This document discusses strategies for managing organizational change. It provides a strategic management model with four tasks: 1) aligning leadership on vision, mission, and values; 2) designing or redesigning the organizational core; 3) creating supports and safeguards; and 4) improving the organization. It also discusses managing interactions with external organizations and maintaining cohesion during change. Additionally, it summarizes William Bridges' three-phase transition model of endings, a neutral zone, and beginnings, and provides tips for leading change during each phase, such as identifying losses and creating rituals during endings, and normalizing the neutral zone. It concludes by offering advice for cultivating leadership skills to support people and control an organization's destiny during times of

1. Power of PartneringJane arsenault, mbaFio partners, llcSurviving the Tough Decisions

2. Coping Strategies

3. Coping Strategies

4. Impact on Relationships

7. Maintain Organizational Cohesion as Change Occurs

8. Strategic Management ModelBoard of DirectorsTask #2Design or re-design the coreExecutive LeadershipTask #1Align leadership on vision, mission, values, elements of strategic managementRelational StrategyProgrammaticStrategySystems ParticipationFundDevelopmentMarketing/Public RelationsProgram GoalsStrategiesTacticsOutcomesLeadershipCoreSafeguards and SupportOrganization ImprovementsTask #3Create or adjust supports and safeguardsFinancial ManagementInformation ManagementHuman ResourcesRisk ManagementPhysical PlantOrganizational ClimateQuality AssuranceOrganizational LearningTask #4Enact ways to improve the organizationAll four tasks take place with continuous input and interaction with the organization’s environment.

9. HOW AN ORGANIZATION CHOOSES TO MANAGE ITS INTERACTIONS withOrganizations that create or publish information about your field of service, including accreditingbodiesMembership organizations at the national, state or local level that advocate for issues related to your program areasORGANIZATIONS THAT REGULATE AND/OR FUND THE SERVICES YOU PROVIDEAgencies with whom you compete for consumers and who provide the same or similar servicesAgencies to whom your agency refers consumers for allied servicesAgencies who refer consumers to your programs for allied servicesSystems Participation

10. Continue to Manage Change

11. William Bridges: TransitionsThree-Phase ModelEndingsNeutral ZoneBeginnings

12. William Bridges: TransitionsEndingsEvery transition begins with an endingEach of us develops our own response to endingsDisengagment, Dismantling, Disidentification, Disenchantment, DisorientationYou must experience an ending!!

13. William Bridges: TransitionsNeutral ZoneDefined as the period that lies between endings and beginnings – “a nowhere between two somewheres”

14. Can be a difficult time…but also creative!

15. Old habits are extinguished, and new ones are createdWilliam Bridges: TransitionsBeginningsSimilar to endings, each individual has their own style to beginnings

16. Can be new relationships, place, project - or state of mind

17. The ending makes the beginning possible Manage Morale Issues

18. William Bridges: TransitionsThree-Phase ModelEndingsNeutral ZoneBeginnings

19. Leading Change during…EndingsIdentify Who’s Losing What

20. Accept Reality And Importance Of Subjective Losses

21. Expect and Accept Signs of Grieving

22. Compensate for Losses

23. Give People Information and Do It Again and Again

24. Create Rituals to Mark Endings

25. Connect Endings with What Really MattersLeading Change through the…Neutral ZoneNormalize the Neutral Zone

26. Create Temporary Systems for the Neutral Zone

27. Strengthen Intragroup Connections

28. Use a Transition Monitoring Team – the “Beat” Team