BOSTONIA ACADEMY

Gold Training Day 1

WELCOME & INTRODUCTIONS

For the person next to you, create 5 individual sticky notes for their responses to the following questions:

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Name & Pronouns

(Ex: he/him, she/her, they/them)

Department/Agency

Specific task in your job that you love the most

What brings you the most joy outside of work?

Title of the project you’re working on for this training

TRAINING NORMS

OUR TRAINING STATS

ABOUT BOSTONIA ACADEMY

WHAT WE DO

HOW WE DO IT

• Teach a set of public-sector based process improvement tools that empower COB employees to implement incremental improvements
• Silver Training (3.5-hour training)
• Gold Training (2.5-day training)
• PI for Leaders (3.5-hour training)

• Use curriculum that derives from Six Sigma, Lean, and Kaizen roots. This training is heavily influenced by Denver Peak Academy’s training program

GOLD TRAINING INTENTIONS

COMMUNITY

CONNECTION

EMPOWERMENT

GOLD TRAINING OBJECTIVES

WHAT’S IN IT FOR YOU?

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• Improve your job for yourself, your coworkers and the residents of the City of Boston

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• Gain skills to help you say, see and solve problems efficiently!

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• Structure your solutions for lasting success

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• Understand how to manage change when change is hard

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• Get a signed certification by the Mayor by implementing a project that has positive and effective outcomes!

MAZE GAME!

MAZE GAME RULES

Everyone must complete the maze correctly

If you miss a step (defect) you must exit the maze and start over

You may not talk while the timer has started

Complete the maze as fast as possible

MAZE GAME DEBRIEF ROUND 1

What was the most challenging part of completing the maze in round 1?

MAZE GAME DEBRIEF ROUND 1

What was the most challenging part of completing the maze in round 1?

• Confusion around the process
• Couldn’t communicate with one another
• Didn’t know where to start

Tools You Will Learn: Process Mapping, Waste ID, Voice of the Constituent

ROUND 2

Everyone must complete the maze correctly

If you miss a step (defect) you must exit the maze and start over

You may not talk while the timer has started

Complete the maze in 1 minute or less

MAZE GAME DEBRIEF ROUND 2

What improvement ideas allowed your team to improve from round 1?

MAZE GAME DEBRIEF ROUND 2

What improvement ideas allowed your team to improve from round 1?

• Collaboration
• Finding the entrance faster
• Following the person in front of you closely

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Tools You Will Learn: Gap Analysis, Change Management, Brainstorming

ROUND 2

Everyone must complete the maze correctly

If you miss a step (defect) you must exit the maze and start over

You may not talk while the timer has started

Beat your previous time!

MAZE GAME DEBRIEF ROUND 3

How did you know if you were successful with the maze?

MAZE GAME DEBRIEF ROUND 3

How did you know if you were successful with the maze?

• Keeping track of the time during the rounds
• Knew when you made an error
• Aligned success to an identified goal

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Tools You Will Learn: Innovation Form, Testing/Piloting Solutions, Tracking Results

WHAT IS A PROCESS?

CONSTITUENT FACING EXAMPLES

INTERNAL OPERATIONAL EXAMPLES

• Giving out birth certificates

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• Completing a public records request

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• Collect parking ticket payments

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• Processing applications for a Temporary Food permit

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• Connecting constituents to language access resources

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• Completing a data analysis that will inform a policy decision

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• Streamlining onboarding / hiring process

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• Creating an intake form for team project requests

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• Reducing the # of unnecessary meetings

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HOW DO WE IMPROVE A PROCESS?

EXAMPLES:

PUBLIC RECORD REQUEST

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First Step: Constituent submits a public records request

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Last Step: COB employee completes request

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PROJECT REQUEST PROCESS

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First Step: Stakeholder emails or informally contacts a team member

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Last Step: Project is started by team

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What is happening between these steps? What are all the different ways the process can be completed?

PROCESS IMPROVEMENT BASICS

Continuous Improvement Mindset

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Non proprietary - accessible to anyone

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Driven by the people who do the work

An investment in COB employees

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Focused on delivering value to our constituents & stakeholders

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A framework to…

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SAY IT,

SEE IT, & SOLVE

Problems

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Process Improvement is about driving positive change that is continuous and sustainable!

