Organizational change for the human services / Thomas Packard.

Format:

Book

Author/Creator:

Packard, Thomas Roy, author.

Series:

Oxford scholarship online.

Oxford scholarship online

Language:

English

Subjects (All):

Human services--Management.

Human services.

Physical Description:

1 online resource (448 pages).

Place of Publication:

New York, New York : Oxford University Press, [2021]

Summary:

This text presents an evidence-based conceptual framework for planning and implementing organizational change processes specifically focused on human service organizations (HSOs). After a brief discussion of relevant theory and a review of key challenges facing HSOs that create opportunities for organizational change, a detailed conceptual framework outlines an organizational change process.

Contents:

cover

Organizational Change

copyright

dedication

Contents

Foreword

Acknowledgments

1. OVERVIEW

Introduction

Making Sense of Organizations

Purpose of the Book

Cases We Will Study

Father Joe's Villages

San Mateo County (California) Human Services Agency

San Diego Youth Services

San Diego Fire Department

Plan for the Book

Summary

Reflection and Focusing Questions

1. Challenges and Opportunities

Framing Organizational Change

Some Conditions Requiring Change

Leading and Managing Change

To What Extent Can Planned Organizational Change Really Help?

Challenges of Implementing Organizational Change

Organizational Change Defined

2. A Conceptual Framework

Key Theories of Organizational Change

Planned Versus Unplanned Change

Levels of Change

Change Context, Content, and Process

A Conceptual Model of Planned Organizational Change

Problem, Need, Opportunity, or Challenge for Change

Change Goal

Assessment

Strategies

Tactics

Technologies and Methods

Outcomes of the Change Process

Essential Elements for Managing Complex Change

2. CHANGE LEADERSHIP

3. You as a Change Leader: Assessment and Development

Assessing Yourself as a Change Leader

Change Management and Change Leadership

Change Leadership Competencies

Leadership Traits

Task, Relationship, and Change Behaviors

Influence Skills

Ethics in Change Leadership

Leader Development

4. THTheories for Effective Change Leadership

Leadership Theories for Change Leadership

Likert's Management Systems

Participative Decision- Making

Exemplary Leadership

Transformational and Transactional Leadership

Adaptive Leadership.

Compassionate Leadership

3. A CHANGE MODEL

5. Assessment and Goal Setting

Step 1. Identify the Problem, Need, Challenge, or Opportunity

San Mateo County

Step 2. Identify the Desired Future State: The Change Goal

Step 3. Assess the Present

Assessing Content: What Needs to Be Changed 99

Cases: The Contexts

Assessing Context: The Big Picture

Assessing Process Aspects of the Change: Readiness and Capacity 102

Staff Readiness and Capacity

Organizational Capacity

Organizational Readiness

Change Leader Capacity

Force Field Analysis

Cases: Assessing Process Aspects of the Change 110

6. Launching the Change Initiative

Step 4. Determine the Overall Change Strategy 112

Empirical- Rational Strategies

Normative-Reeducative Strategies

Power- Coercive Strategies

Strategy Selection

Case Examples

Step 5. Communicate the Need for and the Desirability of the Change 117

Step 6. Create a Sense of Urgency

Step 7. Communicate the Change Vision

7. Implementation Systems and Processes

Step 8. Develop the Action System

Formal Roles

Father Joe's Villages.

San Mateo County

Step 9. Implement the Plan for Change

Implementation Processes

Action Teams

Additional Aspects of Change Process Implementation 138

Provide Staff the Information and Training Needed to Implement the Change 138

Provide Adequate Opportunities for Team Building and Conflict Management 138

Clearly Communicate Progress on the Change Process Throughout the Organization 139

8. Support and Resistance

Step 10. Develop and Maintain Support

Sources of Support

Top Management

Additional Management Support

Political Overseers

Collaborating Organizations and Community Partners 147

Supporting Staff

Resistance

9. Institutionalization and Evaluation

Step 11. Institutionalize the Change

Step 12. Evaluate the Change

4. GENERIC CHANGE METHODS

10. Using Consultants

Types of Consultants: Internal and External 181

Types of Consultants: Expert and Process 180

Internal Consultants

External Consultants

Selecting and Using Consultants

Organization Development

11. Data Collection and Assessment

Action Research

Employee Surveys.

The Management Audit

Client Surveys

Stakeholder Surveys

Organizational Performance Data

Appreciative Inquiry

12. Change Interventions

Team Building

Conflict Management

Role Clarification

Image Exchange/ Intergroup Design

Transition Management

Large Group Interventions

13. Advancing Diversity, Equity, Inclusion, and Social Justice 220

Background

Cultural Competence

Equity and Social Justice

14. Quality and Efficiency Improvement Processes 232

Total Quality Management

Continuous Quality Improvement

Plan, Do, Study, Act

Workflow Analysis

Cause- and- Effect Diagram

Lean Six Sigma

Six Sigma

Lean Transformation

Industrial Engineering

15. Organization Redesign

Background and Definitions

Dimensions of Organization Design

Organization Design as a Noun

Organizational Structure

Organizational Processes

Criteria for an Effective Design of an Organization 249

Organization Design as a Verb

Criteria for an Effective Redesign Process 251

A Redesign Model

Business Process Reengineering: A Cautionary Tale 257

16. Changing Organizational Culture

Characteristics of Effective Cultures

Culture and Climate Defined

Culture Assessment

Culture Change

Employee Perspectives

Tactics for Culture Change

5. CHANGE METHODS FOR HUMAN SERVICE ORGANIZATIONS

17. Improvement Methods for Human Service Organizations 275

Capacity Building

Assessing Capacity Building Needs

Improving Organizational Capacity.

Best Practices and Benchmarking

Evidence- Based Practice Implementation and Implementation Science 281

EPIS: Exploration, Adoption/ Preparation, Implementation, and Sustainment 282

LOCI: Leadership and Organizational Change for Implementation 284

NIRN: National Implementation Research Network 285

CFIR: Consolidated Framework for Implementation Research 286

Learning Organizations and Knowledge Management 288

18. Change Models for Human Service Organizations 292

Change Models for HSOs

The ARC Model

The Sanctuary Model

Getting to Outcomes

Design Team

Innovation and Intrapraneurship

Initiate

Investigate

Innovate

Integrate

Cutback Management

Cutbacks: Content

Cutbacks: Processes

19. Staff- Initiated Organizational Change

SIOC Models

SIOC and Worker Empowerment

Preinitiation

The Content of the Change

The Process Aspects of the Change

Preassessment

Initiation

Implementation

Institutionalization

Evaluation

6. WRAP- UP

20. Where We Have Been and Where You May Go 329

Where We Have Been

A Planned Change Model

You as a Change Leader

Some Final Thoughts

Where Do You Want to Go From Here?

APPENDICES

1. Leader Development Plan

2. Management Audit

3. Role Functions Worksheet

4. Responsibility Chart

5. Transition Management: Team Member

6. Transition Management: Team Leader

7. Organizational Change Tactics Questionnaire 354

8. Organizational Change Research: Some Challenges and History 358

9. Evidence for THThe Model

About the Author

References

Index.

Notes:

Also issued in print: 2021.

Includes bibliographical references and index.

Description based on print version record.

ISBN:

0-19-758070-X

0-19-755001-0

OCLC:

1226799901