providing successful employment supports in a changing environment: all change is difficult no...

PROVIDING SUCCESSFUL PROVIDING SUCCESSFUL EMPLOYMENT SUPPORTS EMPLOYMENT SUPPORTS

IN A CHANGING IN A CHANGING ENVIRONMENT:ENVIRONMENT:

ALL CHANGE IS DIFFICULT NO MATTER HOW LONG YOU PUT

IT OFF

“ “ A MAN’S WOMENFOLK, A MAN’S WOMENFOLK, WHATEVER THEIR WHATEVER THEIR

OUTWARD SHOW OF OUTWARD SHOW OF RESPECT FOR HIS MERIT RESPECT FOR HIS MERIT & AUTHORITY, ALWAYS & AUTHORITY, ALWAYS REGARD HIM SECRETLY REGARD HIM SECRETLY AS AN ASS, AND WITH AS AN ASS, AND WITH SOMETHING AKIN TO SOMETHING AKIN TO

PITY.”PITY.”

H. L. MENCKENH. L. MENCKEN

““I feel so I feel so miserable without miserable without you, it's you, it's

almost like almost like having you here."having you here."

Stephen BishopStephen Bishop

JOE MARRONEJOE MARRONEINSTITUTE FOR COMMUNITY INCLUSIONINSTITUTE FOR COMMUNITY INCLUSION

MAIN OFFICE: BOSTON, MAMAIN OFFICE: BOSTON, MA

NW OFFICENW OFFICE::

4517 NE CESAR CHAVEZ BLVD4517 NE CESAR CHAVEZ BLVD

PORTLAND, OR 97211-8124PORTLAND, OR 97211-8124

TELTEL: 503-331-0687: 503-331-0687

CELLCELL: 503-490-2072: 503-490-2072

FAXFAX: 503-961-7714: 503-961-7714

EMAILEMAIL: [email protected]: [email protected]

WEBWEB:: WWW.COMMUNITYINCLUSION.ORG WWW.COMMUNITYINCLUSION.ORG

“ I CAN’T UNDERSTAND WHY PEOPLE ARE FRIGHTENED OF NEW IDEAS; I’M FRIGHTENED

OF THE OLD ONES.”

JOHN CAGE, COMPOSER

““LIFE LIVED WITHIN THE LIFE LIVED WITHIN THE CONFINES OF THE HUMAN CONFINES OF THE HUMAN

SERVICE & SERVICE & REHABILITATION REHABILITATION

LANDSCAPE IS A LIFE IN LANDSCAPE IS A LIFE IN WHICH THE FREEDOM TO WHICH THE FREEDOM TO BECOME & MAKE YOUR BECOME & MAKE YOUR

OWN FUTURE IS OWN FUTURE IS DIMINISHED”DIMINISHED”

PATRICIA DEEGANPATRICIA DEEGAN20th World Congress Rehab International: Oslo, 20th World Congress Rehab International: Oslo,

Norway – JUNE 2004Norway – JUNE 2004

ROLE/ LIMITS OF TRAINING ROLE/ LIMITS OF TRAINING AS A CHANGE STRATEGY?AS A CHANGE STRATEGY?

REMEMBER THE TURKEY REMEMBER THE TURKEY AND THE SQUIRREL AND THE SQUIRREL

ANALOGYANALOGY

Henry Rosovsky Henry Rosovsky Economic Economic

HistorianHistorian

““Never Never underestimate underestimate the difficulty of the difficulty of changing false changing false beliefs by facts.”beliefs by facts.”

IF PEOPLE

CANCAN WORK

PEOPLE

SHOULDSHOULD WORK

HOW PATIENT SHOULD WE BE?HOW PATIENT SHOULD WE BE?

