surviving and thriving through implementation

7/24/2019 Surviving and Thriving Through Implementation

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OBJECTIVES

Understanding the value of purposefulimplementation

Understanding the leadership’s role inimplementation:

Creating and supporting a learningculture

Valuing and achieving delity Aligning infrastructure



Leadership Question

What questions do you have aboutimplementation leadership that you

would lie to address during thissession!



Who is EPIC?

• "vidence#$ased %ractices&mplementation for Capacity

• 'oused in the C( )epartment of%ublic *afety+ )ivision of Criminal

,ustice

• %rovide: – &mplementation Consulting and

Assistance

– *ill )evelopment



Implementation Support

• %artner in the change process

• )evelop implementation teams

•

"stablish data#informed decisionmaing

• "ngage staeholders to create and

support an implementationinfrastructure

• &dentify communication needs andestablish improvement cycles

• *u ort innovation delit



Without guided and directedimplementation+ only -./ of new

scientic discoveries 0"$%’s1 enter day#to#day practice2

#$alas and $oren+ 3444:56

Why Implementation Science?



"7perience and research shows thatsuperisor support is a ma8or factor

in whether or not implementationssucceed2

Why !re We "ere Today?



Leadership



Implementation #riers

Competentworforce

'ospitableenvironment

"ngaging leaders

*ource: NIRN ActiveImplementation Hub



Leadership and #riers

C o m p e t e n c y

# r i e r s

Leadership#riers

O r $ a

n i % a t i o

n a l

# r i

e r s

#eeloppractitioner

s&competenc

e and

con'dencetoimplement

(se the ri$ht leadership strate$ies )orthe situation

Ensure

sustaina*ilityat the

or$ani%ationand system

leels

+elia*le Bene'tsConsistent and Competent

(se o) Innoation

Source: Building Implementation Capacity, 201,Sc!roeder, et al



#riers

W"!T #O ,O( P!,

-OST.LE!ST!TTE/TIO/ TO?• Competency• (rgani9ational• eadership



&t’s About Change

"lot# o$ c!ange and o$ten%



What a*out Chan$e?

• %eople resist loss

• What are people

losing throughthis change!



Chan$e 0 #ise1uili*rium

;)isequilibrium is not well received

;'elp people tolerate the discomfortthey are e7periencing

Source: &!e 'ractice o$ Adaptive (eader#!ip: &ool# and &actic# $or C!anging )our *rgani+ation

and t!e orld, 200-, Cambridge (eader#!ip A##ociate#% Hei.t+, Ronald et al%

Conse1uence of

change0

#istress and#istur*ance



What are ,O( doin$??22

• What are some things you are doingto help people tolerate thediscomfort they are e7periencing!



Oerheard3

I have been doing case planningthis way for months and I still seemy clients…failing on probation,getting re-arrested , coming back to jail/prison"



Oerheard3

/I dont !ave time $or t!i#% )ou dont

under#tand% e !ad 64 intakes and7 discharges la#t ee alone%3



W"!T #!T! #O ,O(

V!L(E?

Corrections o tcome



Corrections outcomedata

• %opulation+ admissions and releases

• Caseloads+ terminations < successful andunsuccessful

• /e4 crimes and technical iolations• "scapes+ walaways+ absconders

• =ates of rearrest5 reconiction5

reincarceration

What does this data tell us!



Bene'ts o)Implementation

+ecidiism +e6arrests

Violations

*ource: NIRN ActiveImplementation Hub



So3

• Adopt strategies that reduce ris andpromote behavior change

• >easure performance against thestandards of recidivism reduction



# l ' d il i*l



#eelop or 'nd easily accessi*lesources o) data

• %rogram?innovation logic models

• Client program surveys andinterviews

• *ta@ surveys and interviews

• Coaching and delity reports

•

(cial reports and records• Attendance and completion data

• iterature+ research



What is it a*out Chan$e?

/C!ange a## people to4ue#tion and per!ap#re.ne a#pect# o$ t!eir

identity, it al#o

c!allenge# t!eir #en#e o$competence% (o##,di#loyalty, and $eelingincompetent% &!at# a

lot to a#% No onder

people re#i#t%3 # =onald 'eifet9

Wh ’ 'i i B



Who’s 'iring BeorgeCostan9a!

