20 sec When mike asked me to do this session I started to reflect on the nature of excellence and what it meant to me. Anyone remember the movie Wayne’s world?
That is excellent as an exuberant adjective.
30 sec - @ 1 minAristotle is said to have said: We are what we repeatedly do. Excellence, then, is not an act, but a habit. Aristotle
45 secRalph Marston said: Excellence is not a skill. It is an attitude. Ralph Marston
If your goal is economical transportation this is excellent. Tell Bert story.
Excellence is the gradual result of always striving to do better. Pat Riley
I was reminded of this quote recently finishing some doors, and trying to get the finish perfect…
20 sec -- @ 2 min
This is an example of excellence. In a changing and often hostile environment. Staying flexible is important. This is not a good place to build a railroad.
Image from an article on the web.
Poll Audience 10 min ---- @ 3 min
60 sec --- @13 min
Sometimes the pursuit of excellence is really an attempt to eliminate risk. Supervisors rewrite the work of their reports Developers rewrite code Committees argue endlessly over superficial detail
CLICK The micro management that sometimes occurs results in something I found on the internet called the Zombie Function.
And we fall the perfection trap.
60 sec --- @ 14 min
You may be genetically predisposed to seek perfection. Apparently Perfectionism can lead to physical and emotional stress. Psychology today even has a guide to giving up the unattainable.- http://www.psychologytoday.com/articles/199904/the-perfect-trap Here's the perfectionism problem: perfectionism pushes us to chase the unattainable. Then we chastise ourselves for never achieving our visions of perfection – sparking a cycle of self- sabotage and procrastination. Along the way, we miss potential opportunities. It's hard to see clearly when we're focused on being perfect. Easy to confuse perfection with success. Perfection paralyzes people. But failure is feedback.
2 min ----@ 16 minLeadership and Strategic Direction: Articulates and embodies the vision, mandate and strategic priorities that guide the organization while supporting Ministers and Parliament in serving the public interest. GCPEDIA and GCCONNEX are 100% about the new mandate to collaborate and both endorsed by the former clerk of the privy council, Wayne Wouters as tools that we should use because they enable the new desired behaviours.
Results and Accountability: Uses performance results to ensure accountability and drive ongoing improvements and efficiencies to policies, programs, and services to Canadians. GC2.0 Tools regularly report to the whole of GC and there are many statistics available live to any user. Every edit has an owner. Public Sector Values: Exemplifies the core values of the public sector by having respect for people and democracy, serving with integrity and demonstrating stewardship and excellence.The tools are inherently democratic and those that use them are demonstrating stewardship and maybe even excellence. Continuous Learning and Innovation: Manages through continuous innovation and transformation, to promote organizational learning and improve performance.The GC2.0 Tools enable all kinds of behaviour but the most important one is probably learning. They also provide a great platform for prototyping innovation. Governance and Strategic Management Maintains effective governance that integrates and aligns priorities, plans, accountabilities and risk management to ensure that internal management functions support and enable high performing policies, programs and services. People Management Optimizes the workforce and the work environment to enable high productivity and performance, effective use of human resources and increased employee engagement.Less than a dozen employees provide and support an enterprise collaboration platform for more than 60,000 users. The tools encourage and even rely on employee engagement. Financial and Asset Management Provides an effective and sustainable financial management function founded on sound internal controls, timely and reliable reporting, and fairness and transparency in the management of assets and acquired services.GC 2.0 Tools are open source and a 10th of the cost of most other solutions.
Information Management Safeguards and manages information and systems as a public trust and a strategic asset that supports effective decision-making and efficient operations to maximize value in the service of Canadians.Low marks on organization, because they reflect the complicated reality. However I don’t think there are many effective organizational schemes out there on Gcdocs. High marks on efficient operations and sustainability. Management of Policy and Programs Designs and manages policies and programs to ensure value for money in achieving results. Management of Service Delivery Delivers client-centred services while optimizing partnerships and technology to meet the needs of stakeholders.
20 sec --- @ 18 min
30 sec ---- @ 18 min
Over the summer we visited ___ locations and spoke with ___ people about Open Data, Open Information and Open Dialogue the three pillars of Open Government. What we heard repeatedly was Canadians were sick and tired of government’s either trying to be perfect, or using it as an excuse to delay releasing information.
30 sec --- @ 19 min
60 sec --- @ 19 min
60 sec @ 20 min
Introduce workshop 3 roles at each table Have fun Handout
Its time now for you to get to work. Each table will require a note taker and a presenter and a moderator.
RULES OF ENGAGEMENT Be nice Be constructive Speak your mind Have FUN
34 min --- @ 21 min
30 min @ 55 min
5 min ---- @ 85 min
Summarize examples Take always back to the office. Excellence is not perfection.
Shifting Sands of Excellence Sept 17 2014
The Shifting Sands of Excellence
knowing when good, is good enough.
The Canadian Public Service Excellence
Network, Ottawa, September 17, 2014.
Presentation 20 min
Group Discussions 35 min
Plenary Discussion 20 min
Wrap up 5 min
1. Perfection is a moving target.
2. Things can always be better.
3. If you wait for perfect you will
4. Release early and improve often
is the answer.
Working in groups answer the focus questions.
2. Look for
1. Discuss focus
3. Take note of
4. Report back
1. What does excellence mean to you?
Why is it important?
2. What is the perfection trap?
3 things to get out of or avoid the trap?
3. How do you know when is something
Groups report and we attempt to come up with collective answers.