““TIME IS JUST AS IMPORTANT TO TIME IS JUST AS IMPORTANT TO PEOPLE WITH DISABILITIES AS IT PEOPLE WITH DISABILITIES AS IT

IS TO THE REST OF US”- IS TO THE REST OF US”- GERALD PROVENCALGERALD PROVENCAL

“ “ A JOURNEY OF 1000 MILES A JOURNEY OF 1000 MILES BEGINS WITH THE FIRST STEP– BEGINS WITH THE FIRST STEP–

UNFORTUNATELY A JOURNEY OF UNFORTUNATELY A JOURNEY OF 3 STEPS BEGINS THE SAME 3 STEPS BEGINS THE SAME WAY”- WAY”- MARRONE APHORISMMARRONE APHORISM

A ship in harbor is safe -- but that is not what ships are built

for.

John A. SheddSalt from My Attic,

1928

WHY ARE HIGHER WHY ARE HIGHER OUTCOMES/ OUTCOMES/

EXPECTATIONS NOT EXPECTATIONS NOT ENDORSED BY ADVOCATES ENDORSED BY ADVOCATES RATHER THAN FEARED AS RATHER THAN FEARED AS

“CREAMING”?“CREAMING”?

DON’T THERE NEED TO BE DON’T THERE NEED TO BE WINNERS AND LOSERS WINNERS AND LOSERS OR ELSE OR ELSE

HAS ANYTHING HAS ANYTHING CHANGEDCHANGED??

““The nature of The nature of passive resistance passive resistance within a nonprofit within a nonprofit setting is at levels setting is at levels that could teach that could teach Gandhi lessons.”Gandhi lessons.”

Reynold LevyReynold Levy

President of Lincoln Center for the Performing Arts, and President of Lincoln Center for the Performing Arts, and former president of International Rescue Committeeformer president of International Rescue Committee

Thom HartmanThom Hartman“ADD, An Alternate View”

“I am not I am not inattentive, inattentive,

you are just you are just boring.boring.“

GOETHE““Knowing is not Knowing is not enough; enough; we must apply.we must apply.

Willing is not Willing is not enough; we enough; we must do.”must do.”

HASN’T THERE BEEN HASN’T THERE BEEN MORE CHANGE IN MORE CHANGE IN

WELFARE WELFARE REFORM IN LESS THAN REFORM IN LESS THAN

A DECADE THAN IN A DECADE THAN IN SUPPORTED SUPPORTED

EMPLOYMENT IN 20+ EMPLOYMENT IN 20+ YEARS?YEARS?

AMBROSE BIERCEAMBROSE BIERCE

“ PATIENCE:

A MINOR FORM OF DESPAIR ---

DISGUISED AS A VIRTUE.”

HELPING PEOPLE (AND SYSTEMS) CHANGE:

HOPE,HOPE,

HELP, HELP,

ANDAND

HASSLINGHASSLING

COLLABORATIOCOLLABORATIONN

DON’T ASK BEFORE YOU DON’T ASK BEFORE YOU GIVE SOMETHING GIVE SOMETHING

FIRSTFIRST ALWAYS SAY YES TO ALWAYS SAY YES TO FIRSTFIRST

LEVELS OF CHANGE:LEVELS OF CHANGE:• YOURSELF

• YOUR ORGANIZATION

• OTHER SYSTEMS

EDWARD ABBEYEDWARD ABBEY

One man alone can be One man alone can be pretty dumb sometimes, pretty dumb sometimes,

but for real bona fide but for real bona fide stupidity, stupidity, there ain't nothin' there ain't nothin'

can beat teamwork.can beat teamwork.

SHOOK, J. (2010) HOW TO CHANGE A CULTURE. MIT SLOAN MGMT REVIEW, 51 (2), 62-68

ORGANIZATIONAL CHANGEORGANIZATIONAL CHANGE

INTERNAL WANT TO CHANGE


EXTERNAL NEED TO CHANGE CRISIS OR PRESSURE


VISION and VALUES KNOW WHAT TO CHANGE TOKNOW WHAT TO CHANGE TO

5 SIGNS TO RECOGNIZE SYSTEM

CHANGE: Grieff, D., Proscio, T., & Grieff, D., Proscio, T., &

Wilkins, C. (2003). Wilkins, C. (2003). Laying a new foundation: Changing the systems that create and sustain supportive housing. Oakland, CA: Corporation for Supportive Housing


CHANGE: CHANGE IN POWER: :

Designated positions—Designated positions—people with formal people with formal authority—responsible authority—responsible for the new activity for the new activity (not just individuals (not just individuals who care about it). who care about it).


