A Call to Action: Reform Must Begin at the Organizational and Systemic Levels

Child welfare systems face a complex, daunting task: providing for the safety and protection of vulnerable children amid shifting social, economic, and political forces. Unfortunately, most reform efforts burden frontline workers, placing the responsibility on those with minimal positional authority. Effective and lasting reform in child welfare requires recognizing the critical importance of systemic, cultural, and structural changes to drive meaningful and sustainable transformation. Genuine reform must begin with ministries and executive leaders working to align the paradigms that shape the child welfare sector.

The Structural Roots of Change

Efforts to improve child welfare often falter when limited to training frontline staff. While professional development is critical, it cannot drive the organizational and systemic changes necessary for lasting successful change that service users demand. As Anderson and Ackerman’s (2010) work highlighted, organizations must address "deep-seated cultural and structural dimensions" to embed new practices effectively. This is particularly true for child welfare, where frontline workers operate within rigid frameworks dictated by legislation, traditional policies and cultures, and leadership priorities (Burke & Litwin, 1992; Cameron & Green, 2019; Lewin, 1947).  Current efforts to reform child welfare systems often focus on training frontline workers, emphasizing skill development and knowledge enhancement. However, when implemented in isolation, such initiatives fail to achieve meaningful, sustainable change. This is primarily because impactful whole system change needs to address the broader cultural, structural, and systemic factors that influence practice.

Limitations

Meaningful and lasting change is typically hampered by cultural misalignment (culture is defined as shared values, beliefs, and behaviours). When training programs are rolled out without ensuring that the organization’s culture and systems align with the introduced changes, they often push staff to treat these initiatives like "tick-box" exercises. This superficial approach fails to create the profound, systemic shifts needed for real progress, leaving employees and the organization unable to embrace or sustain the change fully. Workers may comply with new practices during initial implementation, but without more profound cultural shifts, these changes fail to take root. This mismatch undermines the longevity and effectiveness of training efforts, leaving the workforce disillusioned and change fatigued (Burke & Litwin, 1992; Hiatt, 2006; Kotter, 1996; Fernandez & Rainey, 2006).

Schein (1992) emphasizes cultural alignment as the foundation for embedding and sustaining organizational change. Even the most robust training programs can only deliver the intended outcomes with this alignment. Similarly, Lewin’s (1947) model of unfreeze-change-refreeze underscores the importance of addressing cultural and systemic inertia to achieve meaningful change. Bridges (1991) further highlights the significance of managing transitions with cultural shifts, noting that failing to engage employees emotionally and psychologically risks undermining even the most well-intentioned reforms. More recent research by Jones et al. (2020) underscores the necessity of aligning organizational culture with strategic objectives, showing that misalignment can erode trust and hinder the adoption of new practices. Cameron and Green (2019) also stress that cultural misalignment hampers change and can lead to disengagement and resistance that ultimately derail organizational progress.

Second, the limited capacity for change among frontline workers amplifies the challenges of a training-centric approach. Child welfare practitioners often operate under intense pressure, managing high caseloads and dealing with emotionally taxing situations. Adding the responsibility of driving systemic change to their demanding roles frequently exacerbates burnout and disengagement. This overextension risks diminishing staff morale and increases turnover rates, a persistent issue in the sector (Maslach & Leiter, 2016; McFadden et al., 2015).  Workplace stress and insufficient systemic support create an environment where frontline workers struggle to sustain motivation and engagement. Maslach and Leiter (2016) emphasize that role overload and inadequate resources significantly contribute to burnout.  Schaufeli and Taris (2014) highlight the importance of addressing structural issues and creating supportive organizational conditions to mitigate stress and improve workforce well-being. Expecting overburdened employees to lead transformation efforts without addressing these systemic challenges is unrealistic and harmful to organizational health. Recent studies by Kim and Lee (2020) further underline the necessity of organizational investments in staff well-being to ensure resilience and commitment during periods of change.

Finally, training often fails to address the root causes of systemic dysfunction within child welfare organizations. Training programs typically focus on individual skill development but overlook more profound structural challenges such as policy limitations, insufficient funding, and organizational politics.

