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| Designing Organizational Change Initiatives |
| Friday, May 28, 2004 |
| 6:00 PM–9:00 PM |
| Liberty C |
| Area: PRA; Domain: Applied Research |
| CE Instructor: Jamie Pagliaro, Psy.D. |
| JAMIE PAGLIARO (Melmark, Inc.), STEPHEN LUCE (Melmark, Inc.) |
| Description: Organizations are often composed of professionals from different disciplines, particularly in human service settings. In order to affect change, professionals responsible for organizational design are expected to become knowledgeable in all of the disciplines contained in the organization. The behavior analytic literature provides a toolkit of best practices for assessing and changing organizational behavior. Acceptance of these practices differs, however, based on a number of organizational variables often referred to as organizational culture. For example, some effective intervention strategies (e.g., performance-based training and the use of task-analyzed checklists) may be viewed as practical in one setting while intrusive in another. These considerations influence whether practices are adopted, intervention effects are maintained, and change is successful. This workshop will direct participants to select appropriate objectives and interventions while building consensus within the organization to influence change. Participants will review procedures extracted from an empirical literature, not normally reviewed by behavior analysts, which have a direct impact on increasing the success of organizational change initiatives. Specifically, the instructor will expose participants to a series of organizational development tools and exercises that have been adapted to incorporate behavior analytic principles. Each participant will leave with a framework for initiating change in his/her organization. |
| Learning Objectives: At the end of the workshop, participants will be able to: Cite research-based strategies for changing employee behavior contained in the behavior analytic literature (e.g., Reid, Page, Christian, etc.) and relate it to the organizational development literature. Identify issues related to paradigm shifts in organizations. Define the eight steps of �Leading Change� (Kotter, 1995). Define the components of Interactive Planning. Define the components of the Circular Organizational Structure (Ackoff, 1989). Select and operationally define performance indicators for his/her organization (Daniels, 1989). Develop behavioral feedback loops for assessing his/her own performance as a leader. |
| Activities: Activities include developing criteria to form a coalition for leading change; assessing opportunities for change within his/her organization; selecting tentative performance indicators for his/her organization; designing an intervention strategy for at least one performance indicator; and contributing to a behavioral feedback loop. |
| Audience: Managers, administrators and educators with an interest in leading change at any level of an organization. Participants should have knowledge of behavioral terminology and be familiar with basic data collection procedures. In addition, each participant should come prepared to discuss challenges currently being faced by his/her organization. |
| Content Area: Practice |
| Instruction Level: Intermediate |