CHANGE: CHANGE IN MONEY:

Routine funding is Routine funding is earmarked for the new earmarked for the new activity in a new activity in a new [new money, shift in [new money, shift in existing funding, or new existing funding, or new priorities & criteria for priorities & criteria for accessing money]. accessing money].


CHANGE: CHANGE IN HABITS:

Participants in a system Participants in a system interact with each other to interact with each other to carry out the new activity as carry out the new activity as part of their normal routine part of their normal routine not just respond to special not just respond to special initiatives, demonstrations, initiatives, demonstrations, or projects. or projects.


CHANGE:

CHANGE IN TECHNOLOGY OR SKILLS:

Growing cadre of skilled practitioners at most levels in the delivery chain, practicing methods not previously common or considered desirable. Practitioners are now expert in skills that new system demands & have set a standard for effective delivery of results.


CHANGE:

CHANGE IN IDEAS OR VALUES:

New definition of performance or success, & often a new understanding of the people to be served & the problem to be solved [i.e., new goals]. The new definition & understanding are commonly held among most actors in the system, & are no longer in great dispute

“ “ YOU NEED A LITTLE LOVE YOU NEED A LITTLE LOVE IN YOUR LIFE & FOOD IN IN YOUR LIFE & FOOD IN YOUR STOMACH BEFORE YOUR STOMACH BEFORE

YOU CAN HOLD STILL FOR YOU CAN HOLD STILL FOR SOME DAMN FOOL’S SOME DAMN FOOL’S

LECTURE ABOUT HOW LECTURE ABOUT HOW TO BEHAVE.”TO BEHAVE.”

BILLIE HOLIDAYBILLIE HOLIDAY

John P. Kotter (1998). John P. Kotter (1998).

Leading change: why Leading change: why transformation efforts transformation efforts

fail.fail. In: Harvard Business In: Harvard Business

Review on Change. Review on Change. Cambridge: Harvard Cambridge: Harvard

Business School Press.Business School Press.

Error #1: Not establishing a Error #1: Not establishing a great enough sense of great enough sense of

urgency. urgency.

In the eyes of stakeholders, how In the eyes of stakeholders, how important and urgent is the adoption of important and urgent is the adoption of a community employment model?a community employment model?

Are people so comfortable with the Are people so comfortable with the status quo that they will not want to status quo that they will not want to take the effort and risks associated with take the effort and risks associated with change?change?

Are a significant portion of the key Are a significant portion of the key “stakeholders” (i.e., people with “stakeholders” (i.e., people with authority or influence or ideally both) authority or influence or ideally both) honestly convinced that “business as honestly convinced that “business as usual” is totally unacceptable? usual” is totally unacceptable?

Bottom lineBottom line: Is there a system-wide : Is there a system-wide perception of urgency?perception of urgency?

Error #2: Not creating a powerful Error #2: Not creating a powerful enough guiding coalition. enough guiding coalition.

Which stakeholders are driving the Which stakeholders are driving the system redesign? Which stakeholder system redesign? Which stakeholder groups are indifferent? Which are groups are indifferent? Which are opposed?opposed?

Do the people “pushing the change” Do the people “pushing the change” have the means to create incentives have the means to create incentives and modify the organizational and modify the organizational infrastructure to support the system infrastructure to support the system redesign?redesign?

Who are the strong, credible, and Who are the strong, credible, and assertive leaders who will communicate assertive leaders who will communicate the need for change to all in the the need for change to all in the system?system?

Bottom lineBottom line: Do the people driving : Do the people driving change have the means to make it change have the means to make it happen?happen?

Error #3: Lacking a visionError #3: Lacking a vision

Is there a clearly articulated vision of Is there a clearly articulated vision of what we are doing and why? what we are doing and why?

Does the vision easily translate into Does the vision easily translate into actions?actions?

Is the vision concise and easily Is the vision concise and easily understandable (The “rule”: If you understandable (The “rule”: If you can’t explain it easily within 3 – 5 can’t explain it easily within 3 – 5 minutes, you don’t really know it)?minutes, you don’t really know it)?

