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Pre-webinar Jokes!

Open to all our members. If you log in a couple minutes early you can share your own jokes or just enjoy jokes told by the PSCP team.

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Public Sector Change Practitioners

August 2020

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Meet Our Production Team

Kailyn Haskovec | CDOT | Host and Producer

Process Improvement Intern

Kailyn.Haskovec@state.co.us

Ginger Kloska | CDOT | Co-Producer

Process Improvement Intern

Ginger.Kloska@state.co.us

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unmute

Remember to

your phone or microphone

when you ask or answer questions

!

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Ensuring that those impacted by change are successful with that change

The Purpose and Direction

Inspire and lead change throughout the world

An agnostic group of change management professionals

Learn from each other and build knowledge

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Your VOICE is very important to the SUCCESS and VALUE of our community!

Present

Share

Ask Questions

Complete the Survey

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Change Leadership

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Agenda | August 2020

Nichelle Rogers, Supervisory Program Analyst at the Office of Natural Resource Revenue

Diversity and Inclusion in Relation to Change Management

Dr. James King, Director of People, Culture & Organizational Change, Quick Space, Sparks, NV and former Organizational Change Manager for the State of Nevada, Office of Project Management

The ACES 2.0 Change Management Model and Change Ambassador Program

All Participants

Open Forum

Closing

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Nichelle Rogers

Supervisor for Communication, Performance, and Change Management
Former Chief Diversity Officer for ONRR
Current Chapter President for the Denver Federal Center Chapter - Blacks in Government (BIG)
Former Regional Council President for Region VIII - BIG

Shirley Brothwell is the Director of Process Improvement at the U.S. Agency for International Development’s Office of Inspector General (OIG). Ms. Brothwell joined OIG in 2017 and is the first person to serve in this function. She is responsible for developing and managing OIG’s process improvement approach. She leads improvement projects and advises others on process improvement, project management, and change management best practices. The Process Improvement Office also manages distribution and analysis of OIG’s annual employee feedback survey, and supports the use of data to drive decisions and assess organizational performance.

Prior to joining OIG, Shirley spent 29 years at the Government Accountability Office (GAO) where was lead auditor on a wide range of Congressionally-requested audits. From 2008 to 2014, Shirley was responsible for tracking and analyzing performance metrics for GAO’s International Affairs and Trade mission team. In 2014, she was detailed to GAO’s Continuous Process Improvement Office (CPIO), where she ran a GAO-wide project to improve the agency’s practices for tracking and closing recommendations. She also advised the CPIO team on GAO culture, mission team practices, and performance metrics as part of a broader effort to standardize and streamline GAO’s audit processes.

Shirley is a certified Prosci Change Management and Enterprise Change Management Practitioner and instructs on change management at OIG. Shirley was introduced to Lean Six Sigma tools and techniques at GAO and subsequently took Green Belt training. She has a Master’s degree in International Relations from Boston University and a Bachelor’s degree in Business Information Systems from the University of New Mexico. Shirley’s has two children in college and one very old cat. In her free time, she enjoys gardening, Washington Nationals baseball, and live music events.

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Leveraging �Diversity & Inclusion �in Change Management

Nichelle Rogers�Office of Natural Resources Revenue�Communication, Performance, and Change Management

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Definitions

Diversity – People are a sum of their:

Preferences
Experiences
Thoughts
Priorities
Attitudes
Perceptions
Habits

Inclusion

A state of being valued, respected, and supported

Engagement

Emotional involvement or commitment

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Relationship = Direct

Both:

Affect the morale in an organization
Engage personal experiences, knowledge, and emotions
Impact the “people” side of an organization – the “human” in “human resource”
Can be embedded into culture
Deal with perceptions

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Leveraging the Two

Consider applying the 4 Cores of Credibility to ADKAR (or other change management cycle)

Integrity – honesty, truthfulness, and harmony
Intent – Motive and agenda
Capabilities – Ability to inspire confidence and relevance
Results – tangible and measurable purpose and product

FranklinCovey 4 Cores of Credibility

I want to throw out the idea of using the 4 Cores of Credibility. First, what does this have to do with D&I? Our diversity is both shaped by and molds the 4 cores of credibility. Not only our own set of “incredibilities”, but those of others impact our diverse experiences. For example, poor demonstration of integrity and intent during a previous change can impact how others view/respond to change in the future, even if the change and people are completely different, our minds go back to that experience.

So what are these “incredibilities”:

Character is often the unseen or less-viewed components.

Competence is the ability to do the work and the results.