OBJECTIVES FOR GOLD TRAINING

SAY IT

SEE IT

SOLVE IT

Start With Why

Tools to Identify Waste

Tools to Eliminate Waste

5 PRINCIPLES OF INNOVATION

Identify the value that constituents want

Map the steps required to deliver that value

Deliver service with less waste

Deliver on demand

Aim for perfection and standardize

This is a continuous process

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PROCESS IMPROVEMENT IN REAL LIFE

QUESTIONS TO THINK THROUGH

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• What is the goal of the team?

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• Why did they need to make a change?

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• What changes did they make to their process?

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• What metrics did they focus on to know their changes were successful?

MEALS PER HOUR VIDEO

MEALS PER HOUR VIDEO

PROCESS IMPROVEMENT IN REAL LIFE

QUESTIONS TO ANSWER

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• What is the goal of the team?

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• Why did they need to make a change?

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• What changes did they make to their process?

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• What metrics did they focus on to know their changes were successful?

STEPS FOR A SUCCESSFUL IMPROVEMENT

IDENTIFY WHY CHANGE IS NEEDED

MAP OUT THE PROCESS &

ID WASTE

SELECT 1-2 STEPS TO FOCUS ON

USE GAP ANALYSIS TOOLS TO ID ROOT CAUSE

BRAIN- STORM IDEAS TO ADDRESS GAPS

SELECT, IMPLEMENT & TEST SOLUTIONS

BREAK TIME!

Please be back in 10 minutes

VOICE OF THE CONSTITUENT & EQUITY IN INNOVATION

Before we formally identify why change is needed, we have to know who we are serving and if we are doing it equitably!

WHAT IS VoC AND WHY DO WE NEED IT?

Voice of the Constituent is understanding what it is that our constituents (or stakeholders) want and require from our operations and services

WHAT

WHY

You cannot properly deliver a service to your end user without a complete understanding of their experience and expectations

WHO ARE WE SERVING?

INTERNAL STAKEHOLDERS

EXTERNAL CONSTITUENTS/STAKEHOLDERS

• Coworkers / your team
• Other departments

• Community members
• Partners (nonprofits, contractors, etc.)

EXAMPLE

Let’s say you are a data analyst working with Blue Bikes to identify the locations and effectiveness of current stations across the city to inform where new stations should be put. You are directly serving an external stakeholder but your analysis will be impacting constituents

Sometimes your process may be serving both!

DIFFERENT LEVELS OF ENGAGEMENT IN A PROCESS

PRIMARY

• Direct user of the of the service
• Example: residents who use the library

PRIMARY

SECONDARY

TERTIARY

SECONDARY

• Benefit from the service but don’t directly use it
• Example: parents dropping their kids off at the library for a reading program

TERTIARY

• Indirectly affected by the service
• Example: taxpayers who contribute to the library’s funding

WAYS TO GET VOICE OF THE CONSTITUENT

• Looking at constituent comments and complaints
• Surveys
• 311 data
• Wait times
• Processing times
• One-on-one interviews
• Demographic information (ensures representation)
• Community feedback sessions

EQUITY IN INNOVATION

WHAT IS EQUITY?

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“The City of Boston has played a role in causing and perpetuating the inequities in our society. To break down these barriers, we are embedding equity and inclusion into everything we do.

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We define equity as ensuring every community has the resources it needs to thrive in Boston. This requires the active process of meeting individuals where they are. Inclusion is engaging every resident to build a more welcoming and supportive city. We are building a city for everyone, where diversity makes us a more empowered collective.”

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HOW CAN WE IMPROVE EQUITY THROUGH PROCESS?

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Ask yourself…

• Who may we be excluding from our process?
• As we make improvements, how can we ensure we don’t inadvertently reduce equity?

One of the best ways to see inequities is to watch the process work, if possible

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THE EQUITY IDENTITY WHEEL

EXAMPLE: SPANISH TRANSLATIONS

NEED FOR CHANGE:

• Department of Human Services sent out instructions and requirements for food and medical assistance programs. When sending materials to Spanish-speaking constituents, the department was translating the information through Google Translate, which was significantly inaccurate, culturally insensitive, and confusing. This created an access barrier for a vulnerable population who needed access to long-term benefits

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IMPROVEMENT:

• Native spanish speakers in the department translated the documents and created a cheat sheet of commonly incorrect translations so non spanish-speaking employees had a reference for the future

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CCD EQUITY VIDEO

DISCUSSION

QUESTIONS FOR YOUR TABLES:

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• Who does your process serve?