Is there a clear link between the vision Is there a clear link between the vision and each specific system redesign and each specific system redesign activity?activity?

Bottom lineBottom line: Is there a clear theme and : Is there a clear theme and blueprint showing how the various blueprint showing how the various system redesign initiatives relate to a system redesign initiatives relate to a vision, or is system redesign perceived vision, or is system redesign perceived as a collection of disparate activities as a collection of disparate activities with no central theme? with no central theme?

Error #4: Undercommunicating vision by a factor Error #4: Undercommunicating vision by a factor of ten. of ten.

How has the vision been communicated? How has the vision been communicated? Do people “get it”? Do people “get it”?

Are day-to-day actions of the system’s Are day-to-day actions of the system’s leadership & the guiding coalition consistent leadership & the guiding coalition consistent with the vision? Are we practicing what with the vision? Are we practicing what we preach?we preach?

Are we using every possible communication Are we using every possible communication channel to communicate the vision?channel to communicate the vision?

Are we willing & able to displace nonessential, Are we willing & able to displace nonessential, generic training programs & devote resources generic training programs & devote resources to training specific to community employment to training specific to community employment for people with significant disabilities?for people with significant disabilities?

Bottom lineBottom line: How effectively have we : How effectively have we communicated the vision?communicated the vision?

Error #5: Not removing obstacles to new Error #5: Not removing obstacles to new vision.vision.

Have we identified the obstacles?Have we identified the obstacles? Are we willing to make changes in the existing Are we willing to make changes in the existing

organizational structures if those structures do organizational structures if those structures do not support system redesign?not support system redesign?

How will the system handle administrators, How will the system handle administrators, supervisors, and/or managers that do not supervisors, and/or managers that do not support change and make demands on their support change and make demands on their employees that undermine system redesign?employees that undermine system redesign?

Bottom lineBottom line: Are we willing and able to take the : Are we willing and able to take the actions necessary to manage organizational and actions necessary to manage organizational and personnel obstacles?personnel obstacles?

Error #6: Not systematically planning Error #6: Not systematically planning for and creating short-for and creating short-

term wins.term wins.

What are some potential short-term wins What are some potential short-term wins that would get system redesign off to a that would get system redesign off to a positive start?positive start?

Do we have the commitment to devote Do we have the commitment to devote resources to creating short-term wins?resources to creating short-term wins?

Bottom lineBottom line: Are we willing and able to do : Are we willing and able to do what it takes to create short-term wins?what it takes to create short-term wins?

Error #7: Declaring victory too soon. Error #7: Declaring victory too soon.

Does the system have the long-term Does the system have the long-term perspective to maintain the system perspective to maintain the system redesign initiative over time?redesign initiative over time?

Do the stakeholders recognize that Do the stakeholders recognize that change requires years, not months?change requires years, not months?

Bottom lineBottom line: Is there a plan to orchestrate : Is there a plan to orchestrate a series of short-term wins so that a series of short-term wins so that momentum is sustained?momentum is sustained?

Error #8: Not anchoring changes in Error #8: Not anchoring changes in the organization’s culture. the organization’s culture.

How can we create an employment How can we create an employment “culture” within the local system?“culture” within the local system?

How can we develop a broad base of How can we develop a broad base of support so that community employment support so that community employment efforts are not restricted to a small circle efforts are not restricted to a small circle of advocates?of advocates?

Bottom lineBottom line: How do we make community : How do we make community employment such an integral part of the employment such an integral part of the development disabilities system so that development disabilities system so that it is self-sustaining? it is self-sustaining?

“ ANY TIME YOU THINK YOU HAVE

INFLUENCE, TRY ORDERING

AROUND SOMEONE ELSE’S

DOG”

OLD YIDDISH PROVERBOLD YIDDISH PROVERB

If 1 person calls you a If 1 person calls you a jackass, ignore him; jackass, ignore him;

If a second person calls If a second person calls you a jackass, think you a jackass, think about it; about it;

If a third person calls you If a third person calls you a jackass- get a saddle.a jackass- get a saddle.

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