Research That Matters (January 17 - 20, 2008)

Purpose: This study describes factors associated with the successful adoption of an innovative (strengths-based, family-driven, collaborative) model of practice in a state-administered public child welfare agency. Although a broad literature is available on the adoption of innovation in other fields (Rogers, 1995) little research has been conducted on innovation in the large public bureaucracies serving children and vulnerable families (Smale, 1998). In fact, some writers on innovation in the corporate sector characterize the bureaucratic structures in which child welfare is administered as impervious to change (Senge, 1994; 1999). Given high levels of interest by national foundations and others in introducing innovation to child welfare (Pew Commission on Children, 2006; Casey Family Services, 2007) it is important to increase our understanding of both the adoption and sustaining of innovation in child welfare or other public agency settings.

Method: A program evaluation established that the innovative practice was in evidence in 70% of a sample of cases pulled post - implementation. In the research reported on here, two pilot sites were selected for more in-depth analysis on the basis of high level of adoption of the practice or highest level of change from pre-intervention to post-intervention. The researcher conducted a secondary analysis of structured interviews conducted with workers. In addition the researcher conducted and analyzed in-depth semi-structured interviews with key supervisors, managers at each site and change agents and executives involved in the overall change process. Transcripts of interviews were analyzed using conceptually clustered matrices (Miles & Huberman, 1994) and a grounded theory approach, using iterative, constant comparison, line-by-line analysis (Corbin and Strauss, 1990) in stages (open coding, axial coding, dense coding, selective coding, and the development of a narrative line). Checks on reliability were provided by an external analyst, and interviewer memos documented the emergence of themes and the evolution of an analytic framework.

Results: Findings confirmed existing theory in terms of the importance of change strategies such as training and coaching and underscored the importance of worker engagement and discretion, concrete support for the change process in management message and organizational structures. Core leadership behaviors for executives, middle management, and supervisors were identified. In particular the study reinforced the important role of supervisors and coaching. A unique finding is the importance of community advocacy for the change at the local and state level and the value of combining trickle up and top-down change processes.

Conclusions and Implications: This study confirms and expands previous literature on factors associated with organizational change in large public sector bureaucracies. These findings can be applied in social work practice in agency leadership, training, and education, and by policy practitioners committed to the introduction of innovative practices with the intent to bring them up to scale in large agencies. Findings could enrich content of course work in Human Behavior in the Social Environment at the Macro Level as well as practice courses in Administration, Leadership, and Organizational