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• Who may be inadvertently excluded from your chosen process or a process that you touch day-to-day?

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• In what ways could your process enhance equity?

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STEPS FOR A SUCCESSFUL IMPROVEMENT

IDENTIFY WHY CHANGE IS NEEDED

MAP OUT THE PROCESS &

ID WASTE

SELECT 1-2 STEPS TO FOCUS ON

USE GAP ANALYSIS TOOLS TO ID ROOT CAUSE

BRAIN- STORM IDEAS TO ADDRESS GAPS

SELECT, IMPLEMENT & TEST SOLUTIONS

WE ARE HERE

THE INNOVATION FORM – A GUIDE FOR A PI PROJECT

SAY THE PROBLEM

SEE THE PROBLEM

SOLVE THE PROBLEM

THE INNOVATION FORM MODEL

SAY IT:

SETTING SCOPE

SEE IT: SOLVING

SOLVE IT: SUSTAIN

• ID the problem – Why Change is Needed

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• Current State & Future State Metrics

• ID Waste & Apply Gap Analysis tool(s)

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• Brainstorming & Prioritization

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• Pilot Ideas

• Action Planning

• Determine Results

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• Lessons Learned

SECTION 1

SECTION 2

SECTION 3

INNOVATION FORM PURPOSE

“Getting to the root reason behind a particular practice is often the key to changing it… Asking why and tying current practices back to specific reasons make it clear what (and what doesn’t) needs changing”

– “Hack Your Bureaucracy”

• Communicate

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• Build Consensus

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• Solve Problems

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• Measure Progress

The Innovation Form is a tool to…

INNOVATION FORM – SAY IT!

PART 1

PART 2

WHY CHANGE IS NEEDED – PROBLEM STATEMENT

INNOVATION FORM – CS & FS METRICS

METRICS – QMEATY!

QUALITATIVE FEELINGS

MONEY

ERRORS

AMOUNTS

TIME

YEARLY COST

• Staff Hourly Rate
• Material Costs

• How many widgets have defects?

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• What equity errors are in the process?

• # of times a process is completed

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• # of widgets produced

• Total time to complete a process

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• Waiting time

• Total cost of the process over a year

How do you, your team and/or constituents feel about the process?

Money x Amounts x Time = Yearly Cost!

TYPES OF SAVINGS

HARD SAVINGS EXAMPLE

SOFT SAVINGS EXAMPLE

CONSTITUENT SAVINGS EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

INNOVATION FORM: ISD HEALTH EXAMPLE

• We want to think about how long it is taking constituents to go through the process

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• If you don’t know how long it is taking individuals to go through the process, think about VoC tools!

LET’S PRACTICE!

Try applying your chosen innovation to the red section – Why Change is Needed & CS/FS QMEATY!

Grade 1: $25 (administrative assistant)

Grade 2: $35 (analyst, project manager)

Grade 3: $55 (middle manager)

Grade 4: $70 (directors)

Hourly Rate Examples

LUNCH

Please be back at 1:00 pm

MOVE SEATS!

WHY DO WE MAKE YOU MOVE SEATS?

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• A chance to learn how other agencies work
• Expand your network
• Get different perspectives and insight on your process

Sit with people you haven’t sat with yet! (Avoid sitting with people you work with)

UP NEXT → SEE IT!

WE JUST COVERED THIS

STEPS FOR A SUCCESSFUL IMPROVEMENT

IDENTIFY WHY CHANGE IS NEEDED

MAP OUT THE PROCESS &

ID WASTE

SELECT 1-2 STEPS TO FOCUS ON

USE GAP ANALYSIS TOOLS TO ID ROOT CAUSE

BRAIN- STORM IDEAS TO ADDRESS GAPS

SELECT, IMPLEMENT & TEST SOLUTIONS

WE ARE HERE

TOOLS TO IDENTIFY WASTE

PROCESS MAPPING & THE 8 WASTE’S

UNDERSTANDING PROCESS MAPPING

• To understand how inputs turn into outputs

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• To analyze and find opportunities to improve a process

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• To build consensus, have a mutual understanding and get buy-in

• Use whiteboards or butcher paper and post-it notes (Miro, Lucidchart etc. if virtual)

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• Map as a group with everyone participating

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• Identify all the steps in the process and then identify waste

WHAT

WHY

HOW

• A tool to illustrate every step in the process

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• A visual representation of a workflow / process

PROCESS MAPPING BASICS

* Different colors can represent different roles

* A decision point is anytime you ask a question in a process that will differentiate the next step taken

* ID first step and then the last step, this sets the scope

* Are there any key steps throughout the process? How long is it taking to go between each step?

