PBS 201

1
PBS 201

• Doing Business the PBS Way

2
What is PBS?

• Staff have helped me mature a lot, to find the
  right tools for me. They give me support,
  listen to what I say. They are really easy to
  talk to. They are always trying to make my life
  better. PBS service recipient
• I used to be really angry yelling at people
  and stuff. My staff have taught me other ways to
  react when I am pissed off. I no longer yell at
  people or treat them badly just because I am
  feeling bad. I have more friends now and a better
  relationship with my family. PBS service
  recipient
• PBS provides me with a framework to ensure that
  I am responding instead of reacting. It helps be
  better understand the individual in relation to
  their development, environment, and their choices
  and behaviors. -PBS support staff
• I can utilize PBS philosophy and tools to teach
  others more about themselves, their mental
  health, their behaviors and choices. I can help
  them gain more insight and control over their
  environment and themselves, allowing them to be
  the expert instead of me. PBS support staff
• Staff are really good at gaining our sons trust
  and respect. As a result, he listens to their
  advice, and he tries to make good choices.
  Parent of a PBS service recipient.

3
PBS is..

• Philosophy

• Tools

• Universal Enhancements
• Strength Based Approach
• A way to view and guide behavior to improve a
  persons quality of life.
• Consequences, not punishment.
• Understanding that all behaviors serve as a
  function for the person
• Adaptive skills training

• Fuctional Assessment
• Behavioral Analysis
• Behavior Support Plans
• Environmental Assessment
• Medication Assessment
• WRAP
• Crisis Planning

4
Universal Enhancements
If it is going to be, it is up to
me ____________ Nothing about me, with out me
GEM Is it Good Enough for ME
Treat me not as I am, but as I wish to be.
Institution is a state of mind.
When you change the way that you see things, the
things you see will change.
5
visual
6

• I cannot hear what you're saying - your actions
  are drowning out your voice.
• -Wolf Wolfensberger
• Independence does not mean doing things for
  yourself.  It means being in control of how
  things are done. -Tom Pomeranz
• We must provide an environment that is healthy
  enough for a life to happen.
• -Dan Berkowitz

7

• So where do you go from here?

8
Transformational Change

• Change is constant..
• Embracing change begins with desire. (Franklin
  Covey)

9
Transformational Change

• Transformational Leadership facilitates a
  redefinition of mission and vision, a renewal of
  commitment and the restructuring of systems for
  goal accomplishment
• Transformational Leaders engage followers raise
  consciousness about the significance of specific
  outcomes develop new ways in which those
  outcomes might be achieved .
• Transformational Leaders generate awareness and
  acceptance of the purposes and mission of the
  group, and help people move beyond self interest
  to focus on the greater good.

10
Case for Change

• Develop a Sense of Urgency.
• Understanding of where you are now.
• Communicate the Preferred Future Paint a picture
  of what it looks like when you are there.
• What needs to happen for you to get to your
  preferred future.
• Consistency all decisions and actions link back
  to this vision.

11
Exercise

• What is your Urgency?
• What are the consequences if you dont change?
• What is your preferred future/What does it look
  like when you are done?
• Where is your organization at right now? What is
  going right? What needs to change?

12
Organizational Culture
13
What is Culture?Definitions

• Symbols, language, ideologies, rituals, and myths
• Organizational scripts derived from the personal
  scripts of the organizations founder(s) or
  dominant leader(s)
• Is a product is historical is based upon
  symbols and is an abstraction from behavior and
  the products of behavior

14
Culture DefinitionsContinued

• A pattern of basic assumptions invented,
  discovered, or developed by a group as it learns
  to cope with its problems of external adaptation
  and internal integration that has worked well
  enough to be considered valid and therefore to be
  taught to new members as the correct way to
  perceive, think, and feel in relation to those
  problems

15
Culture Defined

• Simply put.
• A system of shared values, beliefs and norms that
  guides behavior

16
Organizational Culture and Effectiveness
Organizational Culture
Organizational Characteristics Behavior Structure
Process
Managerial Functions Planning Organizing Leading
Controlling
Exit from Organization
17
What is your cultureExercise

