Using the facts from the Self Direct Teams Case study above, and the Change Management Self Directed Teams

Organizational context

The organizational context for this change was a large mental health and development services agency, serving the lifespan $($infants to seniors$)$ of the client population. It covered a large urban and rural region, and multiple office sites. The organization was government$-$funded by several health and social service ministries and was facing increasing accountability to provide detailed quarterly and annual financial and service reports. The organization collaborated with a wide range of community service partners, such as healthcare, education, justice, child welfare, employment, and housing. This was a traditional organization with a hierarchical structure and culture, and well$-$established policies and procedures $($O$$Connor & Netting, $2009).$ It was governed by a board of directors from the professional community. The senior leadership team included an executive director, a director of clinical services, and a director of operations. The middle management team consisted of program managers and clinical supervisors for each area $($developmental$,$ children$$s$,$ adult and senior$$s mental health$).$ There were interdisciplinary teams for each area $(20$ staff each$),$ with ranging professional capacities: mental health workers $($master$$s level social workers$/$therapists$),$ family support workers $($child and youth workers$),$ crisis workers $($nurses$,$ social workers$),$ developmental service workers $($BA level$),$ consulting psychologists and psychiatrists. This organization had undergone continuous changes, including a merger, multiple program expansions, and team$/$service restructuring. There was a new executive director and director of service, who were both inexperienced in these positions. These directors introduced a new mission, vision, values, and strategic directions for the organization, including staff empowerment and the creation of self$-$directed teams. An external consultant trained all staff on having difficult conversations with one another, to increase staff$$s sense of safety and comfort in providing feedback to the organization. This initiative was not followed through, and staff feedback indicated they were feeling dissatisfied and mistrustful of management. Specifically, they requested improved communication and more involvement in decision$-$making.

Organizational Issue

The executive director and director of service decided to introduce a rapid shift in children$$s services. First, the children$$s mental health $($CMHS$)$ staff and the developmental services $($DS$)$ staff were integrated under the DS manager, who became the children$$s services $($CS$)$ manager. This CS manager was new to the supervisors and staff in CMHS$,$ and this change coincided with the departure of the long$-$time CMHS manager. Second, the CMHS team was changed to a self directed team model. This change was based on a pilot project with DS staff, where a self$-$directed team format had been introduced. These changes were undertaken quickly, over a two$-$month period. Supervisors$$ roles were changed significantly during this process. The former DS supervisor, who had not worked in CMHS previously, had their role extended to oversee two children$$s mental health teams $($over $50$ staff$).$ Supervision shifted to a peer consultation model within the new self$-$directed team format. The two former CMHS supervisors, who were both experienced $($over $20$ years each$),$ assumed lead responsibility for service programs and development. Supervisors$$ titles were not modified with these role changes, and they did not receive any training to implement these changes.

Central Staff Involved

The middle management and front$-$line staff were primarily involved in this change. The new CS manager, together with the DS and two CMHS supervisors, was responsible for implementing this change. As noted above, while these individuals were experienced in their former roles, they were new to their proposed roles, and they did not receive mentoring support. The front$-$line DS staff $($over $20)$ and CMHS staff $($over $30)$ were also directly involved in this change. As noted above, the DS workers had some experience with self$-$directed teams as a pilot project, while the CMHS workers were new to this process. These staff did not receive any training about this change. Indirectly, the executive director envisioned this change and the director of service was responsible for overseeing this change.

Actions$/$rationale to Address Issue

The executive director and director of service were aware of the change management literature $($see Lewis et al$.,2012).$ They developed a template for organizational change, which they shared with the middle management team during a leadership training. However,Toolkit as a guideline for the minimum expectations, complete the following, as a consultant:

Stakeholder Analysis

Stakeholder Engagement Plan

Behavioural Change Plan

Team Communication Plan