Many of us in government want to change the way our agencies work. These changes can take many forms. Some of us may want to fix a process or change/eliminate counterproductive rules. Others may wish to shoot for more ambitious goals that require a change of culture. The current push to expand the use of collaboration tools like Web 2.0 technologies is one example of a big and important culture change.Effecting change in a large organization is difficult. Those difficulties can be magnified greatly in the public sector. Entrenched rules and structures pose many obstacles. Resource limitations often seem to be the things in greatest abundance. And the possibility of criticism from senior bosses, Congress and the media tends to make many managers risk averse.So how does one overcome all these obstacles to bring about significant positive change? Here is the 12 step guide.
Businesses want return on their web investment. To do that, user experience professionals need to step out from behind the screen, take a seat at the table, balance user and business needs, and create a positive environment for change. Armed with an approach I sometimes call “strategic nagging,” this is the story of how I became a change agent using IA and content strategy to transform the 160-year-old American Society of Civil Engineers for a digital-first world.
Let’s talk about honing the empathic, organisational, and analytical skills we already have to diffuse disruption and work with people and processes, as well as information. Patience and persistence makes our message pervasive so we can motivate decision-makers, find allies, persuade detractors, and provide direction to practitioners.
When I became ASCE’s Web Director in January 2013, I thought I’d tinker with some content management issues, help rewrite some content, and provide governance guidance. Little did I know that I would use change management tactics disguised as web strategy, design, and development to get them to adopt an overarching digital strategy to better reach its members, grow revenue, and start to make stuff that really matters. We’re reaching a pivotal moment, and this is the story so far.
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
Change is inevitable and can cause fear of the unknown. But it doesn't have to—we can learn to master change and adapt to it quickly. These 5 tips will help you successfully cope with changes at work.
User focused content strategy that is just rightCarrie Hane
Presentation from User Focus 2012 in Chevy Chase, MD. Think your organization or project is too small for content strategy? Don’t know where to start on the massive project you’ve just been handed? Want to incorporate it into you current organization/agency/team’s process? Regardless of the size of your team, organization, or project, you can do content strategy. We’ll break down content strategy into its parts and show how anyone can fit it into what they do, stealthily or blatantly, whichever way works for you. We’ll also show you ways to sell it to your boss and evaluate your strategy’s success.
Businesses want return on their web investment. To do that, user experience professionals need to step out from behind the screen, take a seat at the table, balance user and business needs, and create a positive environment for change. Armed with an approach I sometimes call “strategic nagging,” this is the story of how I became a change agent using IA and content strategy to transform the 160-year-old American Society of Civil Engineers for a digital-first world.
Let’s talk about honing the empathic, organisational, and analytical skills we already have to diffuse disruption and work with people and processes, as well as information. Patience and persistence makes our message pervasive so we can motivate decision-makers, find allies, persuade detractors, and provide direction to practitioners.
When I became ASCE’s Web Director in January 2013, I thought I’d tinker with some content management issues, help rewrite some content, and provide governance guidance. Little did I know that I would use change management tactics disguised as web strategy, design, and development to get them to adopt an overarching digital strategy to better reach its members, grow revenue, and start to make stuff that really matters. We’re reaching a pivotal moment, and this is the story so far.
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
Change is inevitable and can cause fear of the unknown. But it doesn't have to—we can learn to master change and adapt to it quickly. These 5 tips will help you successfully cope with changes at work.
User focused content strategy that is just rightCarrie Hane
Presentation from User Focus 2012 in Chevy Chase, MD. Think your organization or project is too small for content strategy? Don’t know where to start on the massive project you’ve just been handed? Want to incorporate it into you current organization/agency/team’s process? Regardless of the size of your team, organization, or project, you can do content strategy. We’ll break down content strategy into its parts and show how anyone can fit it into what they do, stealthily or blatantly, whichever way works for you. We’ll also show you ways to sell it to your boss and evaluate your strategy’s success.
John. p kotter eight steps change model (article)Karl Heinz
John .P Kotter eight steps model explaining the process of change for business organizations . He also mentioned the mistakes to be avoid to establish a new lover.
Want to drive change in your organization? Learn how to win the hearts and minds of your audience. See how people do -- and don't -- respond to change, what motivates them personally and professionally. This Slide Share shows how to assess and understand your audience's perspective, then frame your message to match it to maximize your momentum.
How To Succesfully Lead Projects with Professor John Kotter's 8-step ModelPink Elephant
How To Successfully Lead Projects With Professor John P. Kotter’s 8-Step Model
Every IT leader should know about Kotter’s 8-Step Model for leading and implementing change!
