) • If an organization is not “ready” yet, what has to happen? • Develop integrated T/TA strategies to support systemic change initiatives

  7. What Experience Suggests • We don’t have a handy tool we can use to assess readiness • But is this statement true: Readiness is difficult to define, but “you know it when you see it?” • Good consultants should help you identify the key domains to consider in your planning

  8. What Experience Suggests • “Readiness” undoubtedly varies across an organization • One of main lessons from CFSRs—inconsistent practice across states, local offices and units • Search for champions or potential early adopters is a key strategy • We need to look beyond the child welfare agency for solutions

  9. One Last Thought • The Eureka factor • Link between relaxation and insight • You cannot “force” systemic change

  10. Contact Information Peter Watson, Director NRCOI 207-228-8330 (office) 207-632-0892 (mobile) pwatson@usm.maine.edu National Child Welfare Resource Center for Organizational Improvement A service of the Children’s Bureau, Member of the T/TA Network

  11. References • Barbee, Anita. White Paper on Models of Organizational Change and Systems Change, unpublished. 2007 • Fixsen, D.L., Naoom, S.F., Blase, K.A., Friedman, R.M. & Wallace, F. Implementation Research: A Synthesis of the Literature. Tampa, FL: University of South Florida, Louis de la Parte Florida Mental Health Institute, The National Implementation Research Network (FMHI Publication #231). 2005 • Hemmelgarn, Anthony. The Impact of Organizational Social Context: Training Impacting Context or Context Impacting Training? Presentation at the 11th Annual National Services Training and Evaluation Symposium. (May, 2008) • Kotter, John P. “Leading Change: Why Transformation Efforts Fail,” Harvard Business Review, January, 2007. Pp. 96-103. • Lehrer, Jonah. “The Eureka Hunt,” The New Yorker. July 28, 2008. Pp. 40-45.

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