1. Public Managers addressing difficult challenges with powerful conversations and social technologies Smarter, Better, Surprising Gov: Sparking your Network for Higher Performance Michael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.

4. Technology is actively addressed

5. People (Staff) directed to comply, not enrolled--Implications:

6. Benefits for public managers not evident – (low commitment)

7. Many legacy institutional management practices (command & control) continue tostiffle employee-led innovation

8. Critical skill-building business norms re-alignment & rapid performance recoverynot addressedMichael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.

9. Post Initiative Sustainability Change Initiative (Innovation) Initial Preparation Open Gov. PROGRAM RISK – Sustainable Results depends on Human Capacity-building(source: McKinsey Transformation Study) Performance Results Results WITH Capacity-Building Performance driver Improvement due to changed mindsets, behavior and skills Improvement due to Management Systems Improvement due to Operating system (includes most technology) Results WITHOUT Capacity-Building Part 1 Time Michael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.

10. FIELD-TESTED PERFORMANCE BENEFIT -Greater Citizen-public sector Staff engagement equals… Part 1 …Citizen Trust & Employee Satisfaction (Source -Canadian Treasury Citizens Services Study - http://www.tbs-sct.gc.ca/rp/pstc-eng.asp)

11. Surprise findings -Employee Motivation & Productivity – Financial Incentives (MIT & US Federal Reserve Study) Financial incentives drive employee productivity well ONLY when the employee is performing simple, mechanistic tasks Financial incentives DO NOT drive productivity at all for conceptual, creative, thinking work; in fact, money counter-incents creative & conceptual task productivity! Top 3 employee motivators--when financial security is satisfied--are (Behavioral Economist D. Pink) : Autonomy – Being self directed Mastery– Getting better at area of interest (and recognized) Purpose– Making a difference in one’s community; Purpose drives employees more passionately and wiselythan profit

12. PROPOSAL - Equip STAFF to engage external stakeholders (and each other) to drive Agency innovation Create Human mechanisms for “influencing the management & operational systems” that driveOpen Gov. Innovation What kind of “human-centric influencing mechanisms”? 3 Collaborative Conversations aligned to Agency goals & systems and based on top non-financial human motivators (PURPOSE, AUTONOMY and MASTERY) Part 1 Michael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.

14. Formal Vs. Informal Innovation-driving Activities FORMAL Deliverables INFORMAL Person2Network Conversations & Agreements 1 1 Strategic Planning document Operations manual Annual (Quarterly) performance appraisal Shared understanding of commitment by key stakeholders, source of customer voice and top barriers identified Agreements for surfacing “internal hidden norms”(e.g. Need to Know vs. Need to Share) explicitly – so that they can be reviewed &/or re-aligned as appropriate Perfecting the 360 feedback loop (More frequent, more informal, more peer2peer & externally-sourced coaching,..); Perfecting on-going practice perfects performance 2 2 3 3 Part 2 Michael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.

15. Collaborative Conversation to discover & align Shared Purpose Identify key stakeholders and opinion leaders to co-determine: Business problem to address?/ Mission Benefit to fulfill? Communities to be engaged? Relationship type to develop? Methods &/or Tools for innovating? Where to capture the “voice of the customer” ?

16. (CONT’D from Previous Page - Expanded View of PURPOSE Table Graphic) Open Gov Strategic Alternatives Discussion Tool . Current Scenario 1 Part 2 Michael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.

17. Shaping Conversations into A Virtuous Cycle –Sparking Transformation by Engaging the Network Person  Team (3 Conversations for Change) 1 2 3 1 2 3 Part 2 Michael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.

18. Shaping Conversations into A Virtuous Cycle –Rapid Learning Project Cycles Team  Project(Behaviors in the Project Life cycle) Person  Team (3 Conversations for Change) 2 Extend 1 1 Commit 2 3 3 Restore 1 2 3 Part 2 Michael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.

19. Shaping Conversations into A Virtuous Cycle Aligning the Small with the Big Team  Project(Behaviors in the Project Life cycle) Person  Team (3 Conversations for Change) 2 Extend 1 1 Commit 2 3 3 Restore 1 Project  Mission 2 3 Stage 1 Pilot Efforts Stage 2 Align Stage X Fulfill

20. For more information Point of Contact Michael Lennon Michael.Lennon@adlenn.com 202-246-6865 @mlennon123 Michael .Lennon@adlenn.com Creative Commons Attribution-Share Alike 3.0 United States License.