Leading Change is recognised as one of the all-time best business books and the definitive work on the subject. Harvard Business School Professor, John P. Kotter, methodically and carefully explains his 8-step process for leading and managing major organisational change in an easy to understand fashion. Leading Change captures his wealth of knowledge and experience working with major companies all over the world. Professor Kotter takes concepts like leadership, urgency, vision, strategy, quick wins, and communication and puts them in well-explained, practical terms that anyone can follow.
If you're a manager at any level of your IT organisation who is currently leading any aspect of a change (and today it’s an ongoing occurrence!), understanding Kotter’s 8-step change process is a must-know, and this is a not-to-be-missed session. Plus, learn how to apply the best practices from this book from one of the world's leading management consultants – Karen Chua. You'll gain huge benefits from her extensive transformation experience as she walks you through several real-world examples for each of the eight steps.
The next stages of your journey to agile performance managementDavid Perks
In a transition from traditional performance management to agile performance management, there are people capabilities that need to be strengthened. This is because everybody leads in an agile environment, and usually leadership development training has not been available wholesale throughout the organisation. You don't need the capabilities in order to begin, but you do need the capabilities in order to master an agile culture and foster an agile performance management mindset among your people.
How Change Management Makes Your Projects Strongertholtz11
IT Projects involve changes in technology, business processes and people/organizations. As a project or program manager, you know that the "people/organizations" aspect can be the most challenging to manage. This presentation introduces a framework for change management: what it is, how it enables project success, the skills, knowledge and resources to do it properly, and where it fits in project/program methodology phases.
For more information about change management, please see www.tbointl.com
Transforming Business Operations: Our Name is Our Mission
TBO International, with offices in Houston and San Antonio, is recognized as a firm that consistently helps improve organizational performance through our expertise, objectivity and partnering. Our success is measured by achieving our client's business targets, whether performance, economic or behavioral.
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
Slides from the talk that Helen Bevan gave at London Women's Leadership Network on 8th March 2017 on the occasion of International Women's Day #womenlead
John. p kotter eight steps change model (article)Karl Heinz
John .P Kotter eight steps model explaining the process of change for business organizations . He also mentioned the mistakes to be avoid to establish a new lover.
Want to drive change in your organization? Learn how to win the hearts and minds of your audience. See how people do -- and don't -- respond to change, what motivates them personally and professionally. This Slide Share shows how to assess and understand your audience's perspective, then frame your message to match it to maximize your momentum.
How To Succesfully Lead Projects with Professor John Kotter's 8-step ModelPink Elephant
How To Successfully Lead Projects With Professor John P. Kotter’s 8-Step Model
Every IT leader should know about Kotter’s 8-Step Model for leading and implementing change!
Leading Change is recognised as one of the all-time best business books and the definitive work on the subject. Harvard Business School Professor, John P. Kotter, methodically and carefully explains his 8-step process for leading and managing major organisational change in an easy to understand fashion. Leading Change captures his wealth of knowledge and experience working with major companies all over the world. Professor Kotter takes concepts like leadership, urgency, vision, strategy, quick wins, and communication and puts them in well-explained, practical terms that anyone can follow.
If you're a manager at any level of your IT organisation who is currently leading any aspect of a change (and today it’s an ongoing occurrence!), understanding Kotter’s 8-step change process is a must-know, and this is a not-to-be-missed session. Plus, learn how to apply the best practices from this book from one of the world's leading management consultants – Karen Chua. You'll gain huge benefits from her extensive transformation experience as she walks you through several real-world examples for each of the eight steps.
The next stages of your journey to agile performance managementDavid Perks
In a transition from traditional performance management to agile performance management, there are people capabilities that need to be strengthened. This is because everybody leads in an agile environment, and usually leadership development training has not been available wholesale throughout the organisation. You don't need the capabilities in order to begin, but you do need the capabilities in order to master an agile culture and foster an agile performance management mindset among your people.
How Change Management Makes Your Projects Strongertholtz11
IT Projects involve changes in technology, business processes and people/organizations. As a project or program manager, you know that the "people/organizations" aspect can be the most challenging to manage. This presentation introduces a framework for change management: what it is, how it enables project success, the skills, knowledge and resources to do it properly, and where it fits in project/program methodology phases.
