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Presentation, Collaboration for Engaged Change, presented at Winter 2012 NCLGBA Conference
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Collaborating for Engaged Change
Joyce Munro & Marianne SwedenCity of Raleigh
< $
Collaboration + Engagement
= Change
1. “Stand on the Printer”
2. Create a common language
3. Expand your network
4. Question the experts
5. Practice deliberately
Raleigh OMBChange Agent Playbook
Change
To change, YOU haveto think and act differently.
To drive change, you have to get OTHERS to think and act differently.
“People are very open‐minded about new things –as long as they're exactly like the old ones.”
‐ Charles Kettering
Change
Changing Mind Maps
Focus your stand on targeted change
Make a bold statement
Keep it simple
Engage as many senses as possible
Repeat the message over and over and over
1. “Stand on the Printer”
It Starts with One: Changing individuals changes organizationsJ. Stewart Black and Hal B Gregersen
Heart of recession – FY2012
Recession fatigue – FY2013
Recovery, our new story – FY2014
Budget Kick Offs
Lessons from the Brady Bunch: Everything you need to know to succeed
with budgeting
Instill confidence that “you can do it”
Provide concrete strategies/techniques
Think beyond departmental siloes
Brady Bunch as a Metaphor
Recession Fatigue –Pay Attention!
Recession Fatigue –Pay Attention!
What are the gorillas in the room we CANNOT fail to see?
Recession Fatigue –Don’t Miss the Gorillas
Kingdom of CoR SlideKingdom of CoR
Kingdom of CoR SlideThe Great Necrosies
Tell a great story in order to get others interested in telling a better story.
Focused on:
Power of story to enhance recall and retelling
Many opportunities for departments to be telling their story and to engage people differently and more compellingly
Opportunities to focus on better business case development
Telling the Story
Language is a powerful change tool
“Stand on the Printer”
“Gorillas in the Room”
“Tell the Story”
When you hear people using YOUR language, you know you’re making progress!
2. Create a common language.
What do a Fire Marshall, Parks Planner & Training and
Development Manager have in common?
Pop Quiz
OMB Exchange
They each spent six months with OMB learning, collaborating and creatively solving problems.
They continue to drive change throughout the organization.
OMB Exchange
Budget Focus Group ‐department analyst network
OMB Reunion
Office space design
3. Expand your network. Exchange ideas.
Restaurateurs
Random Stanford students
Random group of average intelligence
Which restaurant concept is likely to drive the greatest profits if located in Palo Alto? “Make your own breakfast” restaurant
Pizza Shop (counter service, delivery and take out)
Sushi/Asian fusion
McDonald’s franchise
Expert pros
Superior amount of knowledge in a focused area
Superior skill in a focused area
Expert cons
Can’t always see the big picture
Theoretical at expense of practical
Encourage devil’s advocate position
Engage generalists or “outside” professionals
4. Question the Experts
Creative Opportunity: Identify new ways to improve your annual
budget development process.
Obstacle: You keep coming up with the same old ideas or
are just plain stuck.
Let’s Practice…
Go around the table in turn and respond to the following question:
How you can use poker chips to improve your annual budget processes?
Rules:
Each table is a team. Each table appoints one note taker. The rest of the table are players.
Think Time: 2 minutes. No talking among team members during this time. You may not write down your thoughts.
Play Time: 3 minutes
Each person must take a turn. If someone is stuck, the team is stuck.
Provocative Spontaneous Problem Game
To build your creative problem solving skill and drive change you have to practice often and deliberately
Spontaneous problems
Good structure for quick practice
Build confidence in thinking and speaking extemporaneously
Great for staff meetings
Great way to get unstuck
Anything can be a spontaneous problem!
5. Practice Deliberately
1. “Stand on the Printer”
Raleigh OMB Change Agent Playbook
2. Create a common language
5. Practice deliberately
4. Question the experts
3. Expand your network
What’s in your change playbook?
What are your opportunities to engage others differently?
How will you drive change?
Be the Change Agent