Organizational Change for the Human Services

Thomas Packard, MSW, DSW, is Professor Emeritus in the School of Social Work at San Diego State University. He has twenty years of experience as an organization development consultant focusing on governmental and nonprofit organizations. He received his doctorate in social welfare at UCLA, where he also studied in the Graduate School of Management and the Center for Quality of Working Life.

• Section 1: Overview INTRODUCTION Making sense of organizationsPurpose of the BookCases We Will be StudyingFather Joes' VillagesSan Mateo County (California) Human Services AgencySan Diego Youth ServicesSan Diego Fire DepartmentPlan for the BookChapter 1: CHALLENGES AND OPPORTUNITIESFraming Organizational ChangeSome Conditions Requiring ChangeLeading and Managing ChangeTo What Extent Can Planned Organizational Change Really Help?Challenges in implementing organizational changeOrganizational Change DefinedSummaryReflection and focusing questionsChapter 2: A CONCEPTUAL FRAMEWORK Key Theories of Organizational ChangePlanned vs. Unplanned ChangeLevels of ChangeChange Context, Content, and Process A Conceptual Model of Planned Organizational ChangeProblem, Need, Opportunity, or Challenge for ChangeChange GoalAssessmentStrategiesTacticsTechnologies and MethodsOutcomes of the Change ProcessEssential Elements for Managing Complex ChangeSummaryReflection and focusing questionsSection 2: Change LeadershipChapter 3: YOU AS A CHANGE LEADER: ASSESSMENT AND DEVELOPMENT Assessing Yourself as a Change LeaderChange Management and Change LeadershipChange Leadership CompetenciesLeadership traitsTask, Relationship, and Change BehaviorsInfluence SkillsEthics in Change LeadershipLeader DevelopmentSummaryReflection and focusing questionsChapter 4: THEORIES FOR EFFECTIVE CHANGE LEADERSHIPLeadership Theories for Change LeadershipLikert's Management SystemsParticipative Decision MakingExemplary LeadershipTransformational and Transactional Leadership Adaptive leadership Compassionate LeadershipSummaryReflection and focusing questionsSection 3: A Change Model Chapter 5: ASSESSMENT AND GOAL SETTING Step 1. Identify the Problem, Need, Challenge, or OpportunityStep 2. Identify the Desired Future State: the Change GoalStep 3. Assess the PresentAssessing Context: The Big PictureAssessing Content: What Needs to be ChangedAssessing Process: Aspects of the Change: Readiness and CapacityStaff Readiness and capacityOrganizational ReadinessOrganizational CapacityChange Leader CapacityForce Field AnalysisSummaryReflection and focusing questionsChapter 6: LAUNCHING THE CHANGE INITIATIVEStep 4. Determine the Overall Change StrategyStep 5. Communicate the Need for and the Desirability of the ChangeStep 6. Create a Sense of UrgencyStep 7. Communicate the Change VisionSummaryReflection and focusing questionsChapter 7: IMPLEMENTATION SYSTEMS AND PROCESSES 197Step 8. Develop the Action SystemFormal rolesSponsorChampionExecutive Team Change Leadership Team Other Change Agents Other Stakeholders Change processesStep 9. Implement the Plan for ChangeImplementation processesAction teamsAdditional Aspects of Change Process Implementation Provide for staff the information and training needed to implement the change.Provide adequate opportunities for team building and conflict management.Clearly communicate progress on the change process throughout the organization. SummaryReflection and focusing questionsChapter 8: SUPPORT AND RESISTANCE Step 10. Develop and Maintain SupportSources of SupportTop ManagementAdditional Management SupportPolitical OverseersCollaborating Organizations and Community PartnersSufficient ResourcesResistanceSummaryReflection and focusing questionsChapter 9: INSTITUTIONALIZATION AND EVALUATIONStep 11. Institutionalize the ChangeStep 12. Evaluate the ChangeSummaryReflection and focusing questionsSection 4: Generic