For more information about change management, please see www.tbointl.com
Transforming Business Operations: Our Name is Our Mission
TBO International, with offices in Houston and San Antonio, is recognized as a firm that consistently helps improve organizational performance through our expertise, objectivity and partnering. Our success is measured by achieving our client's business targets, whether performance, economic or behavioral.
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
Slides from the talk that Helen Bevan gave at London Women's Leadership Network on 8th March 2017 on the occasion of International Women's Day #womenlead
Everyone recognizes the need to change, so why is it so difficult for organizations and people to embrace change? One data point that has been floating around for over 20 years is that 70% of organizational change initiatives fail. Ironically, despite the ubiquity of this "fact," it was first suggested in 1993 as nothing more than an "unscientific estimate." The reason this statistic has been repeated so often for so long is that it comes close to matching our own experiences--more specific and recent research has since found that only 54% of executives say change initiatives at their companies are adopted and sustained.
Clearly, this is a tremendous issue that defies easy solution. Every failed change initiative is not just a missed opportunity but also an expensive mistake--one study found that one of every six large IT projects go so badly that they can threaten the very existence of the company.
So how can we individually be more effective at being change agents in our personal and professional lives? First, we need to appreciate that:
There is no such thing as a change agent. That may sound odd considering I’m writing about being a better change agent, but this is a skill, not an ability. It is not something you are born with but something you can improve upon. All of us are change agents—none of us gets the luxury of waiting for others to change us, and that means we must sharpen our skills.
Being a change agent is risky: No matter how much business leaders say they want change agents, being a change agent is risky. Change agents fail, stumble in their career and can damage their reputation. We must appreciate that advocating for change entails risk, which is why it is essential we are aware of the specific risks and work to mitigate them.
People hate change. We humans like to feel safe and comfortable, and change is risky and discomforting. Successful change agents must know how to inspire people, helping them to see and embrace the benefits of change.
If we do these three things—sharpening our own skills, mitigating risks and inspiring people—we can succeed at leading change.
School for Change Agents - Module 4 SlidesNHS Horizons
This module will help us create and sustain the energy we need to make change happen. We will look at a number of practical ideas, tools and resources to help us change the way we do change. We’ll look at why change fails and how you can minimise the risk of it failing by creating a shared purpose and understanding the different energies needed to bring teams with you.
To find out more about the School, please visit the website http://theedge.nhsiq.nhs.uk/school/
Being a change agent in a season of change os hillmanOs Hillman
Os Hillman speaks to international area directors of Family Foundations International in Denver about being a change agent through their marketplace calling.
Being a Change Agent: Leading IT TransformationsCisco Canada
Being a Change Agent: Leading IT Transformations
By: Leah Lewis, Director of Cisco Consulting Services, Public Sector
Transforming service delivery requires cultural evolution. To break down barriers and disrupt entrenched processes you need empowered change agents. Leading through any transition requires a steady hand. Leading through an extreme IT makeover requires fortitude, imagination, endurance and courage. Listen and learn as Leah Lewis, the ex-CIO of the State of Colorado shares her transformation stories.
The Change Agent Program at Siemens NixdorfFaizan Anjum
Background of Company
SNI facing crises-losses Hannover-I
Andreas Meyer Knonow
Background
Hannover-I and the Change management Decision
Project: Targeting The American Market
Return to Munich
Future Challenges
Ulrike von Manteuffel
Background
SNI Change Agent Program
Return to SNI
Steps Ahead
CDE seminar conducted by Dr Gwyneth Hughes, Senior Lecturer in HE, Institute of Education.
In this session Dr Gwyneth Hughes, a CDE Fellow, drew on her CDE research on ipsative assessment and a JISC funded project that she is leading at the IOE to explore why it is useful to analyse feedback for distance learners. It demonstrated a feedback analysis tool that has been developed as part of the project.
Gwyneth, a CDE Fellow, teaches on Higher Education programmes within the Lifelong and Comparative Education department including the MBA in Higher Education Management. She also supervises doctoral students. She has undertaken research and published on a range of topics including: ipsative assessment, formative feedback, identity, blended learning, e‐learning, gender inclusivity, widening participation, online collaborative work, web 2.0, learning technologies and reflective practice.
Materi Disampaikan pada “Diklat Agen Perubahan”,
BPSDM Kementerian Hukum dan HAM RI
Gandul, Cinere, 16 & 23 November 2015
Dr. Tri Widodo W. Utomo, SH.,MA
Deputi Inovasi Administrasi Negara LAN-RI
http://inovasi.lan.go.id
Key success factors for Change Champions- Change Community of Practice Webina...Catherine Smithson
Discover the key success factors for Change Champions, drawing from our consulting team's experience and Prosci's 2016 Best Practices in Change Management Report.
