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Change Management and Social Media: Lessons for Gov 2.0
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Change Management and Social Media: Lessons for Gov 2.0

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How lessons from Change MGMT & Social Media can drive communications strategies for more efficient program deployment.

How lessons from Change MGMT & Social Media can drive communications strategies for more efficient program deployment.

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Change Management and Social Media: Lessons for Gov 2.0 Presentation Transcript

  • 1. + HOW LESSONS FROM CHANGE MGMT + SOCIAL MEDIA CAN DRIVE COMMUNICATIONS STRATEGIES FOR MORE EFFICIENT SAMS DEPLOYMENTchris theohariswww.theoryandpraxis.me
  • 2. 1WHYCHANGE? “ We must now face the obvious question: What is the chance that tomorrow’s most successful organizations will be as different from today’s corporate behemoths as the Internet is different from plain old telephone service? The answer: A lot higher than you think. Unlike your company, the Internet already is adaptable, innovative and engaging. “ New problems demand new principles. Put bluntly, there’s simply no way to build tomorrow’s essential organizational capabilities—resilience, innovation and employee engagement—atop the scaffolding of 20th century management principles. —Gary Hamel The Future of Managementchris theohariswww.theoryandpraxis.me
  • 3. 2OPEN GOV +THE SAMS MISSION Federal mandates have tasked government to deliver greater:  Transparency  Accountability  Efficiencychris theohariswww.theoryandpraxis.me
  • 4. 3DEFININGCHANGE MANAGEMENT change • management 1 A structured approach to transitioning individuals, teams and organizations from a current state to a desired future state. 2 An IT service management discipline.  In the IT context the objective of change management is to ensure that standardized methods and procedures are used for efficient and prompt handling of all changes to controlled IT infrastructure, in order to minimize the number and impact of any related incidents upon service.chris theohariswww.theoryandpraxis.me
  • 5. 4WHY IS MANAGINGCHANGE CRITICAL? Change can be exciting... when we own the change. When change comes from without, it may generate uncertainty, fear and consequently resistance to transition.chris theohariswww.theoryandpraxis.me
  • 6. 5WHY IS MANAGINGCHANGE CRITICAL?“ An organizationcan announce,mandate, andrequire anythingthey want, but ifemployees dontbuy into thesolution, its deadin the water.—John FisherThe Process of Transitionchris theohariswww.theoryandpraxis.me
  • 7. 6BESTPRACTICES OF CHANGE John Kotter’s “8 Steps to Successful Change” 1 Increase urgency 2 Build the guiding team 3 Get the vision right 4 Communicate for buy-in 5 Empower action 6 Create short-term wins 7 Dont let up 8 Make change stickchris theohariswww.theoryandpraxis.me
  • 8. 7DEFININGSOCIAL MEDIA “ The terms social media, new media, web 2.0, enterprise 2.0 and gov 2.0 are associated with web applications that facilitate participatory information sharing, interoperability, user-centered design and collaboration on the World Wide Web or within an intranet. ENGAGECREATE SHARECOLLABORATE Social is not merely Facebook and Twitter. Project Management platforms are social, collaborative networks too.chris theohariswww.theoryandpraxis.me
  • 9. 8SOCIAL MEDIA &CHANGE MANAGEMENT Together at last? “ Social media platforms are ideal mechanisms to facilitate change because much of change management boils down to ongoing conversations and dialogue within a company. —Jennifer Johnston Canfield Slate Strategychris theohariswww.theoryandpraxis.me
  • 10. 9GOV 2.0TAKEAWAYS Lessons from successful enterprise & gov 2.0 deployments . 1 Don’t sell change, sell results 2 Clarity is king 3 Senior level buy-in is essential 4 Empower users 5 Community management vs. marketing campaignschris theohariswww.theoryandpraxis.me
  • 11. 10OPPORTUNITIESFOR INNOVATIONDeployment Communications Strategies “ People won’t read their emails. —Nihal Malhotra / Jack Banks There are structural reasons for diverting all communications through the proper POC. Change management theory and best practices hold that organizational leaders must be instrumental in bringing about change. If these individuals are not convinced, resistance to change is increased.chris theohariswww.theoryandpraxis.me
  • 12. 11OPPORTUNITIESFOR INNOVATIONDeployment Communications StrategiesGenerating agency-wide support via targeted communications vehicles. Bureau Input Thought POC Leaders Comms Power General Training Users Users Support Peripheral Word of Community Mouthchris theohariswww.theoryandpraxis.me
  • 13. 12OPPORTUNITIESFOR INNOVATIONPortal Improvement + Bureau Deployment Toolkit“ Enterprise 2.0 seeks to decrease the amount of time spent in email byproviding users easier access to experts and answers through searchableand shareable platforms.  Share triumphs  Share issues  Share education Aggregate + Analyze + give Access.“ ...there are so many domains or fiefdoms, that a problem in one is usuallya problem in many. —Nick O’Doherty Bright Beehivechris theohariswww.theoryandpraxis.me
  • 14. 13OPPORTUNITIESFOR INNOVATIONThe Case for Social ToolsBLOG | SOCIAL FAQ | WIKI | FORUM | ONLINE USER GROUPS “ Developing a public roadmap that looks as much as one year into the future and is visible to all employees has proven to be a very effective way to engage employees and ensure everyone is on the same page. Managing expectations as well as the actual product is the balancing act of enterprise 2.0.chris theohariswww.theoryandpraxis.me
  • 15. 14ENGAGERESPONSIBLY With greater engagement, comes greater responsibility. Reference core values:  Transparency  Accountability  Efficiency Be genuine (aka engage yourself).chris theohariswww.theoryandpraxis.me