Friday, June 20, 2014

Using ListServs in Subscription-Based Learning

Janet Clary asked me the following question in the comments:
"For your subscription-based learning how are you using your ListServ and what are you using?"

Figured I would answer her in the blog vs. the comments.

What we are using : CataList powered by LISTSERV.

I don't know the financial or technical details of how our ListServs are set up.  
We've had this in our environment for ages.  

How we are using it: I am embarrassed to say this - but I am essentially using this as a one-way mailing list.  It's the best thing we currently have in our environment for bulk-mailing without the multiple approvals.

On governance: We do have an approvals process in place for these emails and posts. A team review, then the Communications review.  I am sending stuff for team review the morning 2 days in advance. They are expected to turn around comments by COB. The Communications review is the morning of the day before.  

All parties are well aware of my concerns around how easily this process gets bogged down.

We have been told that we don't communicate enough.

This is going to be a test..... 
Especially the first time one or the other group gets upset that I send stuff without their "approval."

The Telecommuting subscription-based learning program did not have these governance layers and was well-received by the audience and by senior management.

Let's see how quickly I get yelled at....

Thursday, June 19, 2014

Do We Sound Like This?

My dad is slowly getting his eyesight back.  Still not where he wants it - but it is good enough that he sent me this gem.

Sometimes, our training sounds like this to our audience.
Does yours?
Go to the YouTube posting for the full story behind this video.

Tuesday, June 17, 2014

A Message from the Universe?

This is where I planted my sunflowers.

This is where the birds decided they should go

I see a lot of parallels between the birds' "help" relocating my plants and my life right now.
Still pretty....still growing...just not where I thought.

Tuesday, May 27, 2014

Guerrilla Change Management in Action

I figured I would provide a concrete example of what Guerilla Change Management looks like in action.

Basically - giving away all of my state secrets :)
This project has the following problems / issues that need to be solved.

1) This is a major assumption shift.  We are asking people to think about how they communicate with others at work.  THIS IS NOT A PHONE REPLACEMENT!

2) The entire project team needs to be on-board with that assumption shift. 

3) The solution has a LOT of pieces.  We're not just messing with one workflow (picking up the phone and calling someone), we are messing with a bunch of them (chat, voice, person to person video teleconferencing, one-to-many video teleconferencing, desktop share....)

4) It will be very difficult to cover all of the details of those pieces in one training event.

5) And even if we were able to do that - no one would remember how to do anything.

6) The system will also be "unstable" during this section of the project.  The pilot is to help identify better configurations.  We are asking a lot of the pilot participants - who I am fondly referring to as "the 300."

7) We won't have much documentation until after the pilot.
Activity 1: Go talk to people.
I went around to my team-mates, the experienced sub-contract trainer that has been assigned to us for the project, the pilot coordinators and members of the 300 and kicked around some possible solutions.

I mentioned the Subscription-based Learning model and my experiments with it for our telecommuters.  The folks I talked to were open to using this for the project.

I also had a number of conversations around materials that were available from the vendor and others "right now" and decided that curated link lists would be useful for this section of the project.  At least until we had enough of a system to start testing and developing more specific content.  The folks I talked to liked that idea.

Activity 2: Scavenge for materials
I talked around the IT department to see what else was available.  We have a SharePoint implementation underway.  I knew that SharePoint  had all of the features that I wanted for this project.  Unfortunately - I also discovered that the team would not be ready for me and for this project. 

I thanked them profusely and looked elsewhere.  No one has a monopoly on tools.

A positive takeaway from this conversation, I am now involved in this project - so I'll be looking at this solution more closely for future efforts.

Sometimes no = not yet. 
For the curated link lists - I just dumped them into our Google Docs installation. This way, I could give people permission to add and I knew that everyone at the University could access the materials.

Besides - I really didn't want to spend a ton of time and effort over-engineering a web site that was only going to be used for a few months.

And the sites were way too complicated to just point users to.
For Subscription-based learning - I switched up some of the tools and processes based on what I learned the first time around. 

Activity 3: Figure out how to use the materials you scavenged
I knew how to use most of the materials I scavenged.

IdeaScale is pretty straightforward.  The big trick with that solution is the human process.  How do I get people engaged?  Since this is free and low-profile, I have room and space to experiment with some things.

