This document discusses strategies for managing organizational change. It provides a strategic management model with four tasks: 1) aligning leadership on vision, mission, and values; 2) designing or redesigning the organizational core; 3) creating supports and safeguards; and 4) improving the organization. It also discusses managing interactions with external organizations and maintaining cohesion during change. Additionally, it summarizes William Bridges' three-phase transition model of endings, a neutral zone, and beginnings, and provides tips for leading change during each phase, such as identifying losses and creating rituals during endings, and normalizing the neutral zone. It concludes by offering advice for cultivating leadership skills to support people and control an organization's destiny during times of

1. Power of Partnering Jane arsenault, mba Fio partners, llc Surviving the Tough Decisions

2. Coping Strategies

3. Coping Strategies

4. Impact on Relationships

7. Maintain Organizational Cohesion as Change Occurs

8. Strategic Management Model Board of Directors Task #2 Design or re-design the core Executive Leadership Task #1 Align leadership on vision, mission, values, elements of strategic management Relational Strategy Programmatic Strategy Systems Participation Fund Development Marketing/ Public Relations Program Goals Strategies Tactics Outcomes Leadership Core Safeguards and Support Organization Improvements Task #3 Create or adjust supports and safeguards Financial Management Information Management Human Resources Risk Management Physical Plant Organizational Climate Quality Assurance Organizational Learning Task #4 Enact ways to improve the organization All four tasks take place with continuous input and interaction with the organization’s environment.

9. HOW AN ORGANIZATION CHOOSES TO MANAGE ITS INTERACTIONS with Organizations that create or publish information about your field of service, including accrediting bodies Membership organizations at the national, state or local level that advocate for issues related to your program areas ORGANIZATIONS THAT REGULATE AND/OR FUND THE SERVICES YOU PROVIDE Agencies with whom you compete for consumers and who provide the same or similar services Agencies to whom your agency refers consumers for allied services Agencies who refer consumers to your programs for allied services Systems Participation

10. Continue to Manage Change

11. William Bridges: Transitions Three-Phase Model Endings Neutral Zone Beginnings

12. William Bridges: Transitions Endings Every transition begins with an ending Each of us develops our own response to endings Disengagment, Dismantling, Disidentification, Disenchantment, Disorientation You must experience an ending!!

14. Can be a difficult time…but also creative!

16. Can be new relationships, place, project - or state of mind

18. William Bridges: Transitions Three-Phase Model Endings Neutral Zone Beginnings

20. Accept Reality And Importance Of Subjective Losses

21. Expect and Accept Signs of Grieving

22. Compensate for Losses

23. Give People Information and Do It Again and Again

24. Create Rituals to Mark Endings

26. Create Temporary Systems for the Neutral Zone

27. Strengthen Intragroup Connections

28. Use a Transition Monitoring Team – the “Beat” Team

30. Support the people who remain

31. Don’t confuse the ends and the means

32. Know when to fold

33. Know when and how to fight

34. Know when and how to make tough calls

35. Know how to shrink

36. Play well with others/ make friends quickly

37. Control your own destiny

38. Jane arsenault jane@fiopartners.com www.fiopartners.com Q & A