Making change happen - being ahead of the curve - RICS ArticleDonnie MacNicol
Being ahead of the market and adapting to evolving client requirements means change is becoming the norm for many
businesses, says Donnie MacNicol and Brenda Hales. So it makes sense to do it well and learn from your experiences
INFLUENCE: A Brain-based Approach for Stand-out LeadershipDan Beverly
Great leadership is nowhere better marked than by the ability to improve another person's thinking. In this series, get the brain-based approach to 3 key leadership traits, starting here with: INFLUENCE.
Have you ever become frustrated with colleagues because you couldn't find common ground? Learn seven tips to influence and gain the trust of others.
Bring your best to any business situation,
Hilary Potts
For more Leadership Strategies: www.hilarypott.com
Author of Change Up: How Top Executives Lead Change and Deliver Results and
The Executive Transition Playbook can be found on amazon. https://www.amazon.com/Hilary-Potts/e/B015CY5ZKI/
Twitter: https://twitter.com/Hilary_Potts
Facebook: https://facebook.com/hapgroup1
LinkedIn: www.linkedin.com/in/hilarypotts
You probably had a tough time proving your worth as a true leader during the last appraisal interview. Or maybe you’re a focused professional who’s willing to brush up on the leadership management skills for a successful career graph ahead.
Much of the time, we view innovation through a lens of total newness, but teachings from a variety of industries and professions might hold the key to defining successful strategies, and positively influence the way innovation is executed in the enterprise space.
Organizational Change Management: Game Changer or Flavor of the day?Deepak Babbar
This abstract reflects some of the practical challenges organizations undergoing business and information technology (IT) transformations face in today’s rapidly changing environment. When organizations embark on these large-scale initiatives, increasingly they are adding organizational change management (OCM) to the mix. This is, perhaps, an acknowledgement that previous initiatives have not met the mark because the people side of change was underestimated or not factored in.
Effective leaders transform performance with well-delivered, effective feedback. Here are 7 steps from the coach's playbook so you too can give feedback that transforms performance and gets results.
We are proud to announce our third Innovation Excellence Weekly for Issuu. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Similar to A Twelve Step Guide to Being a Change Agent (20)
Fragile Earth Studios is a project sponsored by the National Oceanic and Atmospheric Administration (NOAA) that leverages data visualizations, simulations, and games to better understand real-world challenges.
Game on! How Gamification Can Work in GovernmentEric Hackathorn
Gamification is a hot topic right now. But what is it? How does it work, and why should you care? Tune in to this webinar to learn how to apply game mechanics to engage citizens and solve agency problems. Gamification can integrate the most engaging, exciting, and addictive aspects of game play into your agency’s business processes.
We will discuss the newly formed Federal Games Guild. Led by the White House Office of Science and Technology Policy, the group was established in November 2011. We will also highlight projects created by a variety of agencies and collaborators. Finally, you will learn how to become involved with the group.
A recording of the talk can be found at: http://www.howto.gov/training/classes/gamification
An overview of the work on a video game being developed by NOAA called "ReGenesis." The talk leveraged clicker technology to create a type of quiz show. The data from the audience has been included in the online copy.
Presentation by Eric Hackathorn, Julien Lynge, and Ann Thorne
More information about ReGenesis can be found at http://www.temporalauthority.com/ and http://fragileearthstudios.com/
A presentation given to DTIC on December 15, 2010 highlighting the findings of their virtual worlds vision paper, looking at some of their potential use cases, and offering suggestions to potential technology platforms.
A presentation given to DTIC http://www.dtic.mil/dtic/ regarding the current state of virtual worlds in government. Topics included general overview, potential use cases, different platform technologies.
Virtual Worlds as a Platform for Government CollaborationEric Hackathorn
Today our society faces numerous challenges from the economy to the climate. Solving these issues begins with effective collaboration tools. How can virtual worlds assist in this process creating a "road map forward?"
An examination of the open-source virtual world platform OpenSimulator running in Amazon Web Service using RightScale as a management platform. In the future, this type of infrastructure could potentially provide cheap and secure virtual world technology to a variety of enterprises.
NOAA’s long-standing mission in real life is the same in virtual worlds—to create an informed society that understands the role of the ocean, coasts, and atmosphere in the global ecosystem to make the best social and economic decisions. By incorporating virtual worlds into their multi-media communication and educational programs including inworld events and a vast array of immersive simulations and 3D exhibits, NOAA has found meaningful and profound ways to reach new audiences—in the virtual world and in the physical one.
