Uncovering keys to creating organizational changePosted on October 02, 2014 by Michael Corley, consultant with The Patterson Foundation
Three labs down and three to go.
On Sept. 12, 16 organizations that comprise the Recoding Organizational DNA initiative convened once again at Girl Scout Gulfcoast Event and Conference Center. Board members, CEOs, executive directors, and staff from the organizations listened as Bill Horne, the city manager of Clearwater, shared his experiences in creating systemic change across multiple departments.
For the purpose of addressing the homelessness issue in his city, Ron Piccolo, Ph.D., discussed the challenges of creating organizational change, and Robert Marbut, Ph.D., shared examples of moving toward systems-centric, engagement-oriented approaches focused on outcomes. The discussion was lively.
The key insights included:
1. Internal organizational change is difficult but doable with direction, persistence, clear expectations and regular communications.
2. Creating systemic change across multiple organizations is very challenging, but doable with direction, persistence, clear expectations and regular communications.
3. Creating change across these sectors (nonprofit, government and for profit) is impossible without direction, persistence, clear expectations and regular communications.
Are you noticing the recurring theme here?
The attendees should be applauded for their recognition of the problem, their desire to fix it and the understanding that in order to fix it, all constituents will have to be engaged.
So how does one get all the constituents engaged? Direction, persistence, clear expectations and regular communications. I think we know what the next three labs are going to cover.
Learn about these and other concepts used in TPF's approach to philanthropy.
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