Focus on Organizational Culture

The Good Wolf Project was honored publicly for the successful outcome of this collaboration by Lifting Up Westchester at its annual gala in the spring of 2022. Lifting Up Westchester (LUW) is a prominent nonprofit provider of services to unhoused persons in Westchester County, serving over 3,000 men, women, and children each year.

In March 2021, The Good Wolf Project began a collaboration with LUW utilizing The Good Wolf Project’s approach to engage and facilitate professional development for staff who provide direct services to unhoused persons. The goal was to improve the quality of services to unhoused clients. The Good Wolf Project’s engagement was led by Managing Director Jade de Saussure and Founder John Delfs.

The Good Wolf Project’s engagement with Lifting Up Westchester was organized into three phases:

• Phase 1: Initial Engagement and Needs Assessment
• Phase 2: Preparation for Organizational Cultural Change
• Phase 3: Implementation of Organizational Cultural Change

Phase 1: Initial Engagement and Needs Assessment

The Good Wolf Project used insights from neuroscience to engage staff, communicating that change is possible, and to that applying these insights can facilitate personal and professional growth. The results of this engagement exceeded expectations. Participating staff members engaged enthusiastically, and some experienced transformative personal growth. Simultaneously, The Good Wolf Project conducted a needs assessment which identified opportunities for organizational growth. We recommended that LUW adopt a trauma-informed approach, enhance the communication and collaboration among staff and leadership, and prioritize support for personal and professional development throughout the LUW organization.

Phase 2: Preparation for Organizational Cultural Change

Based on the success of Phase 1, The Good Wolf Project's work at LUW was expanded to prepare the entire organization, from frontline staff to executive leadership, for organizational cultural change. Goals included support for staff well-being and growth, improved effectiveness, and optimal service to LUW’s clients. During this phase, we created two working committees, one comprised of management, and one of frontline staff across the organization. Our work in this phase was framed by the The Good Wolf Project Three-Step Process and the The Good Wolf Project Four Goals.

Phase 3: Implementation of Organizational Cultural Change

A wide range of LUW staff became engaged in the cultural change process. Working groups collected staff input and revised policies and procedures in support of a collaborative culture. A staff advisory committee became a permanent resource. Orientation and training programs were augmented. Executives and middle managers sought feedback and engaged in professional development. Restorative processes were implemented for conflict resolution. Communications were enhanced. Rituals of recognition, including staff retreats were initiated to support a sense of community, common purpose, and continuing healthy cultural change.

Outcomes

• Teaching insights from neuroscience effectively engaged participants in new learning.
• Transformative learning (Mezirow) was enabled by "disorienting dilemmas" such as recognizing that experience is constructed by our brain, primarily based on past learning.
• Significant positive attitudinal changes in individuals and groups resulted from learning about neuroplasticity, paired with skill-building in self-assessment and self-regulation.
• A prominent and frequent outcome was adopting a growth-oriented, hopeful mindset.
• Many participants began to take responsibility for their own personal and professional growth, both within LUW and by seeking positive opportunities for growth in other venues.
• Facilitated group engagement, incorporating insights and active listening, led to improved interpersonal relationships and enhanced collaboration across departmental boundaries.