Managing collaboration in multisite social service organizations: A model for sustainable change

In a rapidly changing world, collaboration will no longer be an initiative but a driver of the success of a social service enterprise. The internal organizational structure of the multisite social service organization must embrace a flexible and collaborative process of implementing change to remain current in serving community needs. With this process, the use of intraorganization collaboration will drive programmatic change to better serve changing community needs. Given the challenges in today’s complex work environment, organizations must leverage their internal resources to strengthen their core operating systems and find plausible ways to adapt and respond to the demanding and changing needs of clients. The purpose of this study is to explore if by using a collaborative decision-making model, social service nonprofit organizations with multiple sites will be more effective in implementing sustainable change and therefore more effective in providing services that are responsive to their community. Using evidence-based research, this dissertation expands the body of knowledge on the use of collaboration in implementing change in social service organizations. To accomplish this effort, this study uses a theoretical lens grounded in the major themes and constructs on collaboration and change in the field of management. The research found that applying collaboration to decision making adds value to the process of creating sustainable change. The research concludes that multisite nonprofit social service providers are more effective in creating sustainable change when using a collaborative decision-making model. This dissertation will show culturally diverse social service organizations with multiple sites how to collaborate for sustainable change by using a collaborative decision-making model. Given its practicality, this model is also transferable to other organizations, both nonprofit and for profit.Running Head: COLLABORATION TO ACHIEVE PROGRAMMATIC CHANGE 1 Managing Collaboration in Multisite Social Service Organizations: A Model for Sustainable Change Reynard Eaglin, Jr. A Thesis Submitted to the Graduate Faculty of University of Maryland University College in Partial Fulfillment of the Requirements for the Degree of Doctor of Management Faculty: Sharon G. Hadary, DBA Dennis Winters, PhD March 27, 2013 Running Head: COLLABORATION TO ACHIEVE PROGRAMMATIC CHANGE 2 Abstract In a rapidly changing world, collaboration will no longer be an initiative but a driver of the success of a social service enterprise. The internal organizational structure of the multisite social service organization must embrace a flexible and collaborative process of implementing change to remain current in serving community needs. With this process, the use of intraorganization collaboration will drive programmatic change to better serve changing community needs. Given the challenges in today’s complex work environment, organizations must leverage their internal resources to strengthen their core operating systems and find plausible ways to adapt and respond to the demanding and changing needs of clients. The purpose of this study is to explore if by using a collaborative decision-making model, social service nonprofit organizations with multiple sites will be more effective in implementing sustainable change and therefore more effective in providing services that are responsive to their community. Using evidence-based research, this dissertation expands the body of knowledge on the use of collaboration in implementing change in social service organizations. To accomplish this effort, this study uses a theoretical lens grounded in the major themes and constructs on collaboration and change in the field of management. The research found that applying collaboration to decision making adds value to the process of creating sustainable change. The research concludes that multisite nonprofit social service providers are more effective in creating sustainable change when using a collaborative decision-making model. This dissertation will show culturally diverse social service organizations with multiple sites how to collaborate for sustainable change by using a collaborative decision-making model. Given its practicality, this model is also transferable to other organizations, both nonprofit and for profit. Running Head: COLLABORATION TO ACHIEVE PROGRAMMATIC CHANGE 3 Keywords: Collaboration, Programmatic Change, Change, Multisite Social Service Nonprofit, Social Service Nonprofit, Multisite Nonprofit, Nonprofit organization (NPO), Organizational culture, Management, Modern-day organizations, and Stakeholders Running Head: COLLABORATION TO ACHIEVE PROGRAMMATIC CHANGE 4 Memorial Dedication This dissertation is dedicated to the loving memory of my grandmother, Evina R. Joseph. I hope that you are proud of what you helped create, and may you continue to live on through all of the good that I do with my life. Thank you for always believing in me and for being my very first teacher. Running Head: COLLABORATION TO ACHIEVE PROGRAMMATIC CHANGE 5 Acknowledgements First, I acknowledge my spiritual relationship with God who sustains me, protects me, and blesses me. God, I thank you for strengthening me through all of life’s challenges, and I know that I could not have accomplished this dissertation without my faith and will to succeed. Thanks to my family in Louisiana, who provided words of encouragement via phone calls and text messages, great food during breaks, and prayers throughout the DM journey— Aunt Emma, Aunt Bridget, Amy, Michelle, Elaine, Angel, LaQuisha, Kenny, James Bobby I, James Bobby II, Gerren, Sr. Timothy, Courtney, Matthew, and Kelli—I love you all. To my grandmother, Bertha Guillory Eaglin, who passed away during my DM journey—I will miss your sense of humor, advice, awesome conversations, and warm hugs. Thank you for always being a part of my life and loving me with such an open heart. I want to thank my goddaughter, Maryanna Morgan Malveaux, who tells me that I am awesome. I am so looking forward to your amazing future. To Kaitlyn, Heaven, Gerren, Jr.