* We use pink boxes ONLY to ID problems in a process

* Don’t map for a situation that hasn’t happened in years! We want to solve for the majority of the time

GENERAL RULES OF THUMB

Move left to right

Mark milestones/ time to deliver value

Use boxes to represent a step in the process

Use diamonds to represent a decision point

Use pink boxes to tag waste in a process

Map for what happens 80% of the time

PROCESS MAP GENERAL EXAMPLE

ID First Step

ID Last Step

PROCESS MAP HR EXAMPLE

Note the different colors used for different individuals/steps in the processes!

IN PERSON VERSION

DIGITAL VERSION

PROCESS MAP EXAMPLE: ISD HEALTH PERMIT

Link to Miro Board

GROUP PRACTICE!

Does anyone have a process that they want to talk through as a group?

PRACTICE!

At your tables, work with a partner to make a high-level process map for your project!

Hint: Document what the process looks like 80% of the time!

INSTRUCTIONS

• Each person has 8 minutes
• Use 10-12 sticky notes to create your framework
• # each sticky note so you know the order

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PROCESS SCOPE

• Identify the first and last step of your process
• Think through major decision points
• Include a legend, title, and date!

STEPS FOR A SUCCESSFUL IMPROVEMENT

IDENTIFY WHY CHANGE IS NEEDED

MAP OUT THE PROCESS &

ID WASTE

SELECT 1-2 STEPS TO FOCUS ON

USE GAP ANALYSIS TOOLS TO ID ROOT CAUSE

BRAIN- STORM IDEAS TO ADDRESS GAPS

SELECT, IMPLEMENT & TEST SOLUTIONS

WE ARE HERE

THE 8 WASTES – DEFINING DOWNTIME

D O W N T I M E

DEFECTS

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Rework, errors, incorrect information, anytime something goes wrong

OVERPRO-

DUCTION

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Producing more than is needed or before it’s needed

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WAITING

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Time wasted waiting to go to the next step in the process

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NON-UTILIZED TALENT/THINGS

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Not utilizing someone’s skills/talents or a software’s capability

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TRANSPOR-

TATION

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Movement of things, people, information, hand offs, etc.

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INEQUITIES

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When a person or group of people are being left out or negatively affected

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MATERIALS

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Physical inventory, not having enough, having too much (can also be digital)

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EXCESSIVE

PROCESSING

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More work than is required by the constituent

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THE 8 WASTES – DOWNTIME EXAMPLES

D O W N T I M E

DEFECTS

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You receive an application to review, there is missing info, you have to inquire with the applicant

OVERPRO-

DUCTION

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Having 5 different people approve something, especially if they don’t add value

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WAITING

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Waiting on responses from coworkers to continue to the next step

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NON-UTILIZED TALENT/THINGS

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Paying for Calendly when Google Calendar has the same core functionalities

TRANSPOR-

TATION

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Physically moving contracts around city hall to get signatures

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INEQUITIES

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Not having materials properly translated (i.e., using Google Translate)

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MATERIALS

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Having a cluttered inventory space, constantly running out of supplies

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EXCESSIVE

PROCESSING

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Asking for multiple parents’ names when you only need one of them

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DOWNTIME EXAMPLE

PROCESS MAP EXAMPLE: ISD HEALTH PERMIT

Link to Miro Board

DOWNTIME EXAMPLE

PRACTICE!

INSTRUCTIONS

• Individually look at your process map and apply DOWNTIME

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• Write the letter of the type of waste on the pink sticky note and place it under its associated step

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• Shrink the change! Where is your biggest area for improvement? (Think about what takes the most time and has the most pink stickies)

IDENTIFYING STEPS IN A PROCESS MAP

VALUE ADDED

BUSINESS

NECESSARY

OPPORTUNITY TO INNOVATE

Steps that improve the service for the constituent or generate value

Steps that are required by law, ordinance and/or policy

Activities that don’t contribute to or benefit the process and should be improved

The majority of your process map will be opportunity to innovate

VALUE ADDED EXAMPLE

IDENTIFYING AREAS OF FOCUS

GEMBA WALKS: SEE IT

What should you do if your process mapping and there are parts of the process that are unclear / unknown?

