Understanding and Building Compatibility between Organizational Climate and Casework Practice Heidi Young, Training Administrator, Organizational Learning & Quality Improvement, NH DCYF Christine Tappan, Director of Strategic Management, APHSA
Goals for this workshop: Understanding of what is Organizational Social Context (OSC) Awareness of importance in assessing OSC, particularly climate, before, during, and after organizational change to inform training and workforce development strategies Understanding of how training can be leveraged to increase compatibility between workforce and agency beliefs related to casework.
Achieving our goals Exploring OSC Making the linkages Setting the story
Inspiring compatibility
Setting the story
What major initiatives has your agency tried to implement?
Many state s have chosen to create a Practice Model Kentucky Washington Florida NewYork City Kansas New Hampshire
NH s Experience Benefits of a Practice Model Reasons to Create a Practice Model Key Components of a Practice Model Theoretical Framework Core Values & Practice Principles Casework Components Practice Elements and Behaviors Organization and System Standards
Benefits Promotes alignment Statewide consistency in families experiences with child welfare With Juvenile Justice With Stakeholders Addresses all aspects of the agency Systemwide undertaking Guides daily interactions without prescribing a specific program Super clarity and articulation of beliefs and principles Describes behaviors, activities, and strategies in significant detail Sets the expectation for quality a higher bar Defines outcomes Aligned with CFSR, CFSP/APSR Address initiative fatigue Creating a Practice Model MUST BE different
Reasons to Do a Practice Model Reform Legal mandates Improvement effort Address an identified problem Proactive leadership Something was missing Go from good to great
This is not a new initiative it will be our way of life Maggie Bishop, NH DCYF Director, May 2009 40
Approach to Practice Model design Staff from across the agency Application and selection Monthly work sessions and homework in between Commitment to a decisionmaking process Spread leaders Sustained engagement Youth and parent team members
Beliefs and Guiding Principles Prevention reduces child abuse and neglect. All children/youth should be safe. Everyone deserves to be treated with courtesy and respect. All children/youth need and deserve permanency. All children, youth, and families deserve a life of well-being. All families have strengths.
Exploring OSC
Describe your organization s culture & climate in a few words 2 minutes
Characteristics of Organizations Generate a Learning Organization! Constructive Organizations Emphasize achievement motivation Safe climate that minimizes conflict Flexible structure with shared authority Promote innovative new approaches Destructive Organizations Depersonalization Emotional exhaustion Role overload Role conflict Resist innovation & new technologies
What are the themes?
Do culture & climate matter? Children served by child welfare and juvenile justice systems with more positive climates are more likely to experience improved psycho-social functioning, obtain more comprehensive services & experience more continuity in the services they receive. Glisson & Hemmelgarm, 1998
What is OSC?
Culture Climate
Organizational Culture It s the way we do things around here Values Norms Behaviors
Organizational Climate The way I feel about working here Perceptions Attitudes Motivation
Culture vs. Climate What s the difference? Culture Climate Property of organization Expectations Standards of practice Property of individual Perception Affective response psychological safety
Climate + Culture = OSC which Affects: Acceptance of new practices (whether or not) Implementation and fidelity (How) Sustainability and Effectiveness of new technologies (even Evidence Based Practices) Molds the nature, tone, and focus of relationships and interactions between service provider and recipient
Other influences on Social Context Mixing & managing four generations of employees Identity confusion/role clarification for seasoned employees Communication by management
Veterans, Silent Traditionalists (1922-1945) Baby Boomers (1946-1964) Generation X (1965-1980) Generation Y, Millenials (1981-2000) Work ethic & Values Hard work, respect authority, duty before fun Adhere to rules Workaholics Work efficiently Desire quality Question authority Eliminate the task Self-reliance Want structure & direction Skeptical Multitasking Tenacity Entrepreneurial Goal oriented Work is An obligation An exciting adventure A difficult challenge A contract A means to an end Fulfillment Leadership Style Directive Command & control Consensual Collegial Everyone is the same, challenge others, Ask why *TBD Interactive Style Individual Team player Loves meetings Entrepreneur Participation Communications Formal memo In person Direct immediate E-mail, voice mail, text Feedback & Rewards No news is good news Satisfaction in job well done Don t appreciate it Money Title/recognition Sorry to interrupt but how am I doing Freedom is the best reward Whenever I want it, At the push of a button Meaningful work Messages that Motivate Your experience is respected You are valued You are needed Do it your way Forget the rules You will work with other bright creative people Work & Family Life Ne er the twain shall meet No balance Work to live Balance Balance * Hammill, G. 2005
Identity confusion/role clarification Distress response Confusion Acceptance Integration
Communication style of leadership and management YES NO Inclusion Clarity Recognition
Social Context at NH DCYF Impacted over several years by: Increased emphasis on: Use of data Accountability for outcomes Budget cuts Service integration and agency mergers Practice Model development Inclusion of client voice Changes in Leadership Media attention
How does data help us understand OSC? How does the agency, your team, you, use data? Has it influenced your work/practice? How has it impacted the culture/climate in your organization? 1. What kinds of questions would you ask about climate?