Change MethodsChapter 10: USING CONSULTANTSTypes of consultants: Expert and ProcessTypes of Consultants: External and InternalInternal consultantsExternal consultantsSelecting and using consultantsOrganization DevelopmentSummaryReflection and focusing questionsChapter 11: DATA COLLECTION AND ASSESSMENT Action ResearchEmployee Surveys The Management AuditClient SurveysStakeholder SurveysOrganizational Performance DataAppreciative InquiryReflection and focusing questionsChapter 12: CHANGE INTERVENTIONSTeam BuildingConflict ManagementRole ClarificationImage Exchange/Intergroup DesignTransition ManagementLarge Group interventionsReflection and focusing questionsChapter 13: ADVANCING DIVERSITY, EQUITY, INCLUSION, AND SOCIAL JUSTICEBackgroundCultural CompetenceEquity and Social JusticeSummaryReflection and focusing questionsChapter 14: QUALITY AND EFFICIENCY IMPROVEMENT PROCESSES Total Quality ManagementContinuous Quality ImprovementPlan Do Study ActWork Flow AnalysisCause and Effect DiagramLean TransformationSix SigmaLean Six SigmaIndustrial EngineeringSummaryReflection and focusing questionsChapter 15: ORGANIZATION REDESIGN Background and definitionsDimensions of Organization DesignOrganization Design as a NounOrganizational StructureOrganizational ProcessesCriteria for the Redesign of an OrganizationOrganization Design as a VerbCriteria for an Effective Redesign ProcessA Redesign ModelBusiness Process Reengineering: A Cautionary TaleSummaryReflection and focusing questionsChapter 16: CHANGING ORGANIZATIONAL CULTURECulture and Climate DefinedCharacteristics of Effective CulturesCulture AssessmentCulture ChangeEmployee PerspectivesTactics for Culture ChangeSummaryReflection and focusing questionsSection 5: Change Methods For Human Service Organizations Chapter 17: IMPROVEMENT METHODS FOR HUMAN SERVICE ORGANIZATIONS Capacity building Assessing Capacity Building NeedsImproving Organizational CapacityBest Practices and Benchmarking Evidence-based Practice Implementation and Implementation ScienceEPIS: Exploration, Adoption/Preparation, Implementation, and SustainmentLOCI: Leadership and Organizational Change for ImplementationNIRN: National Implementation Research NetworkCFIR: Consolidated Framework for Implementation ResearchLearning Organizations and Knowledge ManagementSummaryChapter 18: CHANGE MODELS FOR HUMAN SERVICE ORGANIZATIONS Change Models for HSOsThe ARC Model The Sanctuary Model Getting to Outcomes Design Team Innovation and IntrapraneurshipCutback management Cutbacks: ContentCutbacks: Process SummaryChapter 19: STAFF-INITIATED ORGANIZATIONAL CHANGE SIOC ModelsSIOC and Worker EmpowermentPre-assessmentAssessmentThe content of the changeThe process aspects of the changePreinitiationInitiation ImplementationInstitutionalizationEvaluationSummary Reflection and focusing questionsSection 6: Wrap Up Chapter 20: WHERE WE HAVE BEEN AND WHERE YOU MAY GO Where We Have BeenA Planned Change ModelYou as a Change LeaderSome Final Thoughts Where do you want to go from here?Reflection and focusing questionsAPPENDIX1. Leader Development Plan2. Management Audit 3. Role Functions Worksheet4. Responsibility Chart 5. Transition Management: Team Member6. Transition Management: Team Leader 7. The Organizational Change Tactics Questionnaire8. Organizational Change Research: Some Challenges and History9. Evidence for the Model ReferencesIndexAbout the Author

For anyone interested in changing a human service organization to better serve clients, Packard's book is an invaluable resource ... While the book is solidly grounded in theory and empirical evidence, the author's primary focus is how change practitioners can realistically improve the effectiveness of organizations that serve diverse, vulnerable, and disenfranchised populations. I expect this book will be an indispensable companion for practitioners, students, and scholars alike.