For example, even the most skilled practitioners cannot effectively implement family-centred practices when existing policies prioritize compliance over collaboration. Similarly, systemic barriers such as fragmented communication channels and misaligned departmental goals obstruct the successful translation of training into day-to-day practice. Kotter (1996) emphasizes that systemic alignment and robust organizational structures are critical for successfully adopting new practices, as they provide the foundation for individual efforts to thrive. Burke and Litwin’s (1992) organizational change model further illustrates how addressing interconnected organizational elements, such as leadership, culture, and external pressures, is vital for sustainable change.

While training remains a valuable component of professional development, it cannot be the sole driver of reform in child welfare systems. As Schein (1992) highlights, cultural alignment must complement skill development to create an environment where change can take root. Additionally, Fernandez and Rainey (2006) stress the importance of addressing systemic barriers to improve organizational performance and reform outcomes. By integrating change management principles, strategic leadership, and systemic alignment, organizations can create a holistic framework for achieving meaningful, long-term transformation. This approach ensures that training efforts are effective and sustainable, ultimately enhancing support for frontline workers and improving outcomes for children and families.

Organizational Culture: The Bedrock of Sustainable Reform

Edgar Schein (1992) posits that organizational culture shapes how change unfolds. Cultural context plays a role in child welfare, from decision-making to risk evaluation and safeguarding planning. Leaders must foster an inspiring environment conducive to innovation, cooperation, and adaptability. Culture contributes significantly to the success and sustainability of child welfare reform. Transformation cannot be driven simply by training, structural change or procedural requirements but by creating an environment where cultural factors enable the desired change. Three cultural dimensions, community, psychological safety and learning culture, are essential for achieving effective, long-lasting reform.

A feeling of belonging generates trust, which is vital for coping (considering the emotional ambiguity of child welfare practice). Block (2008) points out the significance of connection and shared responsibility as the basis of achieving organizational goals. Practitioners thrive in cultures that prioritize and foster a sense of community (Kim & Lee, 2020), where psychological safety is a core component of an inclusive culture. Psychological safety is about the security that allows practitioners to speak up, question, and suggest things without being retaliated against or judged. This culture is transparent and creative and empowers the workforce to collectively learn from errors, strategize and find new ways of solving problems (Edmondson, 1999; Jones et al., 2020). Research by Carmeli et al.  (2010) also demonstrated that psychological safety promotes learning and flexibility in teams, key skills in high-stress settings such as those experienced in the child welfare sector.

A learning culture is integral for organizations to remain agile and adaptable to new realities. A culture of learning enables organizations to adopt evidence-based practices and evolve their services according to new data and feedback. As Garvin, Edmondson, and Gino (2008) point out, building a "learning organization" is crucial because it gives people and teams the tools to provide quality services to children and families. It is an implementation of Senge’s (1990) systems thinking that learning institutions should always be in development to survive in evolving environments. The same is true for Argyris and Schön (1978), who call for double-loop learning, in which firms confront real-world problems and probe and refinance the assumptions guiding strategy and actions. In the rapidly changing world of child welfare, where policies, practices, and public expectations are constantly shifting, fostering a learning culture is the foundation for organizational growth. This involves creating opportunities for professional development, promoting reflective practices, and establishing robust feedback mechanisms. Carmeli et al. (2010) also emphasize that a learning ethos strengthens team cohesion and improves decision-making, which are critical in addressing the complexities of child welfare work. By embedding a learning culture, organizations ensure they keep up with change and proactively shape their future.

Leadership’s Contribution to Systemic Change in Child Welfare

Effective leadership goes beyond mere management as it requires embodying core values, leading by example, and guiding organizations through cultural and systemic change. As Kotter (1996) highlights, successful change relies on a clear vision, buy-in from stakeholders, and employees acting on that vision. This aligns with Yukl's (2019) emphasis on leadership's role in shaping organizational culture and driving strategic alignment. Leaders must adopt a strategic approach that addresses child welfare's complex issues, inspires employees, and ensures that organizational procedures are structured to achieve meaningful results.

