the ability to important quality a leader can change... · 2019-12-18 · ask questions - i will...
TRANSCRIPT
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The ability to learn is the
most important quality a
leader can have.
- Sheryl Sandberg, Chief Operating Officer, Facebook
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Change Management: Helping Our People Be Successful With Each and Every Change
Carl Greer
Gary Vansuch
Scott McAllister
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First Things First
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First Things First
Stand up, and point to the Exit
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What’s inside today: long versionAgencies in many states are striving to build their internal change capability to support the success of key improvement projects and – even more importantly –the success of their people. The Colorado Department of Transportation (CDOT) and the Washington State Department of Transportation (WSDOT) – two large government enterprises – are helping their people be successful with improvement by deploying structured change management (“ people side of change”) on these key improvement projects. During this session, we will discuss 1) building internal change competency; and 2) embedding that in the organization's approach to Lean continuous improvement. This approach to change management, developed by Prosci, has increased CDOT's and WSDOT’s change capability, which helps us ensure that every person on who is impacted by a change will be successful with that change.
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What’s inside today: short version
Let’s create cultures where each and every person will be successful with each and every
change impacting them
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Let’s try a quick exercise first
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Are you good working together with others?
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Basic math is part of your work, right?
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Instructions:
Add the numbers you see, collectively, and call out the resulting answer
… ignoring slide numbers
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This is a quick exercise which combines both
…
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1000
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100040
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Hmmmmmmmm ……
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The “Best” Answer (in Base 10):
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Question for the
audience:
What happened?
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Good intentions are not enough.
They've never put an onion in the
soup yet.-- Sonya Levien, American screenwriter
and Academy Award winner
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Every system is perfectly designed to
get the results it
gets.
– W. Edwards Deming
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100040
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The “Best” Answer (in Base 10):
If you want to change the results you
got, something
has to change
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If you want to change the
results in your organization,
something has to change, too.
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We know that something!
We just heard it over the past 2 days! We know
the strategy!
And, that’s not enough!
Good intentions are not enough.
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HOW do we do it?
HOW do we change our
culture?
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Because ….
HOW do we do it?
HOW do we change our
culture?
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32
Cultureeats
strategy for
breakfast.– Dr. Peter F. Drucker
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How do we change culture?
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What’s inside today: short version
Let’s create cultures where each and every person will be successful with each and every
change impacting them
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What’s inside today: Parts
1. Shaping our culture: basics
2. Shaping our culture: Change management at WSDOT
3. Shaping our Culture: Change management at CDOT
4. Your thoughts and questions
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What’s inside today: Parts
1. Shaping our culture: basic
2. Shaping our culture: Change management at WSDOT
3. Shaping our Culture: Change management at CDOT
4. Your thoughts and questions
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Does your company have
an “I can” culture?
If not, what are you doing to change it?
- Karyn Ross, Keynote Speaker
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Some tools to help our learning
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40
Determine what behaviors and beliefs
you value as a company, and have everyone live true to
them.
These behaviors and beliefs should be so
essential to your core that you don’t even
think of it as culture.– Brittany Forsyth, VP of Human Relations,
Shopify
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Words both create and transmit
organizational culture.
- Karyn Ross, Keynote Speaker
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What is Culture?
Those behaviors and
beliefs and words that are the essence,
the core of your organization
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What is Culture?
Those behaviors and
beliefs and words that are the essence,
the core of your organization
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Safety Integrity People Customer Service
Excellence Respect
OUR VALUES
OUR STRATEGYSafety – We work and live safely!
We protect human life, preserve property, and put employee safety before production.
People – We value our employees! We acknowledge and recognize the skills and abilities of our coworkers and draw strength from our diversity and commitment to equal opportunity.
Integrity – We earn Colorado’s trust! We are honest and responsible in all that we do and hold ourselves to the highest moral and ethical standards.
Customer Service – We satisfy our customers! With a can-do attitude we work together and with others to respond effectively to our customer’s needs.
Excellence – We are committed to quality! We are leaders and problem solvers, continuously improving our products and services in support of our commitment to provide the best transportation systems for Colorado.
Respect – We respect each other! We are kind and civil with everyone, and we act with courage and humility.
What is Culture?
