U.S. General Services Administration. Federal Acquisition Service. Navigating Change in Government Partnership for Publ

1. U.S. General Services Administration. Federal Acquisition Service.Navigating Change in GovernmentPartnership for Public ServiceMay 2012

2. Navigating Change in Government GSA Expo 2012

3. Partnership for Public Service The Partnership for Public Service works to revitalize our federal government by inspiring a new generation to serve and by transforming the way government works Securing the Right Talent Call to Serve and Annenberg Speakers Bureau Engaging Employees to Deliver Results Best Places to Work in the Federal Government Developing and Energizing Leaders Center for Government Leadership Fueling Innovation Service to America Medals (Sammies)

4. Center for Government Leadership Preparing federal leaders to solve national challenges by driving innovation, inspiring employees and delivering results Alumni Network

5. Objectives • Introduce Schools of Thought • Outline Core Concepts • Discuss a Plan of Action

6. Schools of Thought

7. John Kotter’s 8-Step Model • Establish a sense of urgency • Create the guiding coalition • Develop a vision and strategy • Communicate the vision • Empower employees for broad-based action • Generate short-term wins • Consolidate gains and produce more change • Anchor new approaches in the culture

8. Heath Brother’s Switch Model The elephant and the rider – we all have an emotional “elephant” and a rational “rider” • Direct the Rider • Motivate the Elephant • Shape the Path

9. Influencer – Levers of Influence People will attempt to change their behavior if: They believe it will be worth it (motivation) They can do what is required (ability) You can influence motivation and ability through personal, social and structural sources

10. Six Sources of Influence Motivation Ability Structural Social Personal

11. Personal Motivation • Help people find intrinsic satisfaction: • Immersing them in the activity • Tapping into people’s sense of pride and competition • Linking new behaviors to their values

12. Personal Ability • Ensure that people have the ability to change: • Breaking behaviors into clear, specific and repeatable actions • Creating time and space to practice new skills • Providing immediate feedback against clear standards

13. Social Motivation • Use peer pressure: • Cultivating the support of “opinion leaders” • Surfacing undiscussables through public discourse • Removing people from existing networks and placing them in a new, supportive network

14. Social Ability • When individuals need the support of those around them to change: • Getting entire groups to change behavior together • Co-opting others by turning your problem into their own • Having participants teach one another new behaviors

15. Structural Motivation • Extrinsic rewards should compliment other strategies: • Linking rewards to specific actions (not outcomes) • Using small, heartfelt tokens of appreciation • Using punishment judiciously – start with a warning but never bluff

16. Structural Ability • Shape the environment to make change easier: • Changing the physical environment • Making a small amount of important data visible to reinforce behaviors • Eliminating choice altogether

17. Exercise • With your neighbor discuss a recent change experience: • Was it successful or unsuccessful? • What factors contributed to the outcome? • What is your most memorable part of the change?

18. What can I do? Regardless of the framework used, all three models highlight the following levers of change: • Communicate a clear vision and path forward • Tap into people’s motivation to drive new behaviors • Create structures and systems to support new behaviors

19. Communications • In most change efforts, the vision is under-communicated by a factor of 10 • There are three common mistakes: • Communicating once • Communicating frequently, but without identifying concrete actions • Communicating a new vision but then acting in contradictory ways – destroying credibility

20. Communication Strategies • Engage employees in the process of creating the new vision (e.g., create a “guiding coalition”) • Communicate the vision: • Repeat, repeat, repeat • Explore different mediums of communication • Meet people where they are • Hearing does not equate with understanding • Identify credible messengers (the “opinion leaders”)

21. Communication Strategies (continued) • Follow the vision up with specific and tangible ways that employees can engage • Provide regular status updates • Capture stories to highlight quick wins and create a sense of progress • Don’t let up!

22. The People Factor: The 20-60-20 Model

23. Consider Structures • Do your systems and structures support the change? • Identify and remove barriers • Provide tools and support to ensure employees have the ability to adopt new behaviors • Create tools to help people navigate and engage (e.g., handbooks, guides) • Align rewards and accountability systems

24. Consider Structures (continued) • Do your systems and structures support the change? • Consider competitions • Tweak the environment • Revisit organization structure • Identify and remove blockers – particularly when they are in positions of authority

25. Exercise • With your neighbor, discuss how you would apply these frameworks to a current challenge: • How would you communicate the vision? • How would you motivate employees? • How would you change your systems/structures?

26. Action Planning What is one action you will take upon returning to work? What support will you need to accomplish this goal?

27. Stay Engaged! Center for Government Leadership: Annenberg Leadership Seminars Excellence in Government Fellows program Fed Coach Daily Pipeline Service to America Medals

28. Stay Engaged! Tom Foxtfox@ourpublicservice.org Laura Howeslhowes@ourpublicservice.org Catie Hargrovechargrove@ourpublicservice.org

29. ourpublicservice.org