Overview

There is nothing more permanent than change,according to many change experts.Change may not be an “engineering”problem,but rather may be a “people”problem.It can call up emotions,uncertainties,and inconsistencies. Simply managing changeisinsufficient; successful change requires leadership. People and organizations thatremain in the past become increasingly ineffective. Top leaders can make a real differ-ence by removing barriers and encouraging people to move forward,take risks,and“leap into the future.”This type of leadership needs ongoing regeneration for the ulti-mate success of future organizations.

Participants will be exposed to John Kotter’s eight-stage change model,which provides a practical frame-work to move organizations from the “mystery”of change to a comprehensible andplanned effort that greatly increases the chances for success. Participants will learnabout a concerns-based approach to change along with the ability to use and apply thepractical tools to manage a particular change. Finally,participants will learn how tobalance and rebalance organizational change using Marvin Weisbord’s six-box model.

Objectives

At the conclusion of this course,participants will be able to:

• Describe the dynamics of change within the culture of a correctional system, organization, and agency.
• Explain the seven fundamental assumptions underlying the concerns-based adoption model (CBAM) of change.
• Describe the stages of CBAM and create strategies to help staff progress through the stages when involved in a change effort.
• Explain the diagnostic tools of CBAM, including the purpose and applications of each.
• Apply CBAM tools and construct an intervention taxonomy to address and manage a particular change effort using various case-study examples.

*[Explain the eight stages for successfully leading change, according to John P.Kotter’s work, Leading Change: Why Transformation Efforts Fail, and provide examples from personal experience that reinforce or challenge each stage.
• Describe each element in Marvin Weisbord’s six-box model for managing organizational culture, and discuss the interrelationships among them.

Audience

Correctional administrators and managers from all corrections disciplines who leadand manage the functions and operations of a particular corrections agency.