Those behaviors and
beliefs and words that are the essence,
the core of your organization
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Culture: Behaviors and beliefs and words
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Some advice
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Some adviceStep 1: What culture do you need/want: define it
clearly for yourself: behaviors, beliefs, words
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Step 1
What culture do you want / need?
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4
What is your DESIRED culture – the culture you need in your organization?
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5
What is your DESIRED culture – the culture you need in your organization?
Take out your phone or tablet, open a browser, and go to:
PollEv.com/_______
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Your desired culture: behaviors and beliefs and words
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5
What is your CURRENT culture (even if you do not like it)?
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5
What is your CURRENT culture (even if you do not like it)?
Take out your phone or tablet, open a browser, and go to:
PollEv.com/_______
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Your CURRENT culture: behaviors and beliefs and words
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Your culture challenge: Desired vs. Current = Gap
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Step 1, SummaryStep 1: What culture do you need/want:
define it clearly for yourself: behaviors, beliefs, words
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Step 2
How do you change to that culture you want / need?
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OK, Gary, I agree: Culture is important
Maybe the culture in my organization is standing in the way of progress.
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However, I am just one person.
Isn’t changing the culture someone
else’s job, the CEO, COO, CFO, CXO …?
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However, I am just one person.
Isn’t changing the culture someone
else’s job, the CEO, COO, CFO, CXO …?
What good can one person do to change culture?
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Some adviceStep 1: What culture do you need/want: define it
clearly for yourself: behaviors, beliefs, words
Step 2: How do you change to that culture: approach it like you would any change
Tip A: Understand the changeTip B: Start with yourself: be a good exampleTip C: Focus on coaching / mentoring individuals
(ADKAR), so that they can be successful
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Tip A• Approach this change
like you would approach any change: first, understand the change
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Here’s a tool that can help
Think of a change you are currently involved
with, or are contemplating starting.
Perhaps you want to transition to that Desired Culture
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Name of the change (Project)
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Short version for today: one
(reasonably short)
sentence
Purpose (Why)
Name of the change
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Short version for today:top 3 or 4
items
Short version for today: one
(reasonably short)
sentence
Purpose (Why)
Particulars (What)
What is actually being changed? Specific changes that will be made
to business processes, systems, tools, job roles, organization
structures – what is actually being changed?
What is actually being changed? Specific changes that will be made
to business processes, systems, tools, job roles, organization
structures – what is actually being changed?
Name of the change
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Short version for today:top 3 or 4
items
Short version for today: top 3 or 4people or
groups
Short version for today: one
(reasonably short)
sentence
Purpose (Why)
Particulars (What)
People (Who)
Who has to do their jobs differently?
With the new processes, systems, tools, job roles, organization
structures – whose day-to-day work will be impacted?
Who has to do their jobs differently?
With the new processes, systems, tools, job roles, organization
structures – whose day-to-day work will be impacted?
Name of the change
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Short version for today:top 3 or 4
items
Short version for today: top 3 or 4people or
groups
Short version for today: one
(reasonably short)
sentence
Purpose (Why)
Particulars (What)
People (Who)
Who has to do their jobs differently?
Scale of 0 to 100: what percentage of the success of
your change depends on people doing something different?
Who has to do their jobs differently?
Scale of 0 to 100: what percentage of the success of
your change depends on people doing something different?
Name of the change
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Short version for today:top 3 or 4
items
Short version for today: top 3 or 4people or
groups
Short version for today: one
(reasonably short)
sentence
Purpose (Why)
Particulars (What)
People (Who)
If people do NOT change how they do their jobs, then it does NOT matter what specific
changes are implemented!
If people don’t change how they do their jobs, then we ultimately will NOT achieve the
purpose of the change or the project!
Name of the change
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Let’s do a 2nd quick exercise
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Future State: organizational
Future State: individuals1. What does this individual have to do differently?2.
3.
Future State, new reality: organizational view
Future State, new reality: individual viewsWho has to change? How does their job change? What must they do differently?
1.
2.
3.
5
Instructions for this tool available at:blog.prosci.com/connecting-change-management-to-busi ness-results-future-states-exercise
How does the organization change (benefits for the organization)?
9/14/017 Shifting Culture Through Change Management
©Prosc i 2017, used with permiss ion,. All rights reserved
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Future State: organizational
Future State: individuals1.
2. What do YOU have to do differently?3.
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Tip A, summary• Approach this change
like you would approach any change: first, understand the change
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Tip B• Approach this change like you
would approach any change: Start with yourself, be a good example, a good role model
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“You must become the change you wish to see in the world.”
