Hello! We’re Bryan Higham, Innovation Specialist and former Combat Stress Recovery Specialist, and Amanda Peterson, Researcher, with Wounded Warrior Project® (WWP). WWP is a nonprofit veterans service organization that serves veterans and service members injured as a result of their service following Sept. 11, 2001. Our organization is headquartered in Jacksonville, Florida and we have offices and field staff across the country and in Germany.
We utilized a data party to explore ways to improve outcomes for Project Odyssey®, a 12-week mental health program that teaches warriors techniques to manage post-traumatic stress disorder (PTSD). The data party brought together select Combat Stress Recovery teammates who deliver the program, program leadership, and evaluators, and was facilitated by a member of our Innovation team. We successfully analyzed past outcomes and identified short- and long-term opportunities for improvement that would allow us to better serve wounded warriors. But how do we properly communicate the findings and proposed changes to WWP’s Project Odyssey team so they get onboard?
When developing a communication plan for the Project Odyssey team, we decided to do things a little differently to help with change management. Instead of presenting the changes as fact and then providing the data behind them, the data party participants traveled to regional WWP offices, presented the findings, and shared how they needed to drive change for program outcomes to improve. All program teammates also had an opportunity to ask questions and provide feedback, allowing them to read the situation for themselves and provide input.
While this approach took more time on the front end to produce actionable solutions, it saved time on the back end for implementation. Program teammates understood the reasons for the proposed changes and felt like they had a voice, and as a result supported the changes in their workflow processes. By slowing down the process, and placing the data at the forefront, we helped mitigate any change management issues and arrived at a more concrete solution.
Lessons Learned: When implementing process changes, allow program delivery staff to see and explore the data for themselves. Give them an opportunity to ask questions and provide input on how the data is informing change.
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