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ROGAN #5

In the phases of change, that is the point to start.  This is where we want to go. This is where we 
are right now. We're not comfortable with that difference.  That drives the creation of a vision.  
Where are we going? How might we get there? And in so doing, getting people to buy in and 
commit to and feel a sense of ownership of that difficult process.  And in every step of the way, 
[we are] trying to reflect, either internally or through external eyes.  How are we doing? How's it 
going?  And in each step also, revamping, revising the plan.  

One of the people that I admire, respect, and read about in an educational framework is Michael 
Fullan. [He] talks about some of these keys to change. I think it's really proven true in my own 
experiences, where we have people who, if you just talk about it, are not going to grasp, feel, and 
emotionally connect with the impact of the change. Instead, it's the see, feel, change orientation 
that we've used in Indiana to help people really understand what it's all about.  For example, we 
have had people go and visit other organizations.  We've sent folks down to Stuart, Florida to 
visit Suzie Hutchinson and to other states to actually walk the walk with them and see the impact 
that the change process has had on individual lives.  The implications for the leaders, for the 
people who are actively involved, are to not only help people see those new possibilities and then 
to begin to integrate some of their ideas for actual behavioral change.  

This little diagram, I think, may ring a bell with many of you who are using planning processes 
such as PATH, personal futures planning, or other strategic planning tools to help shape your 
vision and to pull in the stakeholders.  We have learned that forming some sort of change 
leadership team comprised of key stakeholders is really essential or has proven to be a beneficial 
driving force for planning.  In one of our local agencies, Gateway, they actually have this PATH 
plan on the wall of the boardroom. They continually revisit and reference how they've articulated 
the values of their services. What their vision is collectively?  Where their starting point is?  
Where they are now?  What people they need to include, pull in for expertise and support 
involvement? What specific actions are being taken? Who's doing what and when? That plan, 
while it might lead them for 3 to 6 months, also needs to be revisited on a regular basis.  People 
can continually keep it in front of them visually and take stock of the progress that's being made. 
[They] can use the planning process to continually energize folks as they celebrate 
accomplishments and realize the changes that are truly taking place. 

It is difficult sometimes when the change is so close to you.  You don't have the prospective to 
see that you are making progress.  As you mobilize commitment, we talked earlier about some of 
the staff turnover that's involved, it is essential to get the right people in place. That often 
involves hiring people who believe and have the attitudes, perhaps not the skills initially. You 
may need to invest in building those areas of competence. But, [it is essential] really having the 
right people, right up there in the early and ongoing stages of change.  

I mentioned earlier the investment in learning culture. There are many organizations that I visited 
that have constant dialogue in their staff meetings, and in their in-service days. By bringing in 
external expertise, participating in video conferences, and reading recent articles, and chewing 
on their day-to-day practice, [they] have a headset of openness, innovation, creativity in that 
flexibility. That change is the essence of what we do as we move towards our end goal. 
Constantly evolving, we're never there, constantly evolving within that learning culture of the 
organization.  

We also know that it's essential to demonstrate success, and if possible, do it right the first time.  
Some of the organizations that have shared with us their PATH, have indicated that because of a 
variety of influences, whether it be needing to get out of a facility by the time the lease runs out 
or whatever, have moved to group service orientation, enclaves work groups.  Now we're in the 
process of disassembling that and feeling, "Gosh, if we had only started out." There always will 
be compromises and as long as people are conscious about the compromises they are making and  
know that they're going to need to circle back to their mission, vision, and values, that's okay. It 
will never be perfect. But, the demonstrations of success, early on, ideally with the people who 
challenge you the most, will carry you far in helping others who may be fence-sitting, jump over 
on the support side.  And certainly, last but not least, find ways to celebrate.  It's hard work. 
Everyone has some down point and lots of barriers. Sometimes it feels like two steps forward, 
three back.  [There are] lot's of ways to celebrate individually, in teams as an organization, as a 
community, when good things have been accomplished.  

I'd like to close with a few comments. As we think about the practice, one of the pieces of the 
organizational practice, the human resource issues, how do we help people feel rewarded and 
compensated for the work that we're doing?  How do we measure and evaluate the success?  I 
know that some organizations, I think of Composha in St. Paul, MI, have a wonderful process of 
analyzing the satisfaction of their various constituents. They also have a wonderful process of 
doing evaluations that are ongoing.  

We have organizations in Indiana, such as Options, that do a 360 evaluation. They have staff 
members seeking feedback from their various customers on an ongoing basis.  It's not a one time 
a year sort of shot.  We also know that the evaluation process is really critical to help articulate 
through a job description. What is it you want people to be doing with their time?  What 
percentage of time they're in the community?  What sort of outcomes they should be achieving?  
How people will continue to grow in their competence and in their skills?