Answer the following questions:

4. When considering that people are the most important asset to any organization, what would you do to motivate the team to adopt TIC (tools, exercises, workshops, etc.)?

5. Leadership is often associated with power, authority, and a sense of privileged identity, especially in the Western context. Leaders are often rewarded for taking action and achieving results, but at what cost to the people in the organization and the constituents served? How is Dana critically and ethically reflecting on the use of her power to effect change at GSC?

Include:

executive summary introduction and

conclusion

• Use at least three recent references (2018-2024). You can use old references, in apa structure

SSAGE businesscases Resistance to Change at the Good Sister Center Author: Bernice Ledbetter, Carla D. Gilhuys, Ed Hodge, Naomi Kelly. Sonya Badhwar, Nick Brown Pub. Date: 2022 Product: SAGE Business Cases DOI: https://dx.doi.org/10.4135/9781529607932 Keywords: resistance to change, change management, sisters, organizations, staffing, teams, clients, trauma, organizational change, focus groups Disciplines: Management Consulting, Organization Studies, Organization Development, Public & Nonprofit Management, Other Management Specialties, Business & Management Access Date: January 30, 2023 Publishing Company: SAGE Publications: SAGE Business Cases Originals City: London Online ISBN: 9781528 807832 2022 SAGE Publications: SAGE Business Cases Originals All Rights Reserved.Abstract Good Sister Center (G5G) for women and children expenencing homelessness has offered sup- portive resources fwough the help of private donations and public grants. In the past it operated using cider philosophies, but now the trauma informed care (TIC) approach may change how staff provide day-to-day senvice for those who reside at GEC. The associate director in charge, however, found she had not gained staff buy-in, which was crucial to client sennces. This case encourages students to examine the impact of change on employees and how to address ssues that rmay prevent change. Case Learning Outcomes By the end of this case study, shudents should be able fo: = describe and discuss the change management challenge that G5 is facng: - identify and describe the presenting issue, and discuss the difference between a presenting issue {symptom) and a deeper issue; detenmine root causes hindering effective change management based on data findings; and = propose actions that will enable GSC to overcome change management challenges and successhully implement change. Introduction Cana has been the associate director at Good Sister Canter (G5C) for hormeless women and children for the past 18 months. To keep the center's doors open o the homeless women and children of Los Angeles, GEC needed an operational change, adopting the new industry standard of trauma informed care (TIC). GSC's funding has comprised private donations, pubfic grants, and private grants from the govemment and corpora- fions, and recently these organizations have announced that they believe in the benefits of a TIC approach. Diomaors mow require that all non-profit organizations venfy they are THC-compliant in order to receive funding. GSC Management GSC's mission is to empower women and their children to move from homelessness to self-sufficiency. through housing, employment, and support services. GSC offers three core programs to address clients' needs for shelter, food, and case management. Clients who reside in GSC housing units are expected to comply with a set of rules and guidelines designed to assist them with this process. GSC's management team consists of a resident nun, Sister Agnes, and an associate director, Dana, who work side by-side with each other. Sister Agnes, who has served as the resident nun for several decades, is the face of the organization while Dana, the associate director, runs the organization's day-to-day operations. The resident nun is responsible for every aspect of GSC and reports up to the Catholic Charities Office. The resident nun's approach with staff is relational, listening to their feelings and considering their well-being in each situation. The associate director is a licensed social worker. She manages all aspects of the clinical, financial and operational aspects of GSC. She reports directly to Sister Agnes. The associate director's man- agement approach to running the daily operations, and in particular when attempting to lead change, is task focused, which may be experienced as insensitive by her staff. Figure 1. GSC Organizational Chart Client Services Sister Agnes Dana Shelter Management Currently, staff work with clients to achieve behavioral compliance through rewards and repercussions, an approach intended to lead clients to greater self-sufficiency and self-efficacy. The objectives of the staff are to ensure overall community safety and to standardize workflows for efficiency. The behavioral compliance approach is designed to administer consistent standard communication and actions with clients to guide their behavior, but it does not recognize individual needs. For example, staff meet noncompliance from clients in GSC housing units with transactional responses that result in wamings. In rare cases, clients are asked to leave the housing facility if they pose a threat to self or other clients. When clients comply with the rules and regulations, their behavior is met with rewards such as increased levels of self-responsibility and autonomy, and additional opportunities for training to progress toward self-efficacy.The behavioral compliance approach has led to difficulties between clients and staff in the day to day opera- tions of GSC. While this approach may have certain limitations, it is relatively easy to administer and mainly requires that front-line staff focus their energies on obtaining client compliance. To this end, staff are trained to spot non-compliance and address these infractions with consistent and standard repercussions, and to rec- ognize compliance and reward these behaviors accordingly. The new approach, which requires an understanding of TIC, is based on individualized empathic responses from the staff that demonstrate awareness and sensitivity, the intention is to build a sense of humanity, safety and trustworthiness among clients. Frontline staff are charged with addressing individual client needs rather than assessing behavior that is compliant or noncompliant. Communication between upper management, middle management, and the frontline staff has been discon- nected and messaging about the change to TIC and why GSC made the shift has been inconsistent and confusing. The shift was abrupt and staff have been slow to implement TIC because they are uncertain as to how to engage clients using the TIC approach. GSC management is now focused on figuring out how to get the organization to operate effectively under a TIC approach. TIC TIC is a service delivery approach based on recognizing, comprehending and responding to the impact of trauma on individuals. This is achieved by the provider emphasizing the physical, psychological, and emo- tional safety of the individual and themselves. This creates opportunities for the individual to feel empowered, to heal, and