Public Managers addressing difficult challenges with powerful
                     conversations and social technologies

...
Vision for Change
    --> Open Gov from Within

    FACT - There are 5.2 million
    civil servants in US Public Sector


...
Current “Open Government” Program
                                                         Citizen Engagement

Policy is ...
OGD PROGRAM RISK - Long-term Benefits(Results) of Major
Transformation Initiatives depend on Human Capacity-building
(sour...
Citizen-Public Sector staff Engagement Benefit--
Greater Citizen Trust & Employee Satisfaction




                       ...
Use Open Gov Engagement to drive Human
Performance and Mission results

   Create a Human-centric mechanisms for “influen...
Leading 3 conversations critical to effective
    change
   #1 – What is the mission problem that we will impact?
    (Al...
Shaping Conversations into A Virtuous Cycle
      –Sparking Transformation by Engaging the Network



                 Per...
Shaping Conversations into A Virtuous Cycle
      –Rapid Learning Project Cycles

                 Person  Team          ...
Shaping Conversations into A Virtuous Cycle
      Aligning the Small with the Big

                 Person  Team         ...
Difference of Focus between Usual Formal Process &
Informal Transformation-driving Activities
Current FORMAL              ...
CONVERSATION #1 - Engaging Opinion Leaders to
        discover common intent and Opportunity
   Current
        
   Scena...
For more information
   Point of Contact
       Michael Lennon
       Michael.Lennon@adlenn.com
       202-246-6865
  ...
Equipping the Public Manager - Approach Summary
Equipping the Public Manager - Approach Summary
Upcoming SlideShare
Loading in …5
×

Equipping the Public Manager - Approach Summary

1,933 views
1,875 views

Published on

Published in: Technology, Business
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,933
On SlideShare
0
From Embeds
0
Number of Embeds
23
Actions
Shares
0
Downloads
0
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

