models of change and the impact on organizational culture in nonprofit agencies: comparison and...
TRANSCRIPT
Models of Change and the Impact on Organizational Culture in Nonprofit Agencies: Comparison and Validation of The Sanctuary Model ®
Wendy M. McSparren, MSW, MSDarlene Y. Motley, Ph.D.Robert Morris University
Contact [email protected]
RATIONALE
Explore the construct of change and the impact change has on the organizational culture within nonprofit agencies. Specifically comparing a relatively new model, The Sanctuary Model ®, to more traditional methods of change. We examined perceptions and attitudes of staff toward change process and the resultant organizational culture.
SPECIFIC AIMS
Participants were identified from five different mental health/social service agencies that have experienced significant change in the past several years.
• Three agencies are currently using The Sanctuary Model and two agencies are not.
• Participants completed a self-report measure which incorporated measures of organizational culture and attitudes toward change.
• The survey was compiled from existing measurement tools.
• The independent variable of attitude toward change was measured using an 18-item, five point Likert scale questionnaire developed by Dunham, et al (1989).
• The dependent variable of culture was measured using the Denison Organizational Culture Survey (DOCS) which consisted of a 60-item, five point Likert scale questionnaire (Denison, 2005)
METHODOLOGY
The reliability scores for the sub-dimensions of both the culture and change scales were all greater than .75. There was a significant positive difference in the strength of culture in the agencies who subscribe to The Sanctuary Model than those organizations that do not.
The attitude toward change for the test group (Sanctuary), while not statistically significant, was more positive than that of the control group (Non-Sanctuary).
The findings of this study are a step in validating Bloom’s model of change as a viable “road map” for nonprofits toward effective cultural change that can assist in improving organizational culture and fiscal practices in the sector.
This study also provides support of the use of The Sanctuary Model in positively impacting the culture within the work place as well as the idea that The Sanctuary Model can be utilized as an alternative measure of change in various types of organizations.
Additionally, a strong positive culture and effective management of change can strengthen an organization in their strategic environment while leading to improved financial health, vitality, and in the end serving clients more effectively.
CONCLUSIONS
Contact [email protected]
412-262-8458
CHARACTERISTICS OF SAMPLE
Funding and regulation requirements have changed at a rapid pace for the nonprofit sector and specifically within the mental health and social service systems. “Organizational stress” caused by this rapid change results in fragmentation of the systems, high turnover in staff, organizational problems, and ultimately impacts the constituents who receive services.
Characteristic Frequency Percentage
Type of Organization• Sanctuary• Non-Sanctuary• Total
96
144
240
40%
60%
100%
Gender• Sanctuary
- Male
- Female• Non-Sanctuary
- Male
- Female
20
75
56
85
21%
79%
40%
60%
Race• Sanctuary
- Caucasian
- All Others• Non-Sanctuary
- Caucasian
- All Others
72
23
107
35
76%
24%
75%
26%
Employment Status• Sanctuary
- Salaried
- Hourly• Non-Sanctuary
- Salaried
- Hourly
69
26
60
81
72%
27%
43%
57%
REFERENCES
*p < .05/**p < .01THE SANCTUARY MODEL ®
The Sanctuary Model ® initially began as a treatment model for adults who had been traumatized as children. However, the creator of this model has more recently applied the ideas to organizations as a model of change that will assist in improving processes which will enhance overall organizational performance (Bloom, 2005). The application of this model is now being directed to the systems that actually provide service to patients or clients; which means that we are exploring issues such as organizational dynamics/organization change, leadership, and organizational culture.
HYPOTHESESConstructs # of Items Alpha: ES Mean: S SD: S Mean: NS SD: NS F Sig
Change
•Cognitive•Affective•Behavioral•Overall ATC
6
6
6
18
.85
.86
.82
.90
3.72
3.76
3.82
3.76
.72
.54
.59
.49
3.45
3.20
3.45
3.37
.70
.58
.53
.50
8.218
55.534
25.943
36.711
.005
.000
.000
.000
Culture
•Involve.•Consistency•Adaptability•Mission•Overall Cult.
15
15
15
15
60
.91
.89
.86
.93
.97
3.54**
3.41**
3.34
3.53*
3.46**
.58
.52
.48
.59
.49
3.06**
3.05**
3.05
3.01*
3.04**
.73
.65
.55
.71
.62
27.997
20.411
18.375
34.834
30.201
.000
.000
.000
.000
.000
H1: Mental health and social service agencies who subscribe to The Sanctuary Model as an organizational model of change will have a more positive impact on the organizational culture of the agency than those organization who do not subscribe to The Sanctuary Model.
H2: Use of The Sanctuary Model in the organizational change process will result in people having a more positive attitude toward change.
FINDINGS
Bloom, S. L. (2005) The Sanctuary Model of Organizational Change for Children’s Residential Treatment. Therapeutic Community: The International Journal for Therapeutic and Supportive Organizations 26(1): 65-81.
Denison Consulting. (2005). Overview of the 2004 DOCS Nor mative Database. Ann Arbor, MI: Author.
Dunham, R.B., Grube, J.A., Gardner, D.G., Cummings, L.L. & Pierce, J.L. The development of an attitude toward change instrument. Paper presented at Academy of Management Annual Meeting, Washington, DC, 1989.