Critical Role of Leadership in
System Transformation:
CHANGE MANAGEMENT
Thursday, May 3, 2012
Introductions & Acknowledgements
Presenters:
Kristen Smith
Sharon Burke
Wanda Sabb
Learning Objectives
At the end of this webinar, participants will be able to
 Describe the Stages of Change in System Transformation
 Identify the natural process people go through in dealing with
change
 Understand the difference between Traditional and
Transformational Leadership
 Apply The Five Practices of Exemplary Leadership to
System Transformation
 Identify key leadership strategies for change management
DBHIDS SYSTEM
TRANSFORMATION MODEL
The City of Philadelphia integrated its behavioral health care and
intellectual disability services into a comprehensive system.
The Department of Behavioral health and Intellectual disAbility
Services (DBHIDS) provides services through a network of community
provider agencies while collaborating with the Philadelphia School
District, child welfare, judicial systems and other key stakeholders.
DBHIDS staff embrace and implement a vision of:
R E C O V E RY
RESILIENCE
S E L F - D E T E R M I N AT I O N
Recovery & Resilience Oriented System of Care
Recovery & Resilience Oriented System of Care
Seeking to align system
transformation concepts,
practice and context
» 10 Core Values guided the
development of transformation
principles and strategies, and
will continue to guide the
implementation process
» 4 Domains in which the
strategies will be carried out
» 7 Goals are concrete, actionoriented goals that organize and
focus the strategies
www.dbhids.org
» Aligning Concepts: Changing how we think
» Aligning Practice: changing how we use
language and practices at all levels;
implementing values based change
» Aligning Context: changing regulatory
environment, policies and procedures,
community support
The Stages of System Transformation
STAGES
CORE STRATEGIES
Pre-Contemplation
Listening Exercises (focus groups with
clients/families and providers)
Contemplation
Pro and Con Analysis of change or no
change
Preparation
Increased availability of training and
technical assistance
Action
Contingency management-making system
rewards contingent on pro recovery,
resilience and self determination practices
and policies
Maintenance
Continued freshening of celebration and
recognition ceremonies
Roland Lamb, Arthur Evans, William White: The Role of Partnership in Recovery-Oriented Systems of Care: The Philadelphia Experience
Change is Not Easy…
It is important to understand how
change affects the people in your
organization. Change means letting go
of something we are attached to. It
triggers fear, anger, resentment and
insecurity.
INDIVIDUAL PROCESS OF CHANGE
There are Three Phases of Dealing with Change
Or How Change is Experienced:
Endings
Neutral
Zones
www.strategies-for-managing-change.com/william-bridges.html
Beginnings
INDIVIDUAL PROCESS OF CHANGE
Endings: A period when people deal with the losses
associated with change and learn more about the change.
Neutral Zones: A period of ambiguity and confusion when
people open up to the change and orient themselves to the
new patterns of behavior.
Beginnings: A period when people fully embrace the new
patterns of behavior.
TRANSITION TRAPEZE
In the 3 phases of transition, a person can
move back and forth between the stages
as feelings associated with the three
stages emerge.
Ways of Coping with Change
 Say goodbye…TO THE ENDINGS
 Identify Benefits and Opportunities
 Use your support system
 Deal with the losses through thinking
strategies
Ways of Coping with Change
 SAY GOODBYE TO THE
ENDINGS
Letting people take part of their
former life with them
Ways of Coping with Change

IDENTIFY BENEFITS AND
OPPORTUNITIES
What benefits and opportunities you have
experienced or may experience as part of your
organization’s changing dynamics?
Ways of Coping with Change
 USE YOUR SUPPORT SYSTEM
People
Things
Activities
Your Beliefs/Attitudes
Ways of Coping with Change
 DEAL WITH THE LOSSES THROUGH
“THINKING STRATEGIES”
Reframing
Replacing
Reinventing
WHAT IS LEADERSHIP?
Leadership is the ability to
influence others in a manner
that causes them to want to act,
become, or be a part of
something.
www.danielgoleman.info
Critical Role of Leadership
There are several factors that are needed to successfully
manage change:
□ the ability to communicate appropriately
□ effective people management
□ empathy
□ emotional intelligence
www.kenblachard.com
20 Best Companies for Leadership
BusinessWeek.com/Hay Group survey 2010
Traditional vs. Transformational Leadership
 Traditional Leadership
Occurs when the leader rewards or
punishes individuals, depending on
the adequacy of performance
Exchange relationship; contingent
reinforcement
Does not address individuals selfworth, interest or intrinsic
satisfaction
 Transformational Leadership
Provides a better fit when managing
change process in System
Transformation
Inspire followers to commit to a shared
vision for the organization,
Can occur at all levels and by any
individual in the organization
Emphasizes intrinsic motivation and
focuses on positive development of
individuals in the organization
Leaders create an open, trust-based
culture so that communication can flow
from bottom-up and top-down
Traditional Leadership
Transformational Leadership
Leadership is responsive
Leadership is proactive
Works within the organizational culture
Work to change the organizational culture by
implementing new ideas
Traditional leaders make employees achieve
organizational objectives through rewards and
punishment
Transformational leaders motivate and empower
employees to achieve company’s objectives by
appealing to higher ideals and moral values
Motivates followers by appealing to their own self- Motivates followers by encouraging them to
interest
transcend their own interests for those of the group
or unit
Acceptance of the status quo
Broad vision- willingness to push boundaries
Critique is limited and controlled (closed systems) Critique is used to identify opportunities for
improvement (Open Systems)
“CHANGE IS THE
ONLY CONSTANT”
-HERACLITUS, GREEK PHILOSOPHER
Leadership Strategies for Change Management
 Important leadership models speak to the role of
leadership in reaching to people on an emotional level
to inspire the behavioral and organizational cultural
changes needed for a large scale system
transformation.