Finding Meaning from our Realities through the Power of PlayEric Hackathorn
This talk investigates the potential power of serious games and examines some of the future applications. It will highlight a few government sponsored development efforts and look at the positives and negatives of becoming a virtualized society. As games become a deeper reflection of the values we hold from this reality, what do you personally hope to discover through the power of your play?
An overview of the Virtual Alaska project created as part of NOAA's virtual worlds program in cooperation with Aimee Weber Studios.
A crab trawler simulation was created and training provided to various organizations in Alaska to assist in their entrance to using virtual worlds in the classroom.
Finally other government virtual world activities were briefly covered.
Virtual worlds applied to education an outreach demand a scalable computing infrastructure that many government IT shops cannot handle using traditional methods. Looking to the future, as computing becomes a commodity how can government survive in this new market?
31052024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
Future Of Fintech In India | Evolution Of Fintech In IndiaTheUnitedIndian
Navigating the Future of Fintech in India: Insights into how AI, blockchain, and digital payments are driving unprecedented growth in India's fintech industry, redefining financial services and accessibility.
In a May 9, 2024 paper, Juri Opitz from the University of Zurich, along with Shira Wein and Nathan Schneider form Georgetown University, discussed the importance of linguistic expertise in natural language processing (NLP) in an era dominated by large language models (LLMs).
The authors explained that while machine translation (MT) previously relied heavily on linguists, the landscape has shifted. “Linguistics is no longer front and center in the way we build NLP systems,” they said. With the emergence of LLMs, which can generate fluent text without the need for specialized modules to handle grammar or semantic coherence, the need for linguistic expertise in NLP is being questioned.
01062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
27052024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
हम आग्रह करते हैं कि जो भी सत्ता में आए, वह संविधान का पालन करे, उसकी रक्षा करे और उसे बनाए रखे।" प्रस्ताव में कुल तीन प्रमुख हस्तक्षेप और उनके तंत्र भी प्रस्तुत किए गए। पहला हस्तक्षेप स्वतंत्र मीडिया को प्रोत्साहित करके, वास्तविकता पर आधारित काउंटर नैरेटिव का निर्माण करके और सत्तारूढ़ सरकार द्वारा नियोजित मनोवैज्ञानिक हेरफेर की रणनीति का मुकाबला करके लोगों द्वारा निर्धारित कथा को बनाए रखना और उस पर कार्यकरना था।
role of women and girls in various terror groupssadiakorobi2
Women have three distinct types of involvement: direct involvement in terrorist acts; enabling of others to commit such acts; and facilitating the disengagement of others from violent or extremist groups.
ys jagan mohan reddy political career, Biography.pdfVoterMood
Yeduguri Sandinti Jagan Mohan Reddy, often referred to as Y.S. Jagan Mohan Reddy, is an Indian politician who currently serves as the Chief Minister of the state of Andhra Pradesh. He was born on December 21, 1972, in Pulivendula, Andhra Pradesh, to Yeduguri Sandinti Rajasekhara Reddy (popularly known as YSR), a former Chief Minister of Andhra Pradesh, and Y.S. Vijayamma.
03062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
‘वोटर्स विल मस्ट प्रीवेल’ (मतदाताओं को जीतना होगा) अभियान द्वारा जारी हेल्पलाइन नंबर, 4 जून को सुबह 7 बजे से दोपहर 12 बजे तक मतगणना प्रक्रिया में कहीं भी किसी भी तरह के उल्लंघन की रिपोर्ट करने के लिए खुला रहेगा।
Welcome to the new Mizzima Weekly !
Mizzima Media Group is pleased to announce the relaunch of Mizzima Weekly. Mizzima is dedicated to helping our readers and viewers keep up to date on the latest developments in Myanmar and related to Myanmar by offering analysis and insight into the subjects that matter. Our websites and our social media channels provide readers and viewers with up-to-the-minute and up-to-date news, which we don’t necessarily need to replicate in our Mizzima Weekly magazine. But where we see a gap is in providing more analysis, insight and in-depth coverage of Myanmar, that is of particular interest to a range of readers.
1. A Twelve Step Guide to Being a… Eric Hackathorn Adapted from Don Jacobson’s “Tips for Change Agents” http://govleaders.org/change_agents.htm
2. #1: Be Clear About Your Big Goal What is it that you are really trying to accomplish? Do you have a vision of your end goal? Keeping the end goal in mind is critical to forward movement. You will experience many setbacks on the way as some of your tactics will fail. If you dwell on the latest setback it is easy to become frustrated.