Organizational Readiness Survey The summary scales include 1) Readiness for Change (14q) 2) Family Strengths (23q) 3) Family Assessment (not in 2013) 4) Youth Strengths (10q) 5) Obstructions to Practice (28q) 6) Frequency of Experiences (22q) 7) Perceptions of DO or Bureau (14q) 8) Climate in DO or Bureau (7q) 9) Perceptions of Management (4q) 10) Satisfaction with Job (7q) and 11) Staff Burnout (17q)
Organizational Readiness Survey (2011 to 2013) Baseline: 210 completed surveys out of a potential 346. Progress/Update: 254 completed surveys out of a potential 376.
Climate Questions 1. The climate in this office is encouraging and supportive; 2. *The climate in this office or Bureau is distrustful and suspicious 3. The climate in this office is relaxed and comfortable 4. *The climate in this district office of Bureau is rigid and rule-based 5. People in this office are sensitive to differences in their coworkers cultural beliefs, values, and practices 6. You appreciate belonging in this office, and 7. Your office is successful at problem solving
Belief Questions Safety: Children/youth should be safe. (5) Prevention: Prevention reduces child abuse and neglect. (3) Respect: Everyone deserves to be treated with courtesy and respect. (5) Permanency: All children/youth need and deserve permanency. (6) Well-Being: All children, youth, and families deserve a life of well-being. (4) Strengths: All families have strengths. (4)
Organizational Readiness Survey: Congruence with PM Beliefs & Principles Child Protection Staff (2013) Core Belief Scale I Believe Agency Believes All children/youth should be safe*** 4.67 4.73 All Children/youth belong with their family*** 4.66 4.74 All children/youth need and deserve permanency*** 4.60 4.69 Prevention reduces child abuse and neglect*** 4.12 4.30 Everyone deserves to be treated with courtesy and respect** 4.58 4.64 All families have strengths 4.68 4.69 All children, youth and families deserve a life of wellbeing*** 4.46 4.58
Organizational Readiness Survey: Results (2013) Overall, staff assessment of climate was favorable before, during and while change was occurring. Highest climate results were related to staff feeling appreciated and success at problem solving. Measures of organizational climate may be associated with staffs endorsement of one specific Practice Model belief SAFETY Wells, M., Bartlett, L., Tappan, C., Levesque, S. (2015) Child Welfare Agency Climate: Congruence with Practice Model Beliefs. Journal of Public Child Welfare, Vol. 9:236-255. DOI: 10.1080/15548732.2015.1043422
Making the linkages
Inspiring compatibility
What s involved in creating a healthy OSC Recruit the right staff Provide quality supervision, mentoring, coaching & learning opportunities Assess, enhance, and monitor organizational culture & climate WHAT HAVE YOU DONE? Workers who perceive a positive organization climate report higher job satisfaction and a greater commitment to their agency. (Glisson & Durick, 1988; Glisson, 2000) www.ncwwi.org
Organization and System Standards Organizational Development Became a learning organization Viewed the training as a system intervention We were intentional about developing the capacity for change Committed to assessing and measuring organizational readiness over time Adjusted supervisory standards Used Appreciative Inquiry to strengthen capacity and CQI Systemic alignment Modified organizational and practice policies and standards promptly Conducted a comprehensive assessment of workforce development approaches Considered the impact on Technology Reassessed budget priorities Clarified the impact on contracting for services
How the training system lead/partnered to promote compatibility of individual perceptions and Practice Model beliefs Lead a team of staff and community partners in revising training curriculum, including adding parents and youth as trainers and experts Promoted peer-to-peer learning with other states Facilitated discussions in leadership, supervisory and team meetings to create safe environments for staff exploration and learning Integrated extensive coaching/support/integration points across entire agency Enhanced staff recruitment and selection processes including selection of interns (future employees) AND
Took responsibility and accountability for Finding creative, inspirational and practical ways to maintain sustained attention to OSC throughout the organization. Training
Sustainability starts from day 1 Leadership must live the Practice Model Practice Model can generate organizational credibility Creating a culture of learning is key Practice Model = PIP = Practice Model Communication: the Practice Model becomes the language of the system Time is a friend and a foe Culture and climate need constant, careful, and inspirational attention
DCYF Practice Model Beliefs Prevention reduces child abuse, neglect and delinquency and Promotes safety for children, youth, families and communities. Everyone deserves to be safe. All children and youth need and deserve permanency. Everyone deserves to be treated with courtesy and respect. Everyone needs and deserves a life of well-being. All children, youth and families have strengths. All children and youth belong with family.
Inspiring compatibility