 Two highly recognized models:
 Eight Step Process for Leading Change
 5 Practices of Exemplary Leadership
8 Step Process for Leading Change
Step 1: Create Urgency
Step 2: Form a Powerful Coalition
Step 3: Create a Vision for Change
Step 4: Communicate the Vision
Step 5: Remove Obstacle
Step 6: Create Short-term wins
Step 7: Build on the Change
Step 8: Anchor New Approaches in the Culture
John Kotter: Leading Change
 Kotter suggests that for change to be
STEP 1.
CREATE
URGENCY
successful 75% of management
needs to “buy into” the change.
 What can leaders do?
1.
Start honest discussions
2.
Identify potential threats
3.
Request support
 To lead change, you need to bring
STEP 2:
FORM A
POWERFUL
COALITION
together a coalition of influential
people
 What can leaders do?
1.
Identify the leaders in your organization
2.
Ask for emotional commitment
3.
Work on team building
4.
Check for weak areas
STEP 3:
CREATE A
VISION
FOR
CHANGE
 A clear vision helps everyone
understand why you are asking them
to do something.
 What can leaders do?
1.
Determine values that are central to
change
2.
Create a strategy to execute the vision
3.
Ensure change coalition can describe the
vision in 5 minutes or less
 What you do with your vision after
you create it determines your success
STEP 4:
COMMUNICATE
THE VISION
 “Walk the Talk”
 What can leaders do?
1.
Talk often about the change vision
2.
Openly and honestly address concerns
and anxieties
3.
Apply vision to all aspects of operations
4.
Lead by example
 Building buy-in from all levels of the
organization
STEP 5:
REMOVE
OBSTACLES
 Empowering people and helping the
change move forward
 What can leaders do?
1.
Identify the people resisting the change
2.
Recognize and reward people for making
change happen
3.
Take action to quickly remove barriers
 Nothing motivates more than success
STEP6:
CREATE
SHORT
TERM WINS
 What can leaders do:
1.
Create short term targets that are
achievable
2.
Analyze potential pros and cons of your
targets
3.
Reward people who help meet the targets
 Kotter argues that many change
STEP 7:
BUILD ON
THE
CHANGE
projects fail because victory is
declared too early
 What leaders can do?
1.
After every win analyze what went right
and what needs improving
2.
Set goals to continue building on the
momentum achieved
 Make any change stick, it should
STEP 8:
ANCHOR NEW
APPROACHES
IN THE
CULTURE
become part of the core of your
organization
 What leaders can do?
1.
Talk about progress every chance you get.
2.
Tell success stories about the change
process
3.
Publicly recognize key members of the
original change coalition
4.
Create plans to replace key leaders as
they move on
FIVE PRACTICES OF EXEMPLARY
LEADERSHIP
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
James Kouzes and Barry Posner: "The Leadership Challenge Workshop"
MODEL THE WAY
• Leaders’ actions speak louder than words
• Stand up for beliefs
• Set the example by aligning actions with
shared values
•Live by their values
What’s it like to drive in the fog?
INSPIRE A SHARED VISION
□ Envision the future by imaging exciting
and ennobling possibilities
□ Enlist others in a common vision by
appealing to shared aspirations
CHALLENGE THE
PROCESS
○ Challenge is the opportunity for greatness
○ Leaders welcome opportunities to test
their abilities
○ Search for opportunities to change the
status quo
○ Look for innovative ways to improve work
and their organization
ENABLE OTHERS TO ACT
“The best way for me to give
power to other people…is to allow
creativity and freedom to explore
new ideas and ways of thinking.”
Jill Cleveland, Finance Manager of Apple, Inc
ENABLE OTHERS TO ACT
● Leaders don’t travel alone
● Strength and develop others by sharing
power and information
● Foster collaboration by promoting
cooperative goals and building trust
ENCOURAGE THE HEART
“If everyone is doing a
great job, what’s the
problem in letting them
know that?
Lindsay Levin, Whites Group Chairman
ENCOURAGE THE HEART
□ Expect the best
□ Personalize Recognition
□ Create a spirit of
community
□ Be personally involved
In Successful Transformations…
 Build a guiding team powerful enough
to guide big change
 Guiding team develops the right vision
for the change effort
 Create a pattern of winning
 Strengthen and develop others by
sharing power and information
 Structure situations so that people can
take risks
 Create Rewards System
CONCLUSION:
 Leadership is the most essential element needed to lead
change
 Successful change occurs when speaking to people’s
feelings
 Transformational Leaders motivate and empower
employees
 Leadership is critical to successful and lasting system
transformation
“The real dividing line is passion.
As long as you believe what
you’re doing is meaningful, you
can cut through fear and
exhaustion and take the next
step.”
Arlene Blum, PH.D in Biophysical Chemistry
CRITICAL ROLE OF LEADERSHIP IN SYSTEM
TRANSFORMATION
THANK YOU FOR YOUR TIME AND
PARTICIPATION IN THIS WEBINAR!
QUESTIONS?
COMMENTS?