Integrity – the root which supplies nutrients to the tree. Honesty, truthfulness and harmony.
Intent – the trunk of the tree, part above the surface, part below. Motive and agenda. The motive that best builds credibility and trust is caring about the people you lead. Agenda best when you are open and seek mutual benefit.
Capabilities – branches that bear the tree’s fruit. Ability to inspire confidence. Are you relevant? People can have good intent, but not the proper training to complete the job
Results – the fruit/leaves of the tree. Track record and performance. Tangible, measurable, purpose and product of the other three.

Applying the 4 Cores of Credibility to ADKAR (or other change management cycle) will:

Build and maintain a strong foundation of trust
Engage the talents of others to fulfill mission and support function goals

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Leveraging the Two - ADKAR

Reinforcement

Action/Ability

Knowledge

Desire

Awareness

Leadership and change management character here…

…encourages employee character here.

Employee competence here…

…informs leadership and change competence here.

Competence and Character are woven throughout ADKAR from all involved. Here is one way to look at it:

Competence:

Employee ADK: Usually centers around competence. When change is introduced, employees are often concerned about their jobs, skills, what is going to happen to them, if their expertise is valued in even the discussion of change, etc.
Leadership AR – Leadership/CM may base decisions on how to act/reinforce changed behaviors based on what they see from employees

Likewise -

Leadership ADK: leadership/CMs have to be able to demonstrate they can lead through the change.
Employee AR: we should begin to see employees embrace the change and take action.

Character:

Leadership/CM ADK – Character is important in ADK because employees want to know the motives/agendas of the change and are looking at past performance to gauge their initial reaction.
Employee AR – we often see employee integrity and intent play out in this area based on what they learned in ADK and what leadership has demonstrated.

Again:

Integrity – the root which supplies nutrients to the tree. Honesty, truthfulness and harmony.
Intent –Motive and agenda. The motive that best builds credibility and trust is caring about the people you lead. Agenda best when you are open and seek mutual benefit.
Capabilities – Ability to inspire confidence. People can have good intent, but not the proper training to complete the job
Results – Track record and performance. Tangible, measurable, purpose and product of the other three.

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Putting It In Action

Live It

Learn It

Give It

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Learn It

Conduct a personal gap analysis

What is/isn’t working?
What are the available options for change?

Consider personal definitions versus how others define the issues
Research issues from credible sources
Stay informed about what’s going on in the organization and with your people
Identify resources/network to tap into for help

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Live It

Vibe check yourself

Address personal fears and drivers

Watch your tone and non-verbal cues
Set end goals/targets – why do you want to make the changes/get involved?
Have one-on-one conversations - engage others in healthy dialogue
Follow-up on promises

This Photo by Unknown Author is licensed under CC BY-NC-ND

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Give It

Focus on engagement, not just diversity or change
Vibe check on others
Be vulnerable (as appropriate)
Host listening sessions/round tables with Employee Resource Groups
Share positive stories across the organization

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Leveraging the Two - ADKAR

R

A

K

D

A

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Dr. James King

Director of People, Culture and Organizational Change Management with Quick Space and a former Organizational Change Manager for the State of Nevada

Lean Six Sigma Green Belt Certification
Prosci Change Management Practitioner
Kirkpatrick Bronze Level Certification

Shirley Brothwell is the Director of Process Improvement at the U.S. Agency for International Development’s Office of Inspector General (OIG). Ms. Brothwell joined OIG in 2017 and is the first person to serve in this function. She is responsible for developing and managing OIG’s process improvement approach. She leads improvement projects and advises others on process improvement, project management, and change management best practices. The Process Improvement Office also manages distribution and analysis of OIG’s annual employee feedback survey, and supports the use of data to drive decisions and assess organizational performance.

Prior to joining OIG, Shirley spent 29 years at the Government Accountability Office (GAO) where was lead auditor on a wide range of Congressionally-requested audits. From 2008 to 2014, Shirley was responsible for tracking and analyzing performance metrics for GAO’s International Affairs and Trade mission team. In 2014, she was detailed to GAO’s Continuous Process Improvement Office (CPIO), where she ran a GAO-wide project to improve the agency’s practices for tracking and closing recommendations. She also advised the CPIO team on GAO culture, mission team practices, and performance metrics as part of a broader effort to standardize and streamline GAO’s audit processes.

Shirley is a certified Prosci Change Management and Enterprise Change Management Practitioner and instructs on change management at OIG. Shirley was introduced to Lean Six Sigma tools and techniques at GAO and subsequently took Green Belt training. She has a Master’s degree in International Relations from Boston University and a Bachelor’s degree in Business Information Systems from the University of New Mexico. Shirley’s has two children in college and one very old cat. In her free time, she enjoys gardening, Washington Nationals baseball, and live music events.