- Mahatma Ghandi
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76
"What you do speaks so loudly, I can't hear what you're saying."
– Ralph Waldo Emerson
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One person can make a difference,
and everyone should try
– John Kennedy
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Approach this change like you would approach any change:
Start with yourself, be good example, a good role model
Adapting to this change myself
UNDERSTAND - I will seek out information to understand why thischange is happening.
ASK QUESTIONS - I will ask questions to make sure I understandhow this change will impact me and my team.
PROVIDE FEEDBACK - I will provide feedback in a clear, non-confrontational manner to my manager and to the Sponsor (or projectteam) of this change, including any objections I have.
DEAL WITH MY OWN RESISTANCE - If I am resistant to the change,I will figure out the root cause of my resistance and will work with mymanager to find solutions to my objections.
SUPPORT AND PARTICIPATE - Before introducing this change to mypeople, I will decide to support and participate in the change, and to bean advocate.
A tool that may help
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There is nothing so annoying as a good example!– Mark Twain
79
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Tip B, summary• Approach this change like
you would approach any change: Start with yourself, be a good example, a good role model
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Tip C• Approach this change like
you would approach any change: Focus on coaching and mentoring individuals
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8
What comes to mind when you think of change management?
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8
What comes to mind when you think of change management?
Take out your phone or tablet, open a browser, and go to:
PollEv.com/_______
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Change management, our definition:
Helping every person be successful with every change
which impacts him or her
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• ADKAR was developed by Prosci Research after studying the change patterns of more than 700 organizations.
• ADKAR represents the five elements of change that must be achieved for the change to be a success.
• ADKAR targets managing change at an individual level and guides activities at an organizational level.
Prosci’s ADKAR® Model
ADKAR and ADKAR terms are registered trademarks of Prosci. All rights reserved.
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The Five Building Blocks forSuccessful Change
Knowledge
Ability
Desire
Awareness
Reinforcement®
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The Five Building Blocks forSuccessful Change
Knowledge
Ability
Desire
Awareness
Reinforcement®
We will cover the ADKAR model overall first, then discuss its
application to Personal Changes and Business
Changes
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The Five Building Blocks for Successful ChangeChange Begins with Understanding Why
What is the nature of the change?
Why is the change needed?
What is the risk of not changing?
Awareness
ADKAR and ADKAR terms are registered trademarks of Prosci. All rights reserved.
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The Five Building Blocks for Successful ChangeChange Involves Personal Decisions
A decision to engage and participate
A personal choiceWhat’s in it for me (WIIFM)?
Desire
ADKAR and ADKAR terms are registered trademarks of Prosci. All rights reserved.
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The Five Building Blocks for Successful ChangeChange Requires Knowing How
Understandinghow to change
Learningnew skills
Training on new processes and tools
Knowledge
ADKAR and ADKAR terms are registered trademarks of Prosci. All rights reserved.
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The Five Building Blocks for Successful ChangeChange Requires Action in the Right Direction
Achievement of the desired change in performance or behavior
The demonstrated capability to implement the change
Ability
ADKAR and ADKAR terms are registered trademarks of Prosci. All rights reserved.
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The Five Building Blocks for Successful Change
Recognition, rewards, and other activities
that sustain the change
Actions that increase the likelihood that a change will be continued
Change Must Be Reinforced to Be Sustained
Reinforcement®
ADKAR and ADKAR terms are registered trademarks of Prosci. All rights reserved.
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Individual Change Management Outcomes
A Awareness “I understand why…”
R Reinforcement “I will continue to…”
A Ability “I am able to…”
K Knowledge “I know how to…”
D Desire “I have decided to…”
When you create: You hear:
ADKAR and ADKAR terms are registered trademarks of Prosci. All rights reserved.
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The Five Building Blocks forSuccessful Change
Knowledge
Ability
Desire
Awareness
Reinforcement®
Think of a personal change that you are trying to facilitate with
a friend, family member, neighbor
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Individual Change Management Outcomes
A Awareness “I understand why…”
R Reinforcement “I will continue to…”
A Ability “I am able to…”
K Knowledge “I know how to…”
D Desire “I have decided to…”
When you create: You hear:
ADKAR and ADKAR terms are registered trademarks of Prosci. All rights reserved.
pp. 45‐50
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I feel really grateful to the
people who encouraged me and helped me
develop.
