Building Cultures and Climates for Effective Human Services

Anthony Hemmelgarn, PhD, is an industrial psychologist who has worked with researchers, organizational leaders, and practitioners nationwide to improve organizational cultures, climates, and effectiveness for over two decades. He is a primary co-developer and the lead implementation expert for ARC, an empirically-proven organizational development model that has improved organizational social contexts within human services across the nation, as well as client, staff, and organizational outcomes. He and his colleagues' publications in leading journals have helped shape research, organizational change theory, and organizational strategies to improve cultures and climates within human service organizations. He continues to promote and develop innovative approaches to optimize human services outcomes in healthcare and other human service organizations today.Charles Glisson, PhD, is currently Chancellor's Professor Emeritus at the University of Tennessee Knoxville and has directed research on human service organizations funded by the National Institutes for Health, W.T. Grant Foundation and other funders for over 40 years. He has authored over one hundred publications on human service organizations and is internationally known for his research on assessing and changing organizational social context to improve human services. He was awarded the NASW Lifetime Achievement Award in Health and Mental Health in 2014.

• Chapter 1. Improving Organizational Social Contexts for Effective Human Services Chapter 2. Case Examples Illustrating the Importance of Social Contexts in Human Service Organizations Chapter 3. Understanding and Assessing Organizational Social Context (OSC) Chapter 4. Introducing the Availability Responsiveness and Continuity (ARC) Organizational Strategies Chapter 5. The Impact of ARC in Human Service Organizations Chapter 6. ARC Infrastructure, Preparation, and Key Strategies for Creating Effective Human Service Organizations Chapter 7. ARC Stages and Component Tools Chapter 8. The Role of Mental Models in Organizational Change Chapter 9. Mission-driven versus Rule-driven Human Service Organizations Chapter 10. Results-oriented versus Process-oriented Human Service Organizations Chapter 11. Improvement-directed versus Status Quo-directed Human Service Organizations Chapter 12. Participatory-based versus Authority-based Human Service Organizations Chapter 13. Relationship-centered versus Individual-centered Human Service Organizations Chapter 14. Conclusion and Future Challenges for Improving Human Service Organizations References

"Everyone who cares about human services should read this book. Packed with lessons from four decades of research and illustrated with compelling case studies, this book details the powerful impact of organizational social context on service quality and outcomes. More importantly, it shares the welcome news that evidence-based, organizational strategies can improve goal setting, decision making, leadership, training, job redesign, and data feedback cycles-allto the benefit of better intervention delivery and better client outcomes. " -Enola K. Proctor, PhD, Shanti K. Khinduka Distinguished Professor, Brown School; Director, Implementation Science, Washington University Institute for Clinical and Translational Science"This is a timely, must-read book for those involved in leading, managing, or working in human service systems and organizations. The authors describe their rigorous and systematic approach and take the reader deeply into the why and how of improving human service organizations. They also provide practical strategies for attaining positive organizational change. This work demonstrates the importance of focusing on organizational context as prerequisite toconsidering implementation of specific service models or evidence-based practices. While there is often an assumption that changing a service model or implementing a new treatment will be enough to improveoutcomes, this rigorous body of work demonstrates that optimizing organizational culture and climate sets the stage for serving clients and patients in ways that lead to improved outcomes." Gregory A. Aarons, PhD, Director, Child and Adolescent Services Research Center, University of California, San Diego