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��ACES 2.0 �Change Management Model:�A Public Sector Perspective

Presented by:

Dr. James R. King

Managing Director, Navigator Excel LLC

Former: Organizational Change Manager-State of Nevada

Office of Project Management

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Agenda

Drivers & Challenges in the Public Sector
Change Ambassador Program
Integrated OCM Framework
ACES Change Model 2.0
C5 Change Management Framework

*Useful Resources

*The Change Ambassador – Duty Description

*Change Management Tool List

*Backup Slides

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Drivers & Challenges in the Public Sector

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Drivers in the Public Sector

“Transformation is not a future event. It is a present activity”

~Seth Godin

Source: Seven Drivers Transforming Government, IBM Center for The Business of Government (2017)

Digital
Agility
Effectiveness
Risk
People
Engagement
Insight

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Challenges in the Public Sector

Source: Public Sector ERP Implementation: Successfully Engaging Middle-Managers (2011)

No bottom-line/innovation incentives
Shortage of Organizational “Clout”
Narrow “windows of opportunity”
Mandatory/frequent rotations
Organizational rivalries
Mid-management apprehension
Consensus-based decision making

“Be thankful we are not getting all of the government we are paying for”

~Will Rogers

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Change Ambassador Program

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Change Ambassador Program

What is Change Management?

“Change Management: the application of a structured process and set of tools for leading the people side of change to achieve a desired business outcome”

What is the Change Ambassador Program?

Begins with Appointment by Agency Director
Completes 3-Day Change Ambassador Certificate Program
Establishes liaison between the Office of Project Management and State agencies
Supports State agency change management efforts for all projects!
Continuous learning and participation in the OCM Community of Practice

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Change Ambassador Value Proposition

Development and Delivery of OCM Tools and Methodologies	Practice and Maturity of OCM Leadership Skills

To help individuals and organizations build internal change capabilities.

Change

Leadership

Professional

Development

Performance

Improvement

Holistic

Practice

Service

Excellence

Outreach &

Engagement

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Program Overview

Day One	Day Two	Day Three
Program Objectives OCM Value Proposition OCM Approaches OCM Leadership Processes The Big Picture OCM Model OCM Framework ACES Change Model 1.0 Phase 1: Initiate Change Day One Review	Phase 2: Plan Change Integrated Change Management Plan Communications Plan Stakeholder Plan Sponsorship Plan Training Management Plan Coaching Plan The OCM Manager Building the OCM Team Day Two Review	Phase 3: Implement Change Managing Change Phase 4: Transition Change Measurement & Feedback Phase 5: Sustain Change Closing the Change Project Manage Resistance Day Three Review Final Exam Next Steps OCM Maturity Graduation

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Integrated OCM Framework

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OCM Model

Leadership

Change Management

Results

Project Management

Project-Change �Integration

People-side of change

Technical-side of change

Drives

Delivers

Comfort State

Transition

Future State

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Process Groups & Enablers

Change Management Process Groups

Project Management Process Groups

Plan

Initiate

Control

Close

Execute

Plan

Initiate

Transition

Sustain

Implement

Stakeholder

Enrollment

Training

Communications

OCM Team

Integration

Project-

Change Integration

Sponsorship

Benefits Realization

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Integrated OCM Framework

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��ACES 2.0 �Change Management Model

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About…

The ACES 2.0 Change Management Model introduces a compelling approach to the people-side of change management designed as a tapestry of individual, social, and structural behaviors interwoven with influencing factors, core values, leadership competencies and processes to advance our commitment to service excellence.

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Change Curve: Influencers

Comfort & Control

Safe

Satisfied

Positive

Rewarding

Disruption

Anger

Anxiety

Frustration

Fight or Flight

Discovery

Inquiry

Optimism

Competence

Sensemaking

Strengthening

Growth

Balance

Confidence

Accountability

Change

Introduced

Change

Adopted

Change Transition

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Acknowledge

the need to change

Connect

to shared meaning

Enable

excellence

Strengthen

commitment

ACES Change Model 2.0

Structural

Social

Individual

Comfort & Control

Disruption

Strengthening

Discovery

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Acknowledge the Need to Change

“We must all obey the great law of change. It is the most powerful law of nature.