to rebuild. An organization that focuses on applying the primary principles of TIC in its practices recognizes that individuals will have different types of trauma, acknowledges the effects of trauma, uses this information to respond appropriately, and takes steps to mitigate traumatization. To address this realization that clients have experienced trauma, human services organizations may choose to adjust their clinical practices and take a trauma-informed approach. A clinical practice approach responds to trauma through treatment methodologies applied to patients: the trauma-informed care approach seeks to transform the human services organizational culture to address the trauma of the clients served, as well as that of the staff in the organization.Change Is Imperative While GSC has been effective in achieving its central goal of ending homelessness for those in its care using the behavioral compliance approach, the organization is now considering how to improve service to its clients' wel-being using TIC. Many clients have been able to secure housing, but GSC would like to take further steps to facilitate a more comprehensive approach to the care they offer, which means a shift in the interface between employees and clients. For this shift, employees must change how they think about the purpose of their work and how they perform their tasks, but they had no opportunity to weigh in on the decision to implement TIC. Staff also must releam how to perform their work. From using a rule-based compliance approach with clients, instead they must now listen to each client's story and tailor a response to each client's experience of trauma using empathy, respect, and problem-solving, rather than issuing rewards and consequences. Moreover, many of the staff are trauma survivors themselves, and their journey to their staff role was through behavioral compliance, not TIC. Many staff have relied on this experience to address trauma. These factors cause resistance to change as staff feel voiceless, ignored, and ill-prepared to implement TIC. However, tran- sitioning to TIC is imperative if GSC hopes to realize its mission. Dana needed assistance instilling the change, which led her to reach out to a change management consulting group. She contacted Team Praesis Ut Prosis (PuP), which means "lead in order to serve." and scheduled an initial meeting to discuss her organization's issues. During GSC's first meeting with Team Pup. Dana explained that GSC is shifting the philosophy of how the organization is working with its dients from a behavioral compliance model to TIC. She mentioned that man- agers who oversee client services programming and shelter management are reporting their staff are resis- tant to adopting the new approach. To Dana, the benefits of this change seemed obvious-the staff's lack of enthusiasm indicated a struggle to embrace this change. Confronting the Issue GSC annually administers an employee satisfaction survey. The Team Pup consulting team reviewed the most recent survey results and realized that communication was a challenge for GSC. Employee responses\freactively, and without explanation, and these changes did not have input from the people expected to imple- ment the change. Employees also reported that questions, suggestions, comments, and concerns about TIC were not well re- ceived by managers and leaders in the organization. This left employees feeling there was no safe place to question any aspect of TIC or its implementation. Lastly. focus group participants highlighted that they re- ceived information about TIC, but no training was provided on what it looked like or how to implement it into the daily operations. Focus group participants also commented that they wished to know what was going on in the organization. They stated that many of the meetings they attended had lost their relevance and therefore their effective- ness. These comments were underpinned by their perspectives about lacking interdepartmental and inter- program knowledge. For example. the participants discussed the differences between how different houses where the clients reside are managed, how rules are enforced, and a lack of standard operating procedures. This led to comments that highlighted confusion and a sense of "we're not sure if anyone knows what we actually do on a daily basis." Barriers to Change: Redefining the Issue After analyzing all the data, Team Pup explained to Dana and Sister Agnes that GSC is undergoing an adap- tive challenge. The goal for TIC to permeate across the organization to change the mindset of the employees and impact daily operating procedures was creating stress for the staff. The staff were resistant to the new operating model of TIC, and organizational barriers are impeding the adoption of the change. GSC faces three barriers preventing the successful implementation of TIC: ineffective communication; low employee engagement and or morale; and ineffective training/development and execu- tion. Moreover, leaders in the organization beginning with Dana will need to shift their level of awareness to consider how the use of command-and-control practices have shaped a GSC culture. This reflective process will hopefully shed light on the need to change the culture to support the inherent power sharing embedded in the TIC approach. At the heart of change for GSC is a shift in the power structure that supported a "power-over" approach to client services in the past. Now this power structure is being upended and the deeper issue involves embrac-ing shared power that seeks to affirm the other as equal in their humanity. The staff resistance to change was a symptom of a system that supported this power dilemma and brought to the foreground the need for all to change to realize the hoped for future envisioned by the women being served, and the staff and the leaders of GSC. The consulting team explained that creating conditions for shared power will require improved communica- tion, engagement, and training to pave the way to a successful change initiative. Initiating the Change Process In order to engage staff at all levels in the change process, Team Pup and Dana created four guiding ques- tions to pose to the management team and frontline staff. Engagement is the basis for buy-in for change, and talking with staff using these questions is the beginning of the change process for GSC. . How can leadership translate TIC to be relevant to everyone in their day-to-day work; what if staff realized that they are already implementing TIC? . How can engaging and generative conversation take place with staff on what TIC actually looks like when applied to each staff member's job? How does TIC learning and training look when staff are a part of the training development process? . If the staff understand how to actualize TIC, would this impact the organizational culture and power structure? PuP Recommendations and Outcome The question "How can GSC become a more trauma informed organization?" formed the basis for the dis- covery phase of the project. After analyzing the data, Team Pup recognized that for GSC to become a TIC organization, the organization had to address three persistent barriers. Team Pup, Dana, and Sister Agnes reviewed findings and developed recommendations.\f