Equipping the Public Manager - Approach Summary

  1. 1. Public Managers addressing difficult challenges with powerful conversations and social technologies Michael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.
  2. 2. Vision for Change --> Open Gov from Within FACT - There are 5.2 million civil servants in US Public Sector  Open Gov Goal: Equipping Public Managers to fulfill their mission by engaging the public in Open, Participatory and Performance-driving ways Part 2 Michael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.
  3. 3. Current “Open Government” Program Citizen Engagement Policy is actively addressed Technology is actively addressed Open People? Government People (Staff) directed to comply, Directives 5.2 million Civil Servants not enrolled--Implications:  Benefits for public managers not evident – (LOW COMMITMENT)  Many legacy institutional Data & Technology management practices (command & control) continue to STIFFLE EMPLOYEE-LED INNOVATION  Critical skill-building BUSINESS NORMS RE-ALIGNMENT & RAPID PERFORMANCE RECOVERY not addressed Michael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.
  4. 4. OGD PROGRAM RISK - Long-term Benefits(Results) of Major Transformation Initiatives depend on Human Capacity-building (source: McKinsey Transformation Study) Performance Results Performance driver Improvement due to changed mindsets, behavior and skills Improvement due to Management Systems Improvement due to Operating system (includes most technology) Change Continuously Preparation Initiative improve Part 1 (Innovation) Michael .Lennon@adlenn.com Time Creative Commons Attribution-Share Alike 3.0 United States License.
  5. 5. Citizen-Public Sector staff Engagement Benefit-- Greater Citizen Trust & Employee Satisfaction Part 1 Strong positive correlation between Citizen Satisfaction (& Trust) and Public Employee Satisfaction & Performance (Source -Canadian Treasury Citizens Services Study - http://www.tbs-sct.gc.ca/rp/pstc-eng.asp)
  6. 6. Use Open Gov Engagement to drive Human Performance and Mission results  Create a Human-centric mechanisms for “influencing the management & operational systems” that provide Open Gov. Human Mindsets, Mgmt Drive Behaviors, Systems Skills What kind of “human-centric Operational mechanisms”? Systems  Conversations about PURPOSE, Part 1 Michael .Lennon@adlenn.com AUTONOMY and MASTERY designed Creative Commons Attribution-Share Alike to drive and sustain change 3.0 United States License.
  7. 7. Leading 3 conversations critical to effective change  #1 – What is the mission problem that we will impact? (Align Commitment)  #2- Working w/ boundaries, instead of within them  #3 Performance Recovery - How to bounce back commitment when things break down? Part 2 Michael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.
  8. 8. Shaping Conversations into A Virtuous Cycle –Sparking Transformation by Engaging the Network Person  Team (3 Conversations for Change) Commit Restore Extend Engaging for Commitment Benefits Clear Working with Boundaries (Extend) Stakeholders Committed Key Assumptions Surfaced Restoring Performance Part 2 Continuous Performance Rules for 360 Feedback Continuous Learning Michael .Lennon@adlenn.com breaking rules Priorities written Creative Commons Attribution-Share Alike 3.0 United States License.
  9. 9. Shaping Conversations into A Virtuous Cycle –Rapid Learning Project Cycles Person  Team Team  Project (3 Conversations for Change) (Behaviors in the Project Life cycle) Extend Commit Commit Restore Extend Restore Engaging for Commitment Benefits Clear Working with Boundaries (Extend) Stakeholders Committed Key Assumptions Surfaced Restoring Performance Part 2 Continuous Performance Rules for 360 Feedback Continuous Learning Michael .Lennon@adlenn.com breaking rules Priorities written Creative Commons Attribution-Share Alike 3.0 United States License.
  10. 10. Shaping Conversations into A Virtuous Cycle Aligning the Small with the Big Person  Team Team  Project (3 Conversations for Change) (Behaviors in the Project Life cycle) Extend Commit Commit Restore Extend Restore Engaging for Commitment Project  Mission Benefits Clear Working with Boundaries (Extend) Stage 1 Stage 2 Stage X Stakeholders Committed Key Assumptions Surfaced Restoring Performance Pilot Efforts Align Fulfill Continuous Rules for Continuous Learning Performance 360 Feedback breaking rules Priorities written
  11. 11. Difference of Focus between Usual Formal Process & Informal Transformation-driving Activities Current FORMAL Person2Network Conversations & Deliverables Mindsets (“INFORMAL”)  Strategic Planning Document  Shared understanding of commitment by key stakeholders, source of customer voice and top barriers identified  Operations Manual  Agreements for surfacing “internal hidden norms” explicitly – so that they can be reviewed &/or re- aligned as appropriate  Perfecting the 360 feedback loop-  Annual (Quarterly) performance Perfecting practice perfects appraisal performance (More frequent, more informal, more peer2peer & external coaching,..) Part 2 Michael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.
  12. 12. CONVERSATION #1 - Engaging Opinion Leaders to discover common intent and Opportunity Current  Scenario 1 Open Gov Strategic Alternatives Discussion Tool Primary Community Performance Emerging Listening Mission Benefit(s) Targeted Community Engagement Breadth of Top Boundaries Recovery Engagement Point for (Public Value) (ies) Targeted (Relationship Innovation to work with Conversation Tool types Voice of type) Triggers Customer Educate the Public General Public Information Dissemination Product Townhall “No time” (Insert list including Broadcasting Centric Meeting time, $, quality, Citizen Service Satisfaction Internal- Service “Lack Resources/ norms, agreements, only/employees Surveying Rich Media Helpdesk Support” Project, Peer, Power Strengthen Federated Performance Process figures (consider Oversight Contractors Idea generation Data Feeds Website “Not Relevant” using 7 keys and/or Business Model S model Engage/Leverage External Intergovernmental Information- Data Catalogs Social Media “Already doing Resources &/or Data Partners in exchanging, Regulatory that” Service Delivery Consultation Press Strengthen Buy-in (State, Local, Knowledge / Mission Impact “Don’t Int’l) Resource Pooling Large-Scale On-Site Visits Understand” Accelerate Learning Partnerships Polling “Agency as Business / Learning Platform” Studies Security Create / access new Knowledge Industry Partnerships Ideation Conference “Turf Battles” Understand External Needs & Non-Profits, Collaborative Large-Scale Priorities Mission Alliances Discussion Survey “Legal International constraints” Massive Collaborative Analysis Collaboration Votes Stakeholders / (Fill-in your Stimulate Operational Excellence customers Data Mashups Contractor favorite) Part 2 Reports Team Productivity Multiple Michael .Lennon@adlenn.com Web services Fear / Anxiety Interviews Enable Organizational / Creative Commons Attribution-Share Alike Collaborative Stakeholder Alignment 3.0 United States License. Analysis
  13. 13. For more information  Point of Contact  Michael Lennon  Michael.Lennon@adlenn.com  202-246-6865  @mlennon123 Michael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.

×