—you three make me a proud uncle, and I hope that I serve as an example of what can be accomplished with faith in God and belief in self. I would like to express sincere gratitude to Dr. Sharon G. Hadary and Dr. Dennis Winters for seeing me through this program. Thank you sharing your experience, enthusiasm, insightful questions, and thoughtful suggestions to keep me focused and moving along. This dissertation is the result our collaborative effort—an example of how collaboration makes the process of working together better. Running Head: COLLABORATION TO ACHIEVE PROGRAMMATIC CHANGE 6 Thanks to University of Maryland University College Doctor of Management program professors who, when needed, offered words of encouragement: Dr. G. David Andersen, Dr. Kriesta. Watson, Dr. Elaine. LaBach, and Dr. Subash Bijlani. Thanks to the members of my Expert Practitioner Panel: Dr. Sarah C. Stiles, Dr. Melva-Turner-Williams, and Dr. Constance Martel-Broussard. I appreciate the time you took to provide feedback and offer articles, books, and suggestions to improve my dissertation. I am appreciative of the support from members of my cohort---Brent, Ron, Laura, Alovett, and Lisette—I enjoyed learning and growing with all of you during this program. I want to thank several other professors, mentors, and friends who supported me from the very beginning of my learning journey: Sr. Kathleen Kane, Sr. Petra Chen, Sr. Maria Klodt, Paul Martel, Sr. Martha Readore, Thaddeus V. Johnson, Dr. Edward Rene’, Kermit V. Thomas, Velma D. Hendrix, Dr. Abul Pitre, Gene T. Jones, Marsha V. Smith, Dr. Bobbie DeCuir, and Dr. Gwendolyn Davis. Thank you to Ann Prisland with the JAS Group—I appreciate your comments and suggestions on my dissertation and helping to make it complete. Terrance F. Shaw, my friend of 14 years, thanks for sending me handwritten notes of encouragement when I needed them most. After all these years, I know that I can always count on you to get away and relax for a spell, enjoy a good laugh, and have a great time. Brian J. Acuavera, thank you for actively listening to me when I needed to flesh out ideas in the final year of the program. I appreciate the suggestions you offered to improve my conceptual model and for not feeding into my madness when I sometimes could not see the forest for the trees. Running Head: COLLABORATION TO ACHIEVE PROGRAMMATIC CHANGE 7 Special thanks to Marvin K. Clark for encouraging me to take the first step of my DM journey and having respect for my desire to pursue this dream and faith in my ability to succeed. Thanks for seeing me through some tough times and providing some fun in the sun when I needed to clear my mind and get away from it all. I am forever grateful for your support. Running Head: COLLABORATION TO ACHIEVE PROGRAMMATIC CHANGE 8 Table of Contents Abstract ...............................................................................................................................2 Memorial Dedication ...........................................................................................................4 Acknowledgements ..............................................................................................................5 List of Figures ....................................................................................................................10 List of Tables .....................................................................................................................10 Chapter One: Collaborative Decision-Making .............................................................11 Statement and Significance of the Problem .......................................................................11 Importance to Management ...............................................................................................18 Research Question and Propositions ..................................................................................19 Definition of Terms............................................................................................................21 Organization of the Dissertation ........................................................................................23 Limitations .........................................................................................................................25 Researcher’s Perspective ...................................................................................................25 Chapter Two: Literature Review ...................................................................................26 Change Management .........................................................................................................27 Surviving the Challenges of Organizational Change: Rising Above Failure ........27 Connecting Successful Change Initiatives to Collaboration ..................................31 Collaboration: Working Toward a Shared Goal ................................................................37 Cooperation ............................................................................................................38 Coordination ..........................................................................................................40 Collaboration and Decision Making ......................................................................42 Successful Change and Collaboration in Social Service Organizations ............................48 Chapter Three: Conceptual Framework .......................................................................54 Overview of Conceptual Framework .................................................................................55 Conceptual Framework ......................................................................................................56 Use of Collaboration to Improve Change ..........................................................................59 Collaborative Decision-Making Process or Collaborative Change Process ......................64 Lewin and Change Management: Using What Works ..........................................64 Vaill and Permanent White Water: Fluid Organizations and Change ...................68 Senge and Organizational Systems ........................................................................68 Outcomes and Summary ....................................................................................................70 Chapter Four: Methodology ...........................................................................................73 Theory and Practice of Evidenced-Based Research ..........................................................73 Rationale for Selection and Exclusion of Literature ..............................................74 Running Head: COLLABORATION TO ACHIEVE PROGRAMMATIC CHANGE 9 Expert Panel Feedback: The Use of Scholarly Collaboration ...........................................82 Chapter Five: Analysis and Discussion ..........................................................................85 Change Management .........................................................................................................85 Collaboration.....................................................................................................................87 Stages of Collaboration ..........................................................................................88 Systems and Organizational Structures .............................................................................90 Research Question: Propositions in Light of Findings ......................................................92 Conclusions ........................................................................................................................96 Consideration of Other Points of View ..............................................................................99 Summary ..........................................................................................................................101 Chapter Six: Conclusions, Implications, and Trends .................................................103 Overall Conclusions .........................................................................................................103 Implications for Management ..........................................................................................103 