GEMBA WALKS: SEE IT

What should you do if your process mapping and there are parts of the process that are unclear / unknown?

WHAT IS A GEMBA WALK?

• Gemba – a Japanese word that means “the real place”

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• Going to where the work is done

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• Most powerful way to identify waste in a process

“As a leader, there is nothing more important, startling and helpful than seeing the truth” – Stephen Buccilli

HOW TO GEMBA WALK

(insert photos)

• Blame the process not the person

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• Not the time to “solve” the process

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• It takes courage to showcase areas in need of improvement, so be compassionate

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“We go observe what is really happening, while showing respect for the people involved, especially the people who do the real value-creating work of the (organization).” – John Shook

GEMBA WALK GUIDANCE

QUESTIONS TO ASK ON A GEMBA WALK

Who are we serving?

What do they value?

When does the process begin and end?

What are the steps in the process?

What are your (or your team’s) biggest pain points in the process?

What are constituent’s biggest pain points?

“All walkers should practice “active listening” and respectfully ask probing questions based on three key activities:

Go See, Ask What, Then Why, and Show Respect. These three behaviors are all part of Doing the Walk.”

– Michael Bremer

BREAK TIME!

Please be back in 10 minutes

SIGN YOUR NAME

SIGN YOUR NAME… NOW SIGN WITH YOUR OTHER HAND!

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• How did it feel?
• Did it come naturally, or did you have to stop and think about it?
• How would you feel if you had to do this everyday?
• How would you convince your department to do this everyday?

THE CORE OF CHANGE MANAGEMENT

“Fight for the things that you care about, but do it in a way that will lead others to join you.”

- Ruth Bader Ginsburg

• You must understand people in order to lead change efforts

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• What are their behaviors, habits, perspectives, emotions, and insights?

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• This influences their ability to adopt a new state to a process

SHAPE THE PATH: CHANGE CHAMPIONS

Find the people who will support and champion your change efforts. Bring them along in your change journey and others will follow their lead.

Trying to convince a mass of a new idea is not a strategic way to spend time. Convince innovators and early adopters.

WHAT MAKES A CHANGE CHAMPION?

A change champion does not have to be a formal leader or supervisor. A change champion is someone who…

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• Agrees that change is needed
• Believes that the benefits of the change outweigh the challenges
• Has good relationships with other team member
• Can help effectively communicate the why
• Is willing to put in the work to make the change successful

Those who innovate together, can be certified together!

RESISTANCE TO CHANGE IS NORMAL…

“In our lives, we embrace lots of big changes – not only babies, but marriages and new homes and new technologies and new job duties”

– Dan Heath, “Switch” (pg. 4)

Although some people are naturally change champions, most of the time people are initially resistant to change.

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People very resistant to change are what we call laggards…

HANDLING IMMOVABLE LAGGARDS

You want to create connection with immovable laggards…

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• Understanding Love & Fear
• Fear: rely on control and authority…fear of the unknown, failure, job loss
• Love: based on trust and support…feel safe, supported, included

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• Career, Community, and Cause
• What are they motivated by? Growth? Belonging? Purpose?
• Connect how your innovation will connect to their motivation

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• Everyone has a story, be a listener

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• Self awareness – what’s your role in this?

“Wonder is where love begins. When we choose to wonder about people we don’t know, when we imagine their lives and listen to their stories, we begin to expand the circle of who we see as part of us.” – Valarie Kaur

NAVIGATING FEAR BASED LAGGARDS

A brain based model for collaborating with and influencing others

THE SCARF METHOD

TALK AT YOUR TABLES!

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1. How would you want changes to be communicated to you?

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• Do you work with any laggards? How would you get them on board with your process improvement project?

PITCHING YOUR PROJECT…START WITH WHY

START WITH WHY

Often times we are told and/or tell others of a change but the why isn’t communicated and the need for change or individual impact isn’t recognized (Michael Jr)

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• Why is a change needed?
• How is the change impacting the people involved?
• Are there any fears or concerns? If so, why?

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Think about the tools you’ve learned so far…

NAVIGATING PEOPLE TO IMPROVE PROCESSES

“A perfectly designed process that no one follows produces no improvement in performance. Whether in the workplace, in your community, or in government, the bridge between a quality solution and [adding value] is individuals embracing and adopting the change.”