Chan$in$employees&

attitudes57no4led$e and*elie)s chan$es

their indiidual*ehaior8

Source: !y C!ange 'rogram# 5ont 'roduce C!ange, 1--0, Beer,6i#en#tat, Spector



9act3 *ut

he most e@ective way to changebehavior is to put people in a new

organi9ational conte7t which imposesnew roles+ responsibilities+relationships2D

• Coordination 0eamwor1

• Commitment• Competencies

Source: !y C!ange 'rogram# 5ont 'roduce C!ange, 1--0, Beer,6i#en#tat, Spector



Technical s8 !daptie

TechnicalChallen$es

Easy to de'ne

and inoles aclear5 linearpath tosolutions

!daptie Challen$es

/o simple5 painlesssolutions

#istin$uish *et4een

4hat&s essential and4hat&s e:penda*le

#i;cult to de'ne5inoles morecomple: solutions

and are eereolin$



#e'nin$ thepro*lem

Who solesthe pro*lem

The solution

Technical

!daptie

*imple he "7pert "asy andApparent

Comple7 and)icult

he &ndividual?>ultiple

*taeholders

Unclear and"volving?=equir

es new learning


Technical and adaptie



Technical and adaptiechallen$es

• )iagnose situation – Clearly dene the problem

– )istinguish technical vs2 adaptive wor

– Understand competing+ yet legitimateperspectives

– est multiple interpretations and points

of view• &ntervene

• "nergi9e and engage others



<= !daptie 9la$s

-2 Eo Fnown *olution

32 %eople Would=ather Avoid the

&ssueG2 =eason and ogic

Alone Won’t Bet Hou here

.2 =ecurring %roblem62 "motional

=esponse

52 Iailure to =esolveCompeting %riorities

J2 >oving Iorward Ieels=isy

K2 Casualties

L2 %eople >ust WorAcross $oundaries

-42%rogress &s Eot inear

*ource: 7acumen Adaptive (eader#!ip: 8obili+ing $orC!ange



!daptie 9la$s >cont8

<8 /o @no4n SolutionMhere is a gap betweenthe current reality and aspiration that youdon’t have the sills or nowledge to close2

A8 People Would +ather !oid the IssueM$alancing two ideas is not possibleN therefore+woring on the challenge creates tension andconOict2

8 +eason and Lo$ic !lone Won&t et ,ouThereMhere are competing values at play orthere is a gap between what people say andwhat they do2




D8+ecurrin$ Pro*lemMChallenge reappearsafter 7 is applied2

8Emotional +esponseMWoring on this

challenge maes people feeluncomfortableN they e7perience anemotional response such as a feeling intheir gut or a not in a muscle2

F8 9ailure to +esole Competin$ PrioritiesMHou are being ased to do more with lessinstead of maing tough trade o@s2




G8 -oin$ 9or4ard 9eels +is7yM>aingprogress on this challenge means putting yourreputation+ relationship+ and 8ob at ris2

H8 CasualtiesM&n order to move forward+ somepeople may be left behind2

8 People -ust Wor7 !cross BoundariesMEoone person or group can 7 the problem alone2

<=8Pro$ress Is /ot LinearMEo direct path toget to a better outcomeN trial and error isnecessary



#e'nin$ thepro*lem


The solution

Technical

!daptie

Eot enough

time

*upervisor*hift portion of

worload to

another sta@member"mployee

struggles withsills or lacs

condence using"$%

"mployee)ialogue+coaching+others!

Symptom *ta@ is not using the new "$%




*ymptom: !ta" are disgr#ntled andfr#strated with implementing the new practice and are not completing ro#tinework and tasks$

• )ene: – "C'E&CA P+OBLE- and A)A%&V" P+OBLE-

– "C'E&CA SOL(TIO/ and A)A%&V"

SOL(TIO/

• &dentify the !#!PTIVE 9L!>S

Technical s8 !daptie!ctiity



#e'nin$ thepro*lem


The solution

Technical

!daptie

*upervisor

"mployee

Symptom




#e'nin$ thepro*lem


The solution

Technical

!daptie

*upervisor

"mployee

Symptom

"andout



"andout



Additional =esources:

&mplementationEational &mplementation =esearch Eetwor http:??nirn2fpg2unc2edu?

A& 'ub 0Active &mplementation1 http:??implementation2fpg2unc2edu?

Abraham Wandersman+ )epartment of %sychology+ University of *outh Carolina

http:??www2psych2sc2edu?faculty?AbrahamPWandersman

he Quality &mplementation Iramewor: A *ynthesis of Critical *teps in the &mplementation %rocess+ 34-3

$ridging the Bap $etween %revention =esearch and %ractice: he &nteractive *ystems Iramewor for)issemination and &mplementation+ 344K

Quality Assurance

&mplementing "vidence#$ased %ractice in Community Corrections Quality Assurance >anual+ Eational

&nstitute of Corrections and the Crime and ,ustice &nstitute+ 3446

eadership

he %ractice of Adaptive eadership: ools and actics for Changing Hour (rgani9ation and the World+=onald 'eifet9+ Ale7ander Brashow+ >arty insy+ 'arvard $usiness %ress+ 344L

&mplementing "vidence#$ased %olicy and %ractice in Community Corrections+ Eational &nstitute of

Corrections and the Crime and ,ustice &nstitute+ 344L

"andout

http://nirn.fpg.unc.edu/

http://implementation.fpg.unc.edu/

http://www.psych.sc.edu/faculty/Abraham_Wandersman

http://www.psych.sc.edu/faculty/Abraham_Wandersman







Questions

-2 'ow can we nd time to doimplementation!

32 Why does implementation seem socomplicated!

G2 What’s the message to sta@ when

multiple policy and practice changesare being implemented at once2



Than7 ,ou2

*helley *iman

*helley2*imanSstate2co2us

William Cash

William2CashSstate2co2us

mailto:[email protected]




surviving and thriving through implementation

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