3. #2: Choose to Lead Leadership is a choice. If you see a problem, own it. And fix it. All too often, employees see problems but wait for someone else to address them. It’s important to remember that the boss might not even be aware that the problems exist—and even if they do know about it they might not have the time or energy to do anything about it.
4. #3: Look for Leverage Points Leverage points are places where you can achieve a multiplier effect from focused efforts. For example, someone who provides support and guidance to managers across many parts of the organization can be a great leverage point for modeling or disseminating practices and ideas that you want to implement across the organization.
5. #4: Plant Lots of Seeds If you are looking to implement a major culture change, you will need to start planting seeds in various parts of the organization. Be on the constant lookout for 1) opportunities for small wins; 2) new allies; and 3) ways to change the language used to discuss your issue.
6. #5: Develop a Network Networks are key enablers for the change agent. Members of a network can provide each other encouragement, ideas, and other support. They can also provide leverage by building support for change in diverse parts of the organization. Networks also reinforce the fact that you are not alone—a key factor in being able to persist.
7. #6: Maintain your Optimism As Winston Churchill said, “The optimist sees opportunity in every difficulty.” The change agent in government will encounter many difficulties. Optimism gives us the enduring belief that, working with and through others, we can make a difference. Optimism is also infectious.
8. #7: Be Creative About Tactics You will encounter many obstacles. Keep the end goal in mind while you look for tactics that will help you find ways to go over, under, around, or through the obstacles. If one tactic doesn’t work, try something else. If you don’t have a knack for finding creative solutions, partner with colleagues who do.
9. #8: Be Honest in Your Assessment What would happen if your change initiative is implemented and then fails miserably? How would that impact your agency’s ability to perform its mission? How much money and energy will have been wasted? Will it cause public embarrassment? The answers to these questions can help you identify ways to strengthen your proposal and mitigate the potential downsides.
10. #9: Cultivate Credibility To be an effective change agent, you also need to take the time to cultivate your credibility in your organization. New employees have fresh eyes and good ideas and managers should listen carefully to their suggestions. Implementing some modest but innovative changes within their immediate sphere of influence can help them build credibility as an innovator and provide valuable learning about how to get things done in the organization.
11. #10: Keep Asking “Why?” New employees come in with new perspectives and ideas. Those who have been around for awhile may have become accustomed to an absurd status quo. It’s important to find ways to keep the fresh perspective of the newbie. Don’t learn to accept bureaucratic stupidity if there might be ways to eliminate it. “Just because you've always done it that way doesn't mean it's not incredibly stupid.”
12. Change agents also need to be prepared to do a lot of the groundwork required to actually implement the changes. A lot of ideas go nowhere simply because the boss is already too busy to take on something new—no matter how creative and exciting it may be to the would-be change agent. #11: Do Completed Staff Work If you take a great idea to your boss and show them that they won’t have to do much more than say, “Yes,” your chances of getting the idea approved will improve dramatically.
13. #12: Remember that a “Yes” From the Top Means the Work is Just Beginning If you are fortunate enough to have the big boss sign off on your major change initiative, remember that the decision point is only the beginning of the real work for implementing your initiative. Just because a change initiative is blessed by the leader(s) of the organization does not mean anything will actually happen. And even if the initiative is implemented, you cannot assume that the effort will continue or have the intended effect.
14. "Good ideas are not adopted automatically. They must be driven into practice with courageous impatience. Once implemented they can be easily overturned or subverted through apathy or lack of follow-up, so a continuous effort is required.“ -- Admiral Hyman Rickover (1900-1986) …the “Father of the Nuclear Navy” So, what do you think needs to be fixed? ...And what are you going to do about it?
Editor's Notes
Many of us in government want to change the way our agencies work. These changes can take many forms. Some of us may want to fix a process or change/eliminate counterproductive rules. Others may wish to shoot for more ambitious goals that require a change of culture. The current push to expand the use of collaboration tools like Web 2.0 technologies is one example of a big and important culture change.Effecting change in a large organization is difficult. Those difficulties can be magnified greatly in the public sector. Entrenched rules and structures pose many obstacles. Resource limitations often seem to be the things in greatest abundance. And the possibility of criticism from senior bosses, Congress and the media tends to make many managers risk averse.So how does one overcome all these obstacles to bring about significant positive change? Here is the 12 step guide.