Pro Bono Design & Management Accelerator 1 February 13, 2019 - PowerPoint PPT Presentation

Pro Bono Design & Management Accelerator 1 February 13, 2019

Session 5 Pro Bono Project Management & Organizational Change Capstone Presentations 2

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Coach introductions Renée J. Schomp Senior Staff Attorney, Pro Bono Consulting Semhal Gessesse Program Coordinator, Pro Bono Consulting 4

Logistics - Nuts and bolts • Thank you to DREDF & Ed Roberts Campus! • Restrooms • Water • Lunch • Snacks 5

Mindfulness moment 6

Icebreaker • Favorite current musician or band 7

Pro bono accelerator objectives 1. Shared pro bono language 2. Inspiration from peers 3. Role of pro bono in larger civil justice movement 4. Lens of equity & inclusion 5. Support on concrete action steps towards organizational change & pro bono design 8

Pro bono accelerator roadmap 1. October 10: Volunteerism Overview 2. November 14: Recruitment, Cultivation, & Training 3. December 12: Impact Evaluation & Data Tracking 4. January 9: Placement, Supervision, & Technical Assistance 5. February 13: Capstone Project Presentations & Organizational Change Planning 9

Ground rules • Beach ball conversations • One diva, one mic • Make space, take space • Be here now • Confidentiality 10

Goals for today 1. Finalize and present your Capstone Project 2. Consider how communications & framing can be strategically deployed in your pro bono work 3. Learn about organizational change and its relevance to your Capstone Project 4. Build a Capstone Project project management & implementation plan 5. Discuss inspiring pro bono model case studies 6. Discover tech tools for scalable pro bono work 11

Grounding pro bono programs in a larger civil justice movement • The role of Civil Gideon in the pro bono discussion • Narrative Strategies for Change 12

Preparing for Capstone Presentations to Law Firm Thought Partners 13

Reading reflections: Using narrative strategies for change • Small group activity: What is one way you can apply a lesson from the “Telling a New Story” checklist to your framing of your Capstone Project Presentation? 14 “Telling a New Story: A Collaborative Checklist for Social Justice Leaders Using Narrative Strategies for Change,” from The Opportunity Agenda, Building Movement Project, Center for Media Justice, & Public Works

Reading reflections: Using narrative strategies for change • Individual activity: Review your presentation & how you’ll incorporate Narrative Strategies for Change into it 15 “Telling a New Story: A Collaborative Checklist for Social Justice Leaders Using Narrative Strategies for Change,” from The Opportunity Agenda, Building Movement Project, Center for Media Justice, & Public Works

Organizational Change & Pro Bono Programs 16

Learning objectives • Understand why organizational change is important for the health & success of your pro bono program • Brainstorm ways you can employ principles of organizational change to ensure the success of your Capstone Project 17

Organizational change • So, you know what you need to change in your organization. Know better, do better, right? • Not so fast. • It is estimated that 70% of change initiatives fail . 18

What is organizational change? • Consider the following best practices as guidance through the steps of a change leadership process. 19

Change Leadership 101 20

Step 1: Increase urgency • What works • Telling a compelling organizational story • Facilitating understanding of the stakes • Making the business case • What doesn’t work • Focusing exclusively on the “rational” case • Ignoring lack of urgency • Thinking nothing can be done if you are not the CEO • Common pitfalls • Not having the right people in the room to set context • Not being explicit about the consequences of allowing the status quo to continue 21

Step 2: Form a guiding coalition • What works • Convening diverse supporters across tenure, level, demographics • Using clear roles and responsibilities to contribute to work • Showing enthusiasm, trust and commitment • What doesn’t work • Change team is too large to regularly convene • Change is led by single individuals or weak taskforce • Not confronting power structures when the right people are not on the team • Common pitfalls • Failure to identify and leverage individual motivations • Delegating to one person • No management presence on the team 22

Step 3: Create a vision • What works • Closing eyes and using imagination to literally see possible futures • Vision statement that can be written on one page or articulated in 3 minutes • What Doesn’t Work • Assuming a vision is shared • Under-articulating how initiative integrates with other business priorities, and affects different roles • Common Pitfalls • Under-communicating the vision • Not specifying the desired behavioral changes • Not managing resistance when first encountered 23

Step 4: Communicate the vision • What Works • Integrating vision in regular meetings and identifying obstacles to achieving it • Speaking to emotions in the room • Keeping language simple, sticky • What Doesn’t Work • Assuming a vision is shared • Under-articulating how initiative integrates with other business priorities, and affects different roles • Common Pitfalls • Under-communicating the vision • Not specifying the desired behavioral changes • Not managing resistance when first encountered 24

Step 5: Remove barriers, empower action • What Works • Identifying different types of gaps or barriers: motivation, skill, structural, knowledge • Using guiding coalition to implement fixes and corrective processes • Point to live examples of ideal behavior • What Doesn’t Work • Not referring back to vision for barrier identification • Ignoring change fatigue • Failure to consistently model desired change • Common Pitfalls • Not addressing powerful individuals who resist the initiatives • Making too many requests all at once 25

Step 6: Celebrate quick wins • What Works • Creating opportunities for meaningful experiences where progress is felt • Showing genuine gratitude and pride in progress • Inspiring others to coach for and celebrate quick wins • What Doesn’t Work • Only providing critical feedback • Common Pitfalls • Failure to identify short-term wins, leading to a feeling of ‘all talk’ • Leaving short-term successes up to chance. 26

Step 7: Keep going! • What Works • Looking for ways to keep urgency up • Getting creative about who messages urgency and success stories • Reinforcing vision in varied formats: graphics, signage, emails, website, casual conversation • What Doesn’t Work • Ignoring needs of guiding coalition in sustaining effort • Convincing yourself the change initiative is completed when it isn’t • Common Pitfalls • Declaring victory too soon • Ignoring decision makers in charge of messaging and future resource allocation 27

Step 8: Making it stick • What Works • Tell vivid stories about new norms, progress, and outcomes • Creating formal accountability and incentive structures for continuing change • What Doesn’t Work • Relying only on a policy change to shift culture • Not introducing new hires to desired vision and behaviors • Common Pitfalls • Neglecting to anchor changes firmly in the culture • Not shifting social norms and shared values consistent with changes 28

Leading Transition: A New Model for Change • William Bridges describes three stages of transition: • Endings • The neutral zone (explorations) • New beginnings. 29 Bridges, William & Mitchell, Susan. (2000). Leading Transition: A New Model for Change. Leader to Leader Journal. 16.

Organizational change activity • Individual work: • Check off ideas that resonate • List concrete next steps to carry them out 30

Tech tools & tricks! LucidChart 31

LucidChart • Intuitive and online based flow chart creator. 32

Organizational change pairs activity • Pairs activity: What organizational change strategies are relevant to your Capstone Project implementation? • Write it down to include in your project management plan later in the session • Large group share out 33

Lunch time! 34

Welcome, law firm thought partners! 35

Icebreaker: • What’s an animal you’ve never seen in person that you’d like to see? 36

Capstone presentations! 37

Presentation logistics • 10 min for each presentation • 5 min for law firm questions • Use capstone project feedback handout to capture your thoughts 38

Agenda • Sharon Bashan (Neighborhood Legal Services of Los Angeles County) • Valentina Ozbek & Eleonore Zwinger (International Institute of the Bay Area) • Charles Bruce (Homeless Action Center) • Ashley Melwani & Hannah Smith (Legal Services for Children) 39

Thank you, Law Firm Thought Partners! 40

Where We Go From Here: Capstone Presentations Discussion 41

First…. You did it! 42