~Edmund Burke

…reality guided by our resilient sense of self-efficacy we embrace integrity and authenticity in our actions, thoughts, and feelings individual	…unity In relationships, events, symbols, and purpose that influence compassion and appreciation of others’ experiences and resolve social	…vision driven by clarity of purpose and passion for equity, participation, and gratitude for the people we serve and our posterity. structural

Image attribution: “Furggelen afterglow” by Lukas Schlagenhauf is licensed under CC BY-ND 2.0.

Acknowledge…

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Acknowledge the Need to Change

Influencing Factors	Leadership Concepts	Core Concepts	Calibrate Readiness & Expectations
Reality	Reflection & Self-Awareness	Focus on the Journey	Efficacy & Potential Health & Wellness Presence & Identity
Unity	Relationships & Engagement	Value People	Common Language Group Networks Influence-Lead
Vision	Governance & Clarity of Purpose	Visionary Leadership	Alignment Accountabilities Accessibility

Comfort & Control

Individual

Social

Structural

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Connect to Shared Meaning

“Your connections to all the things around you literally define who you are.”

~Aaron D. O'Connell

Image attribution: "Long-Allen & E. J. 'Lionel' Grizzaffi Bridges" by oneselfsacrifice is licensed under CC BY-ND 2.0

…reality to goals by accepting our unique strengths and weaknesses we prioritize how much influence we devote to reaching our goals and growth individual	…unity to harmony by openly affirming shared values and caring for others, we relate-to and rely-on each for motivation, clarity, and harmony Social	…purpose to journey by tailoring governance processes that add value we ensure key decisions match timing and capabilities in our journey structural

Connect…

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Connect to Shared Meaning

Influencing Factors	Leadership Competencies	Core Concepts	Integrate Strategy & Approach
Goals	Inference & Behavior	Social Clarity	Development Plan Social Wellness Plan Network Plan
Harmony	Balance & Social-Awareness	Customer Focus	Common Practice Group Charter Sponsor & Coach
Journey	Decision Quality & Strategy Alignment	Systems Perspective	Readiness Resources & Assets Resolution

Disruption

Individual

Social

Structural

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Enable Excellence

“When you are positive you are the enabling force of possibility.”

~Bryant McGill

Image attribution: "Dawn Patrol Performing @ Reno Balloon Race" by Kartik Ramanathan is licensed under CC BY-NC-ND 2.0

…exploration by understanding what is truly important, and what we can and cannot change, we act with insight, sensitivity and self-awareness individual	...collaboration by enabling communities of practice to solve problems we confidently embrace innovation, share knowledge and meet goals social	...innovation by creating positive environments for people to thrive we encourage civility, build leadership networks, and nurture passion structural

Enable…

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Enable Excellence

Influencing Factors	Leadership Competencies	Core Concepts	Approach & Deploy A: Integration & Influence D: Execute, Measure, Analyze
Exploration	Humility & Sensitivity	Learning Agility	Purposefulness Meaningfulness Connectedness
Collaboration	Knowledge & Networks	Innovation & Change	Common Goals Group Dynamics Sensemaking
Innovation	Priorities & Performance	Value & Results	Engage Enable Empower

Discovery

Individual

Social

Structural

WIIFMe

WIIFUs

WIIFAll

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Strengthen Commitment

“Most people fail not because of a lack of desire but because of a lack of commitment.”

~Vince Lombardi

Image attribution: "EVO-WWI-064-01060" by hmomoy is licensed under CC BY 2.0

…capability by resiliently improving our competence to meet emerging social challenges we inspire accountability and integrity individual	…collective engagement by welcoming collective leadership and sharing our unique talents we embrace compelling and meaningful change social	…the human experience by optimizing our sense of equity, diversity, and inclusion, we inspire dreams, foster trust, and build confidence structural

Strengthen…

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Strengthen Commitment

Influencing Factors	Leadership Competence	Core Values	Learn Share Knowledge & Improve
Accountability	Resilience & Integrity	Continuous Improvement	Authenticity Volunteerism Stewardship
Collective Engagement	Coalition & Creativity	Collective Leadership	Common Ground Group Identity Collaborative Systems
Human Experience	Trust & Transparency	Service Excellence	Private-Public Partners Professionalization Performance Culture

Strengthening

Individual

Social

Structural

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C5 Change Management Framework

