دانلود رایگان مقاله انگلیسی درک تغییر سازمان در ارزیابی و طرح ریزی برنامه - الزویر 2018

Abstract

Organization transformation is an increasingly important concept and process in human service organizations as they adapt to rapidly changing challenges and opportunities to enhance their effectiveness, efficiency, and sustainability. This article describes a four-component organization transformation model that incorporates transformation pillars, transformation strategies, organization capacity, and organization outputs and outcomes. The article includes examples of the model’s use, and concludes with a discussion of valuable lessons learned to date.

8. Lessons learned

We have learned at least four valuable lessons based on the literature reviewed in developing the transformation model presented in Figure 2 and our experiences in observing and evaluating its use. First, organization transformation involves triggers, drivers, and barriers. The primary triggers are personal or consumer-centered values such as enhanced quality of life or increased human and legal rights (Schalock, Bonham, & Verdugo, 2008; Schalock & Keith, 2016; United Nations, 2006; Verdugo, Navas, Gomez, & Schalock, 2012). A desire for increased organization effectiveness and efficiency can also be a trigger, but such an emphasis needs to be based on person-centered values (Schalock el al., 2014; Schalock & Verdugo, 2012 b). The drivers of organization transformation are those strategies discussed in this article and involve analyzing environments, aligning organization functions, using a balanced approach to performance management, integrating ecological systems, and employing strategic execution. The potential barriers are many, but typically involve: (a) the entrenchment of the traditional center-based service delivery model (Duryan et al. 2012; Schalock & Verdugo, 2012 b) and the practice of externally-based evaluation of the organization’s compliance with rules and regulations rather than outcome-focused, internal, and participative evaluation that is used for multiple purposes including organization transformation (Cousins & Chouinard, 2012; Schalock & Verdugo, 2013); (b) the lack of a stable and well-trained work force (Bogenschutz, Hewitt, Nord, & Hepperlen, 2014; Larson, Nord, Salmi, Dolarae, & Hewitt, 2008); (c) the lack of resources (i.e., time, money, expertise) for outcomes-based research and evaluation (Claes et al., 2012; Fetterman et al., 2015; Materia, Miller, Runion, Chesnut, Irvin, Richardson et al., 2016); and (d) on-going challenges related to leadership change, funding deficits, competing internal practices, political will, and time (Baker et al., 2016). This “dynamic trio” of triggers, drivers, and barriers interact in ways that can support transformation, hinder transformation, or change the focus of transformation (such as described in Section 7.1). The trio also explains why organization transformation is not about attempting to improve what is already in place (i.e., quality improvement); rather, organization transformation is all about wrestling with new ideas, believing that something better is yet to come, and being willing to help it along.