- “Change Management: The People Side of Change”

In order to have efficient and effective processes,

the team needs to work well together

HOW TO CHANGE THINGS WHEN CHANGE IS HARD

DIRECT THE RIDER

(Our Rational/Analytical Mind)

MOTIVATE THE

ELEPHANT

(Our Emotional Mind)

SHAPE THE PATH

(The Environment)

Lessons from Switch – Most change efforts fail because they focus only on logic (the Rider) or only on motivation (the Elephant). By aligning all three elements, people can overcome resistance, create momentum, and drive lasting change

• Scope down
• Point to the destination & give a clear indication on how to get there
• Highlight metrics

• Find the emotional connection – why change is needed, Gemba Walks!
• Address fears
• Celebrate progress and small wins

• Make it easy, remove obstacles
• Build habits
• Rally the herd
• Repeat 5-7 times

MAKING A CHANGE USING EMOTIONAL INTELLIGENCE

SELF-AWARENESS

SELF-MANAGEMENT

SOCIAL AWARENESS

RELATIONSHIP MANAGEMENT

• Be conscious of how you show up in the world
• Be aware of your actions, reactions, habits and behaviors

• Know how to manage your emotions and your triggers
• Develop techniques for owning and controlling your part in the situation

• Understand the emotions of those around you
• Deeply listen and have empathy for others

• Be able to communicate with people in a variety of roles
• Build and maintain solid relationships over time

MAKING A CHANGE USING EMOTIONAL INTELLIGENCE

SELF-AWARENESS

SELF-MANAGEMENT

SOCIAL AWARENESS

RELATIONSHIP MANAGEMENT

• Be conscious of how you show up in the world
• Be aware of your actions, reactions, habits and behaviors

• Know how to manage your emotions and your triggers
• Develop techniques for owning and controlling your part in the situation

• Understand the emotions of those around you
• Deeply listen and have empathy for others

• Be able to communicate with people in a variety of roles
• Build and maintain solid relationships over time

What one of these are you best at? What one do you think you need to work on?

APPLYING EMOTIONAL INTELLIGENCE

BEFORE:

• One on one interviews with stakeholders
• Get voice of the constituent (VoC)

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DURING:

• Gemba Walks
• Innovation Form CS
• Process mapping
• Gap analysis tools – this helps get all viewpoints (think about the identity wheel!)

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AFTER:

• Celebration!
• Collect feedback (surveys, plus/delta)

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“Seek first to understand, then to be understood” - Stephen Covey

INNOVATION & CHANGE CANNOT HAPPEN IN ISOLATION

TALK AT YOUR TABLES!

• What’s the culture of your department? Is it a “nice and polite” culture?

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• How does that culture impact the ability to make change?

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• If you were to confront a problem with your team, what would it be and how would you approach it?

CHANGE MANAGEMENT: LOU

https://www.youtube.com/watch?v=Q8MS4LLlv8Y

RECAP: A FRAMEWORK FOR GETTING BUY-IN

DEFINE THE PROBLEM:

• Talk to real people, look between silos, understand needs and problems

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LEARN THE ORG:

• Understand why, know the boundaries, listen to people and learn behavior incentives

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PITCH THE SOLUTION:

• Write your “Why Change Is Needed”, define metrics and costs, know your audience, leverage the word pilot, show demos, visuals, etc.

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START SMALL:

• Focus on scoped-down process problems that relate to the larger problem, highlight quick wins

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LEVERAGE CHANGE CHAMPIONS:

• Cultivate an environment excited for change, find the doers, make it easy for others to join you, present people a choice & give them a chance

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MAKE IT STICK:

• Use the bureaucracy against itself, create sustainability and standardize, reevaluate and be willing to pivot

CREATING YOUR CHANGE MANAGEMENT PLAN

• How will you communicate with your team/stakeholders before, during and after the change?

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• What is in it for your team/stakeholders, why should they come along?

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• What are the risks of not changing?

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• How do we know we were successful? What does “good” look like?

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• What resistance do you expect?

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• Who are your change champions? How might they help you face the resistance?

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• How can you celebrate the quick wins you’ve identified?

BREAK TIME!

Please be back in 10 minutes

SIMULATION

DIRECTIONS:

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• Create a structure using spaghetti, one piece of tape, and a marshmallow

• The marshmallow must be on top and cannot be broken up

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• You ARE allowed to talk or work with one another

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• You will have 12 minutes to build!

BUILD A TOWER, BUILD A TEAM

DAY 1 PLUS/DELTA