Three key practices anchor this approach. First, strategic visioning offers a future vision that focuses on goals consistent with long-term reform strategies, as Senge (1990) pointed out in his systems thinking approach arguments. Second, change management skills ensure that organizational changes are handled effectively, using methods and models such as Kotter’s 8-step process (1996) and Lewin’s unfreeze-change-refreeze model (1947). Third, involvement in transparent communication leads to engagement and trust because, as Bridges (1991) points out, the human aspect of transitions must be addressed. These approaches allow leaders to confront systemic problems without compromising their organizational vision and mission. Visionary planning focuses on envisioning and strategically preparing to achieve a desired future. This forward-thinking approach strengthens organizational adaptability and enhances the capacity to respond effectively to evolving circumstances.  Yukl (2019) emphasizes visionary leadership in long-term decisions and orienting organizations for challenging environments.

Senge (1990) highlights the importance of systems thinking in planning, emphasizing how an organization's interconnected elements align with its envisioned future. Building on this notiion, Hamel and Zanini (2020) advocate decentralizing decision-making in visionary planning to enhance organizational flexibility and adaptability in unpredictable environments. 

For child welfare, future planning involves adjusting for legislative changes, changes in funding formulas and changing expectations. According to Kotter (1996), the key to organizational change is being able to predict and prepare for the future so that the mission remains at its core. Researchers like Bolden et al.  (2015) also emphasize inclusionary leadership in planning, using diverse input to develop holistic strategies. Applied strategically with forward-facing planning, leaders can guide their organizations to transform quickly and efficiently without interrupting the provision of services or the integrity of the mission.

Change management expertise is another critical component of strategic leadership. Leaders must champion change and understand and apply change management principles to align organizational structures, policies, and mindsets with newly desired cultures and practices. Kotter’s (1996) framework and other theorists ( Bridges, 1991; Burke & Litwin, 1992; Hiatt, 2006; Kotter, 1996; Lewin, 1947; Prosci, 2020) align systems to support transformation. In child welfare, this expertise is essential for embedding reforms into the organizational fabric, ensuring that changes are not superficial but deeply integrated into everyday operations.

Finally, engagement and communication are pivotal in building trust and reducing resistance to change. Frequent, comprehensive, transparent communication and inclusive decision-making processes empower staff to feel involved in the organization’s direction, increasing buy-in and commitment. Research by Evans and Martin (2021) underscores the importance of fostering trust through consistent and honest communication. Leaders who engage their teams effectively create a partnership dynamic where employees feel valued and heard. This is particularly vital in child welfare, where the emotional demands of the work necessitate strong support and clear guidance from leadership.

Examining and Shifting Paradigms in Child Welfare

The paradigms shaping child welfare are deeply rooted beliefs and assumptions about how practices should be conducted and the outcomes they aim to achieve. These paradigms often reinforce traditional approaches, limiting meaningful innovation and progress. They influence every aspect of child welfare, from policy formulation to frontline practices. To drive meaningful reform, these frameworks must be critically examined and realigned with evidence-based practices to address the needs of children and families.

A critical step in this shift involves moving away from punitive models that focus on identifying and punishing "perpetrators of child abuse" and adopting sophisticated risk assessments and comprehensive safeguarding planning. Traditional Eurocentric child welfare approaches have often prioritized compliance and retribution, placing blame over fostering collaboration. Research by Parton (2014) highlights that while emphasizing accountability, these approaches frequently alienate families, erode trust, and contribute to case drift. Similarly, Featherstone et al. (2018) emphasize the importance of relational and therapeutic techniques that engage families as partners rather than adversaries.  Transitioning to more nuanced, collaborative models can build trust, maintain engagement, and achieve more effective and sustainable outcomes in child welfare systems. This shift aligns with Bronfenbrenner's ecological systems theory (1979), which underscores the interconnectedness of individual, family, and societal factors in shaping outcomes. These models promote more equitable practices and ensure that reforms are deeply rooted in the realities of the children and families served.

Organizations must align paradigms that encourage and support practitioners to work collaboratively with caregivers and identify and nurture a family’s networks, strengths, capabilities, and resilience to achieve positive outcomes. Saleebey (2012) emphasizes that the strengths-based model fosters trust and provides the capacity for long-term change by engaging families as co-producers of their future. It is a shared empowerment model and sustainable resilience, shifting from need to possibility. Child welfare agencies can provide safety alongside emotional support by mobilizing caregivers and networks to work towards more comprehensive, integrated solutions that lead to more efficient and humane outcomes.

