Post by Lori Hebert on Apr 6, 2021 21:18:03 GMT
B.
• How do you engage a team in innovating when they have anxiety around change?
The program I currently direct employ’s field staff who have worked through their own adversities that in some cases lend to apprehension around change. Without realizing it until this reading Creative People Must be Stopped: Why Everyone Wants Innovation but No one Wants to Change, our program is following the six basic perspectives of innovation.
1. Individual, the program provides supervision; clinical, individual and group in supporting and cultivating a culture of inclusive ideas and input as we have built and expanded program services.
2. Group, the program has expanded twice and each time we have had focus groups (forms, new services, development/implementation, new engagement tactics) including staff on all levels. We have created a culture of idea sharing from all program staff and taken that insight to critically think through application within the build and expansions.
3. Organization, Granite Pathways is smaller company that affirms idea sharing and a sense of support for each program as changes arise.
4. Industry, program staff are working from their own experiences in supporting families involved with child protection services. Peer support is a newer concept within child protection, the program is voluntary, trust based and not systems mandated. Families are engaging in the services and in turn promoting the need for this type of workforce in social services.
5. Society, all staff members are given the tools and scripts to promote and speak to the program components. All staff are encouraged to be in the community talking about not only what the program offers, but how peer support impacts families. This has empowered the field and lent to the positive public personification of the program.
6. Technology, this perspective is more recent for the program and prior to 2021 technology was a constraint on program. The program has adapted Fedcap Cares as its electronic record management system and have begun implementation for case management and reporting. Again, using work groups to work with FCC development and then groups to test the software has helped to decrease the anxiety and apprehension with technology and seen by staff as an added benefit to their work.
Including staff at all levels of development and growth has not totally removed the anxiety around change, however it has mitigated some of the foreseen risks such as turnover and performance issues. This reading was fascinating and something I will continue to apply and bring to the teams of Granite Pathways.
• What is the relationship between innovation and steady state? Should innovation be embedded in steady state?
In reading and researching “steady state” my understanding is a system or process that does not change broadly over time, it maintains a state of relative balance. I interpret this as setting a foundation on which process is built and operated. I see innovation, the process of introducing new ideas, as the evolution within steady state and one needs the other for stability and growth.
D.
- Where did you see innovation?
In the first video, Failure is not an Option, innovation is letting John speak, listening to his idea and letting him run with it on a moments review. Then to seek input from those who are on the ground level building the material to innovate power extraction.
In the second video, Square Peg in a Round Square, the team quickly gathers supplies found on the spaceship to build a filter that would otherwise not fit.
- What innovations intrigued you the most?
The first video, how many times do we not listen to those around us, especially in crisis. We do not take the time to listen and, in those moments, lose insight that could lend to innovation.
- What was the team’s response to the need to innovate?
In both video’s they rallied around the critical need to respond, they believed in the need, the message and who delivered it.
- How did the leader drive innovation?
He was calm in each scenario, listened with intention to the feedback and led with conviction.
• How do you engage a team in innovating when they have anxiety around change?
The program I currently direct employ’s field staff who have worked through their own adversities that in some cases lend to apprehension around change. Without realizing it until this reading Creative People Must be Stopped: Why Everyone Wants Innovation but No one Wants to Change, our program is following the six basic perspectives of innovation.
1. Individual, the program provides supervision; clinical, individual and group in supporting and cultivating a culture of inclusive ideas and input as we have built and expanded program services.
2. Group, the program has expanded twice and each time we have had focus groups (forms, new services, development/implementation, new engagement tactics) including staff on all levels. We have created a culture of idea sharing from all program staff and taken that insight to critically think through application within the build and expansions.
3. Organization, Granite Pathways is smaller company that affirms idea sharing and a sense of support for each program as changes arise.
4. Industry, program staff are working from their own experiences in supporting families involved with child protection services. Peer support is a newer concept within child protection, the program is voluntary, trust based and not systems mandated. Families are engaging in the services and in turn promoting the need for this type of workforce in social services.
5. Society, all staff members are given the tools and scripts to promote and speak to the program components. All staff are encouraged to be in the community talking about not only what the program offers, but how peer support impacts families. This has empowered the field and lent to the positive public personification of the program.
6. Technology, this perspective is more recent for the program and prior to 2021 technology was a constraint on program. The program has adapted Fedcap Cares as its electronic record management system and have begun implementation for case management and reporting. Again, using work groups to work with FCC development and then groups to test the software has helped to decrease the anxiety and apprehension with technology and seen by staff as an added benefit to their work.
Including staff at all levels of development and growth has not totally removed the anxiety around change, however it has mitigated some of the foreseen risks such as turnover and performance issues. This reading was fascinating and something I will continue to apply and bring to the teams of Granite Pathways.
• What is the relationship between innovation and steady state? Should innovation be embedded in steady state?
In reading and researching “steady state” my understanding is a system or process that does not change broadly over time, it maintains a state of relative balance. I interpret this as setting a foundation on which process is built and operated. I see innovation, the process of introducing new ideas, as the evolution within steady state and one needs the other for stability and growth.
D.
- Where did you see innovation?
In the first video, Failure is not an Option, innovation is letting John speak, listening to his idea and letting him run with it on a moments review. Then to seek input from those who are on the ground level building the material to innovate power extraction.
In the second video, Square Peg in a Round Square, the team quickly gathers supplies found on the spaceship to build a filter that would otherwise not fit.
- What innovations intrigued you the most?
The first video, how many times do we not listen to those around us, especially in crisis. We do not take the time to listen and, in those moments, lose insight that could lend to innovation.
- What was the team’s response to the need to innovate?
In both video’s they rallied around the critical need to respond, they believed in the need, the message and who delivered it.
- How did the leader drive innovation?
He was calm in each scenario, listened with intention to the feedback and led with conviction.
