“Be the change you wish to see in the world.” As a social worker, this is a quote that many
people have encouraged me with and one that I frequently see posted on the
walls of classrooms and offices. While
this quote is inspirational and does possess certain wisdom, I am often
frustrated at its simplicity. Yes, I can
do my part as an individual to make a change in the world, but in reality, my
impact as a single entity among billions is rather minuscule. The change that I wish to see in the world is
monumental. However, bringing about
change in organizations, communities, and beyond is incredibly difficult and
cannot be done without planning and collaboration.
Several barriers commonly stand in the way of substantial,
macro level change. These include, but
are not limited to, a lack of unity between leadership, working within
unpredictable and imperfect systems, and a lack of resources. So how can we address these challenges in
order to create the substantial change that we wish to see in the world?
Lack of unity between
leadership:
As seen through the case study of Habitat for Humanity
International, it is difficult to implement quality services that bring about
substantial community change when the focus of the organization is unclear and
when there is a lack of unity between leadership. In order to bring about change on a large
scale, organizations need to have a focused mission and vision that is adhered
to throughout all facets of the organization and by all members of the
organization. It is easy to attempt to address
a variety issues and spread capacity too thin.
Effective change is mission oriented and focused, and this focus needs
to start with a unified leadership team and disseminated from the top
down. Furthermore, in order to
effectively carry out this mission, it is important for leadership among an
organization to develop a strategic plan to direct its steps, utilize resources
efficiently, and make sure that everyone within the organization is on the same
page.
Working within
unpredictable and imperfect systems:
The systems in which we are attempting to impact change are
imperfect and have the potential to drastically change within a short amount of
time (I am currently thinking of the significant impacts that Governor Walker’s
budget proposal will likely have on Wisconsin’s long-term care system). In her article, “Transformational Leadership,”
Kim Cameron argues that leaders who are most effective are the ones who work to
transform systems and processes. Working
within these systems is not enough to impact meaningful change. If organizational processes or systemic
structures are not leading to meaningful change, focus should be placed on changing
the system. This cannot be done alone,
however, and collaboration within as well as between organizations is
critical. People must strategically come
together around shared goals in order for this change to have the chance to
take place.
Lack of resources:
Another barrier to change of organizations and communities
is a lack of resources. Countless
organizations are all vying for these limited resources in order to change the
community in their unique way. In
regards to community change, resources may be used more effectively if there was
more collaboration between organizations working towards the same goals and
less competition between “silos.” Within
organizations, resources can be used efficiently through strategic planning as
well as utilizing evidence-based practices in order to ensure the effectiveness
of programs.
Cameron, Kim (1991). Transformational Leadership. Developing Management Skills. New York: Harper Collins.
Slavitt, Andrew (1993). Habitat for Humanity International. Boston: Publishing Division, Harvard Business School.
Cameron, Kim (1991). Transformational Leadership. Developing Management Skills. New York: Harper Collins.
Slavitt, Andrew (1993). Habitat for Humanity International. Boston: Publishing Division, Harvard Business School.