Nobody can succeed on their own.
-- Sheryl Sandberg, COO of FacebookA 1987 yearbook photo of Sheryl
Sandberg, who graduated from North Miami Beach High School
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“I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” ‐Maya Angelou
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The Five Building Blocks forSuccessful Change
Knowledge
Ability
Desire
Awareness
Reinforcement®
ADKAR applied to a Business Change at WSDOT
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Individual Change Management Outcomes
A Awareness “I understand why…”
R Reinforcement “I will continue to…”
A Ability “I am able to…”
K Knowledge “I know how to…”
D Desire “I have decided to…”
When you create: You hear:
ADKAR and ADKAR terms are registered trademarks of Prosci. All rights reserved.
pp. 57‐62
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Tip C summary• Approach this change like
you would approach any change: Focus on coaching and mentoring individuals, to help them succeed
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What we coveredStep 1: What culture do you need/want -
define it clearly: behaviors, beliefs, words
Step 2: How do you change to that culture: approach it like you would any change
Tip A: Understand the changeTip B: Start with yourself: be a good exampleTip C: Focus on coaching / mentoring individuals
(ADKAR), so that they can be successful
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What’s inside today: Parts
1. Shaping our culture: basics
2. Shaping our culture: Change management at WSDOT
3. Shaping our Culture: Change management at CDOT
4. Your thoughts and questions
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Build relationships:trust, credibility for the project
Role/job is to walk a mile in their shoes
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The Five Building Blocks forSuccessful Change
Knowledge
Ability
Desire
Awareness
Reinforcement®
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WSDOT has seven regions and the nation’s largest marine highway system,
Washington State Ferries
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Before implementing ADKAR, the method of communication was
through e‐mail, high‐level meetings or Quick notices.
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Sponsors and project managers now meet with the affected staff to explain the “why” of the project and risk of not doing anything.
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Implemented methods for affected stakeholders to ask questions or
give feedback.
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WIIFM for the Organization
Vs.
WIIFM for the impacted stakeholders
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“If you talk to a man in a language he understands, that goes to his head.
If you talk to him in his language, that goes to his heart.”‐ Nelson Mandela
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What’s inside today: Parts
1. Shaping our culture: basics
2. Shaping our culture: Change management at WSDOT
3. Shaping our Culture: Change management at CDOT
4. Your thoughts and questions
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WHAT is CDOT
114
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Flat Tops 115
WHO is TEAM CDOT?
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WHERE is TEAM CDOT
116
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CDOT’s Summit: To Become the Best DOT in the Country
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CDOT’s Change Agent Network (CAN): It’s All About People, too
Helping All of Our People be successful with each and every
change which impacts them
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Forward Flow of Information
119
Greatest Contributors to Success: • Active and Visible Sponsorship • Frequent and Open Communication about the Change • Structured Change Management Approach • Dedicated Change Management Resources and Funding • Employee Engagement and Participation • Engagement with and Support from Middle Management
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“Backward” Flow of Information
120
Two Way Information System: • Frontline Employees can send Ideas and Information
Back Up the Chain• Allows for Sending and Receiving Communication Regarding
Organizational Changes• Encourages Engagement from Frontline Workers
Employees Supervisors Change Agents Project Leads
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CAN:5 Regions6 Team Leads45 Change Agents
Activities:• Support Multiple Projects
• Statewide CAN Meetings• Regional CAN Meetings• Two‐way!!!• Change Management Plans
CDOT’s Change Agent Network (CAN): It’s All About People, too
Employees SupervisorsChange Agents
Project Leads
Helping All of Our People be successful with every change which impacts them
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What’s inside today: Parts
1. Shaping our culture: basics
2. Shaping our culture: Change management at WSDOT
3. Shaping our Culture: Change management at CDOT
4. Your thoughts and questions
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Let’s have some conversation!
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What we covered
1. Shaping our culture: basics
2. Shaping our culture: Change management at WSDOT
3. Shaping our Culture: Change management at CDOT
4. Your thoughts and questions
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“They always say that time
changes things, but you
actually have to change
them yourself.”
‐ Andy Warhol
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“A good plan, violently executed now, is better than a perfect plan executed next week.” – General George Patton
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So, what’s on your (good enough) plan?
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