Thomas Packard

The Use of Metaphors in Organizational Assessment and Change

Even though the use of myths, rituals, symbols, and metaphors in organization development is becoming increasingly common, there has been little written on specific ways to use metaphors in organizational change interventions. This article summarizes work to date and presents conceptual and intervention models using metaphorical analysis. A case application is presented, and suggestions for further research are offered.

Evaluation of a Training Curriculum for Inter-Agency Collaboration

ABSTRACT This paper reports the activities and outcomes of one university based training project which provided a five-day training series on inter-agency collaboration for public child welfare workers and staff in the fields of substance abuse, mental health, and domestic violence, and summarizes lessons learned in the project. The overarching goal of this program was the development of a cadre of child welfare practitioners and community professionals who have the ability to respond effectively to complex family problems of child abuse and neglect resulting from substance abuse, mental illness, and domestic violence. A quasi-experimental design utilizing pre-and post measures was used to test the impact of interdisciplinary training. The evaluation shows gains in trainee knowledge, positive attitudes toward collaboration, and the trainees reported more collaboration in their own practice between the pre-and post tests that was sustained in a follow-up. The implications of these findings for administrative and community practice are discussed.

A participatory evaluation of an inner-city science enrichment program

Abstract A participatory evaluation (PE) of an inner-city science enrichment program for elementary school youth was conducted using an evaluation team consisting of staff, board members, students, parents, and representatives of the agencys major funder. This evaluation team designed and implemented the entire evaluation with guidance from an evaluator-consultant and researchers from a local university. Data gathered from surveys of alumni, parents, students, and teachers revealed high satisfaction with the program and a validation of the hands-on teaching model. Alumni reported that the program impacted their scientific and social competence. The highly participative design process was seen as very successful by all participants, and offers useful guidelines for other PE, including active participation of all stakeholders, commitment to a shared vision, and a good match between the organization and the evaluator.

Cutback Management Strategies: Experiences in Nine County Human Service Agencies

ABSTRACT This study of nine county human services agencies identified successful strategies and tactics used to address budget reductions and the management tools/processes used to inform these decisions. Tactics were in areas including minimizing the impacts of budget cuts; building staff understanding, acceptance, and support; processes for deciding how to allocate cuts; increasing productivity; and modifying levels and types of services. Strategic themes included collaborative leadership, taking a big picture approach, maintaining focus through strategic planning, relationships with key constituencies, communication with staff, preserving staff capacity, decentralized decision making, and using data to guide decisions. Implications for practice are discussed.

The Management Audit as a Teaching Tool in Social Work Administration

The role of social work administrators as change agents who can improve organizational outcomes is receiving increased attention in this era of higher expectations for effectiveness and efficiency. This article describes two course assignments in which administration concentration students complete a management audit of their practicum agency, and then design a change plan for addressing an identified weak area. Data collected from audits over a four-year period are presented, and examples of proposed and implemented change plans are presented. The author also provides suggestions for enhancing education for social work administration.

Case‐based Learning: Educating Future Human Service Managers

Using teaching cases in professional education programs has gained increased attention in the past several decades. While the use of teaching cases has been an important part of social work education, the majority of current casebooks focus on micro or direct practice issues and settings. Over the past forty years only four major casebooks have focused exclusively on the macro practice of social work. This analysis of case‐based learning is divided into the following components: 1) the search for practice wisdom emerging from analyzing cases within the context of management knowledge and skills, 2) case discussion in the classroom, including student and instructor preparation, case selection and integration into the course, case debriefing, student‐designed cases, and conceptual frameworks for teaching management, 3) a conclusion that identifies the benefits and limitations of case‐based learning.

An outcomes evaluation of a leadership development initiative

Purpose – The purpose of this paper is to report the impact of a leadership development initiative in eight organizations and to demonstrate the use of promising evaluation methods. Design/methodology/approach – This study used multiple methods including surveys with quantitative and qualitative data from participants and their supervisors. Findings – Program participants and their supervisors reported improved on-the-job performance of participants. There were statistically significant increases in participant self-efficacy over time. Research limitations/implications – In this time series design, some changes may be due to factors besides the program. Limitations in self-report data, common in studies such as this, were partially mediated by the use of supervisor ratings. Future research could include more objective measures of performance. Practical implications – Because this evaluation reported on-the-job performance improvements for participants in a leadership development program, other organizatio...

Participant Outcomes of a Leadership Development Initiative in Eight Human Service Organizations

A leadership development initiative for managers in eight county human service organizations is described, followed by evaluation results from an ongoing study with six years of data. Multiple methods included surveys of participants and their supervisors using a time series design with post-program and 12-month follow-ups. Factors measured included program satisfaction, the acquisition of skills, and improved functioning in terms of leadership and management performance. Program graduates and their supervisors were asked the same questions regarding changes in the graduates’ performance as managers. Results show high participant satisfaction, numerous opportunities to apply new knowledge, and improved on-the-job performance.

Implementing Services Integration and Interagency Collaboration: Experiences in Seven Counties

This study discusses how human service agencies implemented systems to improve service coordination through structural integration or interagency collaborative service delivery systems. Findings identified integration and change leadership principles, including clear processes to implement a powerful vision, a strongly committed executive team, stakeholder involvement, and aggressive marketing of the goals.

Organizational Change Tactics: The Evidence Base in the Literature

Planned organizational change processes can be used to address the many challenges facing human service organizations (HSOs) and improve organizational outcomes. There is massive literature on organizational change, ranging from popular management books to academic research on specific aspects of change. Regarding HSOs, there is a growing literature, including increasing attention to implementation science and evidence-based practices. However, research which offers generalizable, evidence-based guidelines for implementing change is not common. The purpose of the authors was to assess the evidence base in this organizational change literature to lay the groundwork for more systematic knowledge development in this important field.