• Group work on organizations culture Identify
  and discuss organizational norms, values,
  rituals, myths, stories
• Report out on norms, symbols, values, rituals,
  myths, stories/scripts

18
Examples

• A culture of individual creativity
• A culture of risk taking
• A culture of inventiveness
• A culture of customer first
• Name some

19
Preferred Culture

• What would you consider your ideal culture..
• Small group discussion

20
Why is it Important?

• Discussion

21
How is Organizational Culture Created?

• Created over time evolves based on symbols,
  stories, heroes, slogans and ceremonies.

22
How do you know if you like it?

• Discussion

23
Care and feeding a Culture

• Maintaining a culture starts from the moment
  someone encounters anyone from an organization
• Once created - perpetuates

24
What are threats to a culture?

• Individual level threat
• Unit level threat
• Story

25
Changing a Culture

• When do you change a culture?
• Discussion
• Is it easy to change culture?
• Discussion

26
Tribal Knowledge

• Like the game Telephone, Tribal Knowledge is a
  game in which information is passed between
  succeeding generations of staff.

As the information is passed along, distortions
and half truths flourish.
27
Develop a Guiding Coalition

• Strong Guiding Coalition members
• Personal Leaders
• Respected by peers
• Multiple perspectives
• Understand why PBS is important
• Passionate
• Appreciate the Urgency to change
• Agency coalition vs. Program coalitions

28
Build a Vision

• Work with your Guiding Coalition to develop a
  vision for your agency or program.
• What does PBS look like for you?
• What tools will you use?
• How will PBS enhance your culture, strengths,
  and unique services.
• Develops Ownership among Guiding Coalition

29
CBAM

• Concerned Based Adoption Model
• Explain what it is
• Personal Piece (how it will effect you)
• Management (how the change will occur)
• Consequences/ Benefits -include what happens if
  we fail
• Collaboration (how we will work together)
• Reframe and Refocus

30
Exercise

• Who will lead?
• 2. Where is the vision and who has it?
• 3. At what pace will we go?
• 4. What should not get lost?

31
Team Building

• Dont lose your culture
• Build trust and accountability
• Find ways to have fun
• Dont forget to work on team building
• Assess your people
• Build Ownership

32
Build Ownership

• Include your guiding coalition in the development
  of the vision.
• Explain the why behind changes
• Make sure they understand the consequences of not
  changing.
• Give them input whenever possible
• Listen

33
Assess your people

• Positional Competency
• Assess yourself
• Focus on the right people
• 20/50/30 20 like change/ 50 just want to do
  their job/30 dislike the change
• Focus on the top 70 instead of the people who
  are vocally against the transformation

34
Implementation

• Language
• Check your language. Verbal and Written.
• Stories
• Dont miss your own success stories.
• Share them as often as possible
• Timelines
• Develop implementation timeline with teams
• Build in Short term wins

35
Short Term Wins

• Breaks Implementation into manageable goals
• Builds morale and motivation
• Develops a feedback loop
• Guards against common pitfalls
• Declaring victory too early
• Loss of momentum/ Goal perceived as unachievable

36
Plan for Resistance

• Resistance is communication
• Talk about what is working and what is not
  working?
• Planned chaos
• Old home to new home

37
How do we know when we get there?

• PBS is a journey.
• PBS is like a relationship. You will need to
  always work on it to keep it healthy and growing.
• Use Data to set new goals

38
Outcomes

• PBS Network Outcomes
• Decrease staff turnover
• Decrease critical incidents
• Decrease in work comp due to behaviors
• Agency Outcomes
• Work with Guiding Coalition to set specific to
  your agency.
• Examples Increase QOL, elimination of restraints
  and restrictions
• Personal Outcomes
• Choice, friends, family, preferred activities,
  community, decrease in interfering behaviors.

39
Exercise

• Where are you at in the process?
• What is your next step?
• Set two goals with timelines for yourself
• 1.
• 2.
• Who will help you get there?