Discipline and sophistication must be at the core of these changes to ensure that safety and well-being remain uncompromised. Shifting paradigms does not mean abandoning accountability or lowering safety thresholds. Instead, it requires integrating advanced family theory with a steadfast commitment to child protection. Practitioners must engage with families collaboratively and empathetically, combining compassion with evidence-based practices to ensure children’s safety while enabling families to thrive. As Featherstone et al. (2018) emphasize, relational approaches that prioritize collaboration and shared responsibility between practitioners and families are key to achieving sustainable outcomes.

As systems move beyond merely "fixing parents" to working alongside them, this transition must be guided by meticulous risk analysis and comprehensive safety planning to uphold the integrity of the child welfare mission. Munro (2011) advocates for a nuanced understanding of risk that avoids one-size-fits-all solutions and instead tailors interventions to each family’s unique needs. Transforming traditional paradigms is essential for delivering a fair, effective, and best-practices-aligned child welfare system. The sector can break free from outdated practices by replacing punitive models with strengths-based approaches, institutionalizing accountability, and preserving rigour and safety. This shift fosters improved communication, trust, and outcomes for children and families. It creates an environment where safety and agency coexist, empowering families while ensuring the highest standards of protection for children.

Change Management: The Engine of Reform

Change management is the foundation of reform, providing tools and processes to align organizational and human aspects needed for a successful organizational change. It does this by ensuring that technical and human dimensions are addressed, from project planning to staff engagement, in a way that provides the infrastructure for long-term change. Achievable change management models focus on bringing all of these dimensions into a single approach that reconciles the organization’s vision with the ability of employees to implement new behaviours. Kotter’s (1996) 8-Step Process, Lewin’s (1947) Change Management Model, and Hiatt’s ADKAR framework (2006) are a few examples of change theories that offer tried and tested techniques for executing difficult transitions. These models emphasize urgency, engagement, and sustainability within organizational culture. Effective change management requires adopting key strategies that ensure success and sustainability. These approaches help organizations identify resistance, foster collaboration, and embed enduring practices into their culture, enabling long-term transformation.

Beyond Training: A Call to Action

Reforming child welfare is an inherently complex task that cannot be achieved by placing undue responsibility for the change on frontline staff. The systemic and organizational challenges that hinder meaningful change must be addressed by those in positions of authority, ministry managers, organizational leaders, and others with the power and resources to drive systemic transformations. While training can enhance individual performance in the short term, it cannot resolve the structural and cultural issues that prevent lasting reform. Effective change requires a strategic, large-scale shift in organizational structures, robust strategic and project management, and substantial investment in leadership development. Leaders must create environments where systems and policies empower frontline practitioners to effect meaningful change rather than expecting them to shoulder the burden of addressing systemic dysfunction (Anderson & Ackerman Anderson, 2010; Kotter, 1996).

Leadership training is crucial in this transformation, as effective leadership is the engine of cultural and structural change. Allocating resources to leadership development equips executives and managers with the skills to navigate complex transitions. This includes fostering strategic thinking, mastering change management principles, and motivating and inspiring teams to embrace change. Yukl (2019) underscores the importance of leadership in building a supportive organizational culture that aligns with strategic goals. Similarly, Heifetz et al. (2009) emphasize adaptive leadership, which involves mobilizing people to tackle tough challenges and thrive amidst uncertainty.

Strong and disciplined leadership is particularly critical in the high-stakes arena of child welfare reform, where resources are limited, and the consequences of failure can be devastating. Leaders who foster a culture of continuous learning and adaptability ensure that their organizations remain resilient in the face of change and can effectively meet new demands. By prioritizing strategic leadership development and creating supportive systems, child welfare organizations can achieve sustainable, long-term reform that benefits practitioners, their children, and their families.

Conclusion

Reforming child welfare is challenging but critically significant and requires a sweeping, multifaceted vision. Ministry and child protection agencies can promote a culture where frontline staff embrace change instead of fearing it by focusing on change management across the organizational and systemic levels. This model enhances service delivery and ensures that children and families are again prioritized at the system's heart without compromising staff well-being.

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