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- 1. Elaine Barber Walden University EDUC-6105-1. Organizations, Innovation and Change
- 2. XYZ Human Services is a community-based, non-profit organization with forty years of experience serving the special needs of adults and children. XYZ is located in the Northeast region and is the largest human service provider in the state of Pennsylvania.
- 3. • XYZ has a top-down hierarchical structure • At the corporate level, there are twenty members on the executive team • At the local level, there are three top officers, and a program manager for each department
- 4. The culture of XYZ has both positive and negative qualities.
- 5. In the Spring of 2010, the team members on our two community treatment teams were told that they were to combine as one and become an assertive community treatment team.
- 6. Leaders had no choice to institute the change but they had a choice on how to communicate it.
- 7. • Emotional Support • Training and educating • Team Meetings
- 8. The overall consensus of the program restructure has been positive due to the team of professionals on the ACT team and their dedication to the people they support.
Notes de l'éditeur
- XYZ has locations in Pennsylvania, New Jersey, New York, Maryland, Virginia and Louisiana. Each state has a various number of site locations which are separated by regions. The organization as a whole currently employees about 10,000 employees and serves over 50,000 adults and children. The mission of XYZ supports integrity and responsive services for the individuals were serve.
- Decisions are made at the corporate level and are communicated to the local sites. Because XYZ is a non-profit human service provider, the organization takes directives from the county and the payer who supply the funds for our services.
- Because the human service field draws employees who are natural care givers, we tend to be emotionally attuned to the needs of our consumers and each other. This is a great thing since this field tends to have a high degree of burnout due to the nature of the work. The human service field tends to have long hours and low pay. Besides deriving satisfaction from helping and providing much need service and support to the consumers, employees here do not reap financial incentives or job perks. This causes a certain degree of discourse over time and we tend to have a high employee turnover as a result.
- Opposed to a community treatment team, an assertive community treatment team has much more stringent guidelines and criteria in order for the consumers to be accepted into the program. The requirements for the employees were more stringent as well. Many of the bachelor degree level positions would be eliminated in favor of masters level professionals. The restructure was mandated by the state mental health department and our leaders did not have a choice. They either did what the state was asking or they would lose funding all together and the two existing programs would dissolve. The repercussions for the teams and the entire organization would be dire if that were to happen due to a major loss of revenue and most importantly, loss of supports for our consumers.
- Leaders gathered the two existing teams and told the team members of the mandated restructure. Employees were told that there would not be enough positions available due to condensing the two teams into one. Employees would be required to re-apply for the position desired and go through a formal interview process. Then the waiting game began. Team members waited in limbo for six months while the county and the leaders planned the restructure. During this time, communication trickled in to the team but it was sporadic at best. According to j. Halley, the ACT team program assistant, team members felt angry, fearful and had a sense of uncertainty.
- Team members resisted the changes in various ways. Some choose to verbalize it in the form of complaints. Some chose the path of passive resistance. This translated into tardiness or calling out for shifts. According to J. Halley, some team members had the general attitude of “who cares, I might not have a job tomorrow.” Leaders took action to overcome resistance by providing emotional support for the team. The county director and the team leader observe an open door policy and assist with problem solving and conflict resolution. There was a great amount of resistance that stemmed from uncertainty and l lack of understanding. Training and educating was implemented and is currently an ongoing resource for the team. Team meetings are held weekly to address any issues that come up and to resolve on-going issues.
- The process of change was difficult but effective. The ACT team now consists of twelve professionals who work together to provide services to one hundred consumers. As previously stated, Initial communication of the plan for change was sporadic due to external demands. It appeared at times, that the plan was not concrete from the start and the team was left in the dark for many months filled with frustration and uncertainty. This uncertainty translated to the consumers who feared they may not meet the criteria to be admitted into the program and lose much needed services. This fear came to fruition for some and dire outcomes resulted. Leaders did a good job in providing emotional supports for the team via team meetings, utilizing an open door policy and providing conflict resolution mediation when necessary. Leaders also did well with providing the team with training. Support personnel were brought in to assist the team with documentation changes and also provide updated clinical information.
- This restructure was a change that leaders had no choice but to make due to external demands. So, you could say that leaders were re-active in this particular situation. Mistakes were made along the way, but even when change is planned, mistakes will happen. I believe my organization look at mistakes in a positive light, viewing them as opportunities to learn and improve best practices. Leaders responded to the needs of the team in the form of communication, emotional support, and training. My conclusion is that XYZ will react, respond and follow through with the necessary changes that arise in the future. Based on the mission and values of this organization, I can also conclude that XYZ will do what it takes to institute change when the need arises for the benefit of the individuals were serve, the employees and the organization as a whole.