SFC Greg Pliler Iowa Counterdrug Taskforce 515-577-2575 Gregory.s.pliler.mil@mail.mil
Organizational Success
Research tells us that there are specific processes that organizations can do to increase their likelihood of success
The Coalition Community Problem Solving Framework Coalition Comprehensive Operational and Community Community Population- Problem Solving Change Changes Level changes Capacity Strategies Yang, E., Foster-Fishman, P., Collins, C., & Ahn, S. (2012). Testing a comprehensive community problem-solving framework for community coalitions. Journal of Community Psychology, 40(6), 681-692
The Coalition Community Problem Solving Framework Coalition Operational Comprehensive and Problem Solving Community Community Population-Level Change Changes changes Strategies Capacity Watson-Thompson, J., Fawcett, S.B.,&Schultz, J.A. (2008). A framework for community mobilization to promote healthy youth development. American Journal of Preventive Medicine, 34(3), S72-S81.
The Community Problem Solving Framework 1. Uses essential decision making processes Coalition Operational 2. Develops and uses and Problem Solving quality planning products Capacity 3. Expands coalition membership
Coalition Kaizen • Kaizen is a Japanese philosophy based on continuous improvement • No organization is perfect • Small incremental changes
Assessment (1 of 2) • Coalition Kaizen Screening: Review criteria for Kaizen: • Enough participants to produce a valid result. • Participants understand the overall steps in the process that will produce a report to guide subsequent action. • Recognize the value of a map to improvement even if the starting point is “disappointing.” • Commitment to action based on results. • Commit to action beyond staff – group capacity is the goal.
Assessment (2 of 2) • Implement Kaizen – If coalition meets criteria for Kaizen Assessment • Review Key Planning Products
My Work: • Compile results – Coach will compile: • Original symptoms reported by coalition • Planning products emphasizing missing or incomplete products • Analytic summary from Kaizen survey. • Meeting with working group – Coach will then facilitate a meeting with the coalition. This should be a small team of key members (3-5 optimal). – The results of initial assessment will be the framework of the conversation. – Group will develop these into a prioritized list of actionable priorities. (Max of 3 in most cases) – The group will also identify any resources currently in use (i.e. CADCA support, evaluator etc.)
More of My Work • Research and Plan – Coach will take the results of the workgroup meeting and research appropriate resources to assist with identified problems. – Coach will then develop recommended courses of action for each priority and provide access to resources. • Develop Report – Coach will culminate all the findings into a concise report. Report will be provided to the coalition.
Action Planning • General coalition meeting – Coach and workgroup will co-facilitate action planning at a general meeting with the findings of the Kaizen Event. I will provide written document and content. – After the initial brief, workgroup members facilitate action planning, ensuring commitment and key completion dates • Follow on support – I am here to help! Together we will plan support as needed
Follow on support (5- 2 weeks to 6 months 11 months until next Initial Coordination for (initial Kaizen) assessment / reassessment Kaizen assessment Present results and develop Kaizen Assessment action plan (30 – 45 Min) .5 – 1 hour Research Resources Review Planning Products 2 Weeks 2 Weeks Analyze results and develop priorities with workgroup 1.5 – 3 hours
Questions?
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