Vaughn F. Keller , MFT, EdD
Confession
Admitted Change
Junkee
Began in 1966
And I’m still at it.
Hope you find some
nuggets today.
Begin at the beginning:
What is an organization?

What it is not:
 Family
 Club
 Neighborhood

All of these can have organizations
within them
An organization is:
A purposeful socio-technical system of
events
 Developed to provide services or
products
 To an environment

Note Bene
The cellular material
of an organization is
the event – not
people
 Mind blowing
 The goal is to
change events

Now we can begin to build our map of the
territory
E
N
V
I
R
O
N
M
E
N
T
Events
M
E
M
B
E
R
S
It’s all about roles and relationships
Demands
E
N
V
I
R
O
N
M
E
N
T
Needs
Resources
Events
Services and/or
products
M
E
M
B
E
R
S
It’s all about roles and relationships
Demands
Demands
E
N
V
I
R
O
N
M
E
N
T
Needs
Applied
expertise
Resources
M
E
M
B
E
R
S
Events
Services and/or
products
Satisfiers
Needs
THE GLUE THAT HOLDS IT ALL TOGETHER
Demands
E
N
V
I
R
O
N
M
E
N
T
Needs
Viable
Resources
Relevant
Mission
Strategy
Applied
expertise
APPROPRIATE
Events
Services and/or
products
Demands
M
E
M
B
E
R
S
Satisfiers
Needs
Demands
E
N
V
I
R
O
N
M
E
N
T
Needs
Resources
Mission
Strategy
Demands
Applied
expertise
M
E
M
B
E
R
S
Events
Services and/or
products
Satisfiers
Needs
Let’s go inside the organization:
Five sub-systems
Boundary
Operations
Management
Adaptive
Maintenance
Let’s go inside the organization:
Five sub-systems
Boundary
Think
Events
Operations
Management
Adaptive
Maintenance
We get asked to








Work within the total organization
In a sub-system called operations
Which may have several programs not just
clinical
And we are asked to train staff
When in fact we have another task
To change the clinical strategy
So we are in the strategic change business
Not the training business (we do training
but it is not the core business)
Keep our eye on the ball
So what’s a strategy?







It is a theory
That describes
How this organism
Can effectively
Interact with a given environment
To pursue its mission
At this point in time
Let’s start at the end: how do you
know when a strategy has been
changed?
Policies and
procedures
Budget
Strategic
Change
Power
distribution
Communications
Beliefs and
behavior
Policies and Procedures

Policies are decision
rules. They establish
the limits of
behaviors: canals of
action

Procedures are
purpose driven
action sequences:
manuals
 E.g. use MITI
 Hire and retain
 Frequency of
people who are
competent in
practicing MI
 Evaluate outcomes
and inspect fidelity
inspections and
coaching
 MI consistent
assessments
Budget

Think Money

Think Time
 Books, DVD’s, etc.
 Instructional hours
 Consultants: Training
 Coaching hours
and coaching
 Coding training
 Coding hours
Think Power Distribution
Champion: initiate, persuade and protect
 Change agent: manage (process,
resources, communication)
 Trainer
 Coach
 Coder

Communications

Channels

Content
 Who talks to who?
 Metaphors (e.g.
 Why?
clinical strategy)
 Volume
 Tone
 Questions and
answers
 When?
 How?
Beliefs and Behavior

Focus on:

Focus on:
 We are changing
 Demonstration of
 Here is why
attitude
 Demonstration of
specific skills
 Move from abstract
application to
concrete application
to realistic application
 Coaching, coaching,
and more coaching
(evidence)
 Spirit
 Concepts
Change Roles: Get Them Right
Initiator
Champion
Collaborator
Who has
the juice?
Consultant
Facilitator
When we fail:



Wrong conversation
at the beginning:
training not strategy
Anxious to get the
work: guruing
Not thinking
systemically



No road map with a
clear cut destination
Complaining rather
than changing
Afraid to walk away
Don’t be afraid
Hope you found some