Calibrate

Readiness &

Expectations

Connect

Execute, Measure, and

Analyze

Commit

Share Knowledge & Improve

Envision the Future

Evaluate Readiness

Identify Governance

Develop Strategy

Build the OCM Team

Respond to Readiness

Analyze Feedback

Measure Outcomes

Lead Sensemaking

Recognize Success

Coach & Consult

Mobilize Influencer

Enable Learning

Create

Strategy &

Approach

Collaborate

Integration &

Influence

Acknowledge

The Need for Change

Connect

To Shared Meaning

Enable

Excellence

Strengthen

Commitment

Analyze Benefits

Charter the OCM Team

Integrate Operating Systems | Deploy Resources

Execute Plans, Evaluate Progress, Monitor Resistance

Train, & Manage the OCM Team | Deploy Sponsors

Continue to Improve

Realize Benefits

Communicate Benefits

Engage Stakeholders

Leadership

Progress

Excellence

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Discussion

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Useful Resources

Baldridge Excellence Builder (2019-2020), NIST

www.nist.gov/baldrige

FYI for your improvement, Korn Ferry

https://www.kornferry.com/fyi-resources

Influencer: The New Science of Leading Change, Vital Smarts

https://www.vitalsmarts.com/resource/influencer-book/

ADKAR: A Model for Change, Prosci

https://store.prosci.com/adkar-a-model-for-change.html

Managing Change in Organizations: A Practice Guide, PMI

https://www.pmi.org/pmbok-guide-standards/practice-guides

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The Change Ambassador

Knowledge, Skills, and Ability

Exceptional communication and active listening skills
Ability to establish and maintain strong relationships at all organizational levels Ability to influence others and move toward a common vision or goal
Flexibility and adaptability; comfortable working in ambiguous situations
Resilient and tenacious with a propensity to persevere
Organized with a natural inclination for strategic and tactical planning
Team building skills and the ability to work collaboratively to solve problems
Acute business acumen and understanding of organizational issues and challenges
Knowledge of project management methodologies, tools and techniques
Knowledge of change management principles, methodologies, tools & techniques
Familiarity with past organizational change efforts
Ability to empathize with people going through organizational change

Job Description

The Change Ambassador plays a key role ensuring organizations realize project benefits by focusing on the people-side of change that occurs during project execution. The Change Ambassador supports a wide range of projects which may include changes to business processes, new systems and technology integration, and changing job roles and organizational structures.

Roles and Responsibilities

Apply a structured methodology to implement change management
Formulate organizational change management strategies
Guide implementation of resistance management strategies & tactics
Consult and coach project teams, project sponsors and senior leaders
Coordinate development of the change management team
Integrate change management with project management activities
Measure & analyze user readiness, adoption, proficiency and utilization
Engage and enroll stakeholders throughout the project lifecycle

What is the Change Ambassador Program?

3-Day Change Ambassador Certificate Program
Focus on Framework, ACES 2.0 OCM Model, Change Ambassador Competence, Strategy, Plans, Execution, Transition, Evaluation & sustainment.
Building the OCM Team
Resistance Management Tools & Techniques
Continuous learning and participation in the OCM Community of Practice

Contact: Dr. James King at James@navxl.com

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C5 Change Management Tool List

The Case for Change Management
Environmental Readiness Assessment
Change Magnitude Assessment
Project Sponsorship Assessment
Project Leadership Support Assessment
Project Sponsorship Action Register
Leadership Support Action Register
Individual Development Plan
OCM Schedule Template
Project Team Guidelines
Project Team Training Template
Calibrate Process Phase Checklist

OCM Lifecycle Management Plan
Organizational Change Readiness Assessment
Communication Management Plan Feedback Channels
Communication Action Log
Executive Interview Guide
Project Team Engagement Action Log
Coaching Plan
Training Management Plan
Integrate Process Phase Checklist

Communication Feedback Survey
Stakeholder Communications Questionnaire
Stakeholder Enrollment Action Log
Project Team Guidelines Survey
Team Engagement Action Log
Training Requirements
Training Needs Assessment
Training Action Log
Approach/Deploy Process Phase Checklist

Training Effectiveness Survey
Lesson Learned
Employee Feedback Worksheet
Performance Review Worksheet
Corrective Action Plan
Learn Phase Checklist

Calibrate Phase

Create Phase

Collaborate/Connect Phase

Commit Phase

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Contact

Dr. James R. King

James@navxl.com

LinkedIn: www.linkedin.com/in/dr-james-r-king

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OPEN FORUM

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Announcements

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PSCP Website

https://sites.google.com/pscpractitioners.org/home

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Interested in presenting, giving feedback, or asking questions? Please contact us.

Thank you!

Meagan Brown

720.250.7229

Meagan.ann.brown@Gmail.com

Michelle Malloy

719.924.3071

Michelle.malloy@state.co.us

Clair Anderson

720.471.9594

Clair.anderson@state.co.us