Culture and Change..............................................................................................104 Implications of Trends .........................................................................................106 Collaboration in the Intersection ......................................................................................107 Collaboration and Innovation ..............................................................................108 Limitations and Areas for Future Research .....................................................................108 Measuring the Collaborative Impact ....................................................................109 Summary ..........................................................................................................................110 Appendix A ......................................................................................................................112 References ........................................................................................................................119 Running Head: COLLABORATION TO ACHIEVE PROGRAMMATIC CHANGE 10 List of Figures Figure 1. Dissertation Process Model. .............................................................................24 Figure 2. Collaborative Decision-making and Change Model. .......................................56 Figure 3. The Building Blocks of Collaboration. ............................................................60 Figure 4. Scholar-practitioner Decision-making Process. ...............................................64 Figure 5. Kurt Lewin’s Force Field Theory. ....................................................................65 Figure 6. Hierarchy of Evidence Pyramid. ......................................................................79 Figure 7. Percentage of Reviewed Literature in Levels 1 Through 5 ..............................80 Figure 8. Number of Reviewed Articles in Levels 1 through 5 .......................................81 Figure 9. Change and CollaborationModel. ...................................................................101 List of Tables Table 1. A Collaborative Continuum: Components Defining Each Category. ...............62 Table 2. Levels of Evidence in Management Research. ..................................................78 Table A1. Summary of Research. ....................................................................................112 Running Head: COLLABORATION TO ACHIEVE PROGRAMMATIC CHANGE 11 Chapter One: Collaborative Decision-Making in Multisite Social Service Organizations Effective collaborative problem solving requires members of a group to be able to communicate and agree on common processes, moment by moment. Likewise, an organization needs a common language of process to work effectively and collaboratively across organizational units. (Strauss, 2002, p. 32) Statement and Significance of the Problem Competition in the nonprofit world has intensified in recent years due to the increasing number of agencies seeking support, the shifting government funding, and the presence of for-profit organizations in human services. Therefore, planning for change must remain a continuous process, enabling nonprofits to evolve and constantly reinvent themselves. The most effective way an organization can achieve the required ongoing change and remain relevant is to become collaborative. In doing so, organizations can provide programs and services that will sustain their operations and ability to survive in a world of constant change. Consequently, collaboration is necessary for multisite nonprofit organizations to continue to exist and build capacity to serve their communities because it is a more effective use of organizational resources (e.g., human resources, financial resources) (Dees, 1998; Schruijer, 2006a; Skloot, 1981). The topic of collaboration in nonprofit organizations has become increasingly important in light of the need to coordinate and promote internal resources for sustainability. The nonprofit organization is different from its for-profit counterpart in that its responsibility is based on its mission to serve rather than on the goal of generating a profit for its stockholders. Further, the nonprofit reinvests its profits by building its capacity to serve the community. It uses feedback Running Head: COLLABORATION TO ACHIEVE PROGRAMMATIC CHANGE 12 from its community stakeholders (e.g., clients) to help change its services to meet specific community social service needs. Multisite social service nonprofit organizations must be responsive to multiple constituencies and stakeholder groups whose differing interests must be reconciled (Kohm & La Piana, 2003; Tschirhart, 1996). A multisite nonprofit organization is more complex than single-site organizations since it might have sites in multiple communities and states with a wide range of needs. An example of the social service organization reaching beyond county lines is that of the community nonprofit site operating in its own county, jurisdiction, or state with its own set of specific needs while also reporting to a central office in another state. The central office organization might not only be geographically removed, but also out of touch with the needs of the local community. Therefore, the local organization has to ensure the use of collaborative processes to address the wide range of needs of its constituencies, which may differ across counties, regions, or states. Eschenfelder (2010); Bridgeland (2009); Independent Sector (2008); Lawrence (2009) all argued that, whereas human service needs are increasing, financial support is diminishing. Furthermore, social service nonprofits are being affected by competition from private charities, reductions in funding from the government, and diminished funding from private foundations that support human services. The challenge of securing resources is not new for the nonprofit sector. Organizational leaders and community service organizations have experienced the impact of increased demands from the community combined with limited resources, decreased funding, and increased competition. In addition, many private organizations offer duplicate services with luxury amenities that nonprofits cannot match. Researchers have argued that social service nonprofit managers must be effectively prepared to respond to the constant changes necessary to Running Head: COLLABORATION TO ACHIEVE PROGRAMMATIC CHANGE 13 fulfill their missions and satisfy community needs (Akingbola, 2006; Bryson, 1995; Dees, 1988; Salamon, 2001; Wolf, 1999). One method for addressing increased community needs and securing skills and resources increases the chances that social service organizations will be able to maintain their impact on the community. Eschenfelder (2010) suggested that collaboration is the one strategy that has long been advocated to help nonprofits maximize administrative efficiency and avoid redundant efforts. However, many nonprofit social services have not learned what makes for a successful internal collaborative effort. As a result, internal operational inefficiencies make it even more difficult for social service nonprofits to collaborate with others when the opportunity arises. To this e