change management through workforce development · jason clarke-embracing change this is...
TRANSCRIPT
Please stand up and introduce yourself to
someone near you.
Please share with them who you and what
you do.
Keeping people and communities safe……..
Protecting the environment……
Providing emergency response…….
Responding to a disaster……….
Building communities………
Protecting our natural resources………
Making travel safer and more efficient…….
Its not about what we do, its about why we do it!
• Why did you choose this session today?
• What is the change you would like to see?
• Why?
• What does that better tomorrow look like?
Nothing extraordinary ever happened without a leader articulating a vision.
Its not about what we do, its about why we do it!
We don’t have
time
We don’t manage
data that way
Staff Resistant to
change
Yeah, right…
That’s not our
workflow!
The way we do it
works just fine.
It’s too difficult
My team doesn’t
need this
We’ve always
done it this way
So why don’t organizations change?
Jason Clarke-Embracing Change
This is traditionally how we do things
I actually don’t know why we do it this way
Its always been this way
The problem is much older than you think
It’s the same everywhere
The problem is much broader than you think
Its not in the budget
We spent the money in the wrong things
It’s political
I’ve learned to keep my ideas to myself
Why do many change initiatives fail?
• Unclear vision
• Failure to move from vision to action
• Management/Leadership was not sufficiently committed
• The organization was not prepared (strategy)
• Resistance to change
• Communication
• User Education
Change Management is different from Change Leadership
“You manage things; you lead people.”
Rear Admiral Grace Murray Hopper
Change Management through Workforce Development
Organizations make a large investment in technology without making
the corresponding investment in intellectual capital.
• The best practices and steps to achieve successful change
• How we facilitate change through workforce development
• Keys to success
The Big Change
Opportunity
1. CreateSense of Urgency
2. BuildGuiding Coalition
3.Form Strategic
Vision and Initiatives
4. EnlistVolunteer
Army5. EnableAction by Removing Barriers
6. GenerateShort Term
Wins
7. Sustain Acceleration
8.InstistuteChange
John Kotter’s 8 Steps:
Creating a climate for change.
2. Build Guiding Coalition
1. Create Sense of Urgency
3.Form Strategic Vision and Initiatives
Engaging and enabling the organization.
4. Enlist Volunteer Army
5. Enable Action by Removing
Barriers
6. Generate Short Term Wins
Implementing and Sustaining
the Change.
7. Sustain Acceleration
8.Instistute Change
Create a Sense of Urgency
• Why?
• Why now?
Sometimes its not about why now, but why it should have happened
last month, last year or even last decade.
Build a Guiding Coalition
• Who will help you drive the change?
- Position Power
- Expertise and Credibility
- Leaders and good communicators
- Diverse
The great thing about being a leader is you aren’t one until you have
followers.
What is Your Vision?
• The vision must be clearly articulated.
• The vision must have meaning.
• The vision must enable.
• The vision must be achievable through strategic initiatives.
Nothing extraordinary ever happened without a leader articulating a vision.
Communication Versus Enablement
People do not engage because they want what you have…
They engage because they believe what you believe.
The ultimate goal of communication is to enable people to act.
Common Barriers to Change
Barriers are identified and strategies to overcome are developed through the Workforce Development Process
• Formal structures make it difficult to act.
• Culture discourages innovation and action.
• Personnel making it difficult to act.
• Lack of skills is preventing the change from occurring.
Generate Short Term Wins
• Where is there an opportunity for immediate impact?
• Set a rapid pace for strategic activities
• Create and recognize short term wins
• Define and engineer visible performance improvements
Implementing and Sustaining the Change
Frances Hesselbein
“Culture does not change because we desire to
change it. Culture changes when the organization
is transformed; the culture reflects the reality of
people working together everyday.”
Sustain Change
• Leverage early wins to sustain and accelerate change
• Invest in developing employees
• Reinvigorate the change process with new projects
• Communicate up and down your chain of command
Making it Stick
• The change is visible across the organization
• Significant benefits seen from adoption and usage
• Adoption and usage that are measurable, there is a cultural shift
• Pockets of change support are in existence across the organization
• Senior leaders and organizational management have some knowledge
of and appreciation for the change
Workforce Development Process
Alignment
AnalysisAction
• Determine organization’s mission and
strategic objectives
• Explore how GIS applications support
these goals
• Evaluate workforce roles that require
GIS interaction
• Identify skills requirements for each role
• Discuss timelines, priorities and budgets
• Develop delivery methods
• Implement the Workforce
Development Plan
• Review strategy to ensure it is still
in alignment with priorities
• Work with consultant to modify as
needed
Benefits of Workforce Development
Component Value
Vision and Strategy A clearly defined outcome that answers the
question “Why?”
Sponsorship Executive leadership support
Stakeholder
Management
Management agrees upon desired outcomes,
supports the process, communicates the
vision
Project Manager Creates environment for success, executes
the vision
Communication Vision constantly reinforced, goals and steps
are clear, support resources promoted
Training Structured, integrated, staff development
program that builds logically over time
Reinforcement Positive reinforcement for successful results
Keys to Success
• Vision
• Executive Sponsorship
• Exceptional Team
• Continuous Communication and Enablement
• Strategic Development of Users
• Commitment
Next Steps
• Schedule a time to meet with your training consultant to
begin the process
• Clearly define your vision and think about your goals
• Commit to the process
• Accept the challenge
Please stand up and introduce yourself to
someone near you.
Please share with them who you and what
you do.
Caroline Walker
Change Management Through
Workforce Development
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