Activity 4: Take what you have found and go solve the problem
(see above)

Activity 5: Repeat Activity 1 (Go talk to people) with the thing you created to solve the problem.  Get feedback.
The link list has already gotten positive feedback from the project team and pilot coordinators.

I am still in the process of putting together the rest of the solution.

Activity 6: Repeat activities 4 and 5 until either
- the problem is solved (often the jury-rigged solution you just created is good enough)
- you got the information you needed from your proof-of-concept and now have leverage to go ask for money / resources / people
- you realize you have completely mis-identified the problem and need to chuck everything and start over (this is not a bad thing - just a learning thing)

More to be revealed this summer.....

Thursday, May 22, 2014

The Learning Ecosystem in Action

Some early posts for context:
If You Could Do It All Over Again....
In the Throes of the Thrash
An Attempt to Structure the Problem
Status Report on the Learning Ecosystem
Summarizing the Learning Ecosystem

So the Learning Ecosystem is a year old.

What it looks like in action?

Daily project work.
I am currently involved in two major projects linked to potential delivery and development tools: Unified Communications (which completely changes all of our synchronous communications) and SharePoint (which I hope to later leverage for support and training delivery and maybe getting one step closer to making it easy for folks to find what they need to help them do their jobs.)

I am also doing the usual day to day operational tasks and talking to folks.  Looking and listening for trends.  What do people want?  What do they want to accomplish?  What do they see happening?

Weekly reviews of the IT project and proposal listings
Any new requests and projects that might impact the ecosystem? 

I've been looking at all of the projects related to identity management (for assignment and curriculum development), potential delivery and development tools (we have a couple of doozies happening now), as well as anything directly related to our existing systems in our environment.

You will notice that I am NOT fixated on items specifically tagged "learning" or "talent development"

I want my environment to map as closely to where people are (or will be) actually working as possible.

I am also keeping an eye on what's going on in Business Intelligence since what is going on there now we can leverage later.

Quarterly updates to my management chain

I re-do the PowerPoint every quarter.  I update the projects I am tracking, new trends I am seeing in the environment (both what is being asked for technologically and what I am hearing when I talk to people)

Annual re-evaluation of the direction of the ecosystem
- What is the political environment right now?  We've had a lot of changes in players - people coming and going, people changing jobs and departments. 

- Who do I need to loop in?  What networks do I need to build?

- Who do I need to update and get feedback from regarding our efforts? (I'll admit, this is going to be WAY overdue by the time I get to it)

- Do the guiding principles still apply?  Are they moving us in a direction we wish to go in?  What changes need to be made? (I am putting in our slide below....I've been re-thinking some stuff here recently - though this is far from complete.)

- Are our critical success factors accurate?
- What other changes need to be made to the general single sheet?

I'm doing this now, though not in as concentrated a manner as I would like - mostly because I am tied into two really large projects that are eating a lot of my time and energy.
I probably spend about 10% of my formal work time (and at least 30% of my "thinkin' about nuthin'" time) working on the strategic part of this.

I'd like it to be more.  Especially as I become more and more convinced that the core of being a strong organization, being an agile (in the "able to move quickly and easily" sense) organization,  is a culture of "learning".

And I think that culture needs to permeate EVERYTHING.
Because change requires learning.

Tuesday, May 20, 2014

Working with the Unengaged

I was watching a video (not the one posted above) that talked about how one company created a culture of employee engagement.

Interestingly, my first thought how do we make the life of the 70% easier?

I'm thinking that if we can take steps in THAT direction, that just maybe they might become more engaged.

And as an organization, we can slowly build the trust required for the person to become engaged in their work.

In my experience, most people start a job wanting to be engaged.
That takes trust.
Most organizations, from day 1, erode that trust.
For some organizations, this erosion happens even sooner depending upon their recruitment practices.

It takes someone with a really strong compass (and a little bit of a masochistic streak) to overcome that environment.  And they can only do that for so

The key term in the video above is MUTUAL commitment.

So what makes you think you DESERVE an engaged employee.

Thursday, May 15, 2014

Change Without "Executive Support"

Change sometimes looks like this....
As part of our Unified Communications project, one of our SWAT team put together a proposal for a service offering that would provide IT consulting assistance helping departments use the new tool kit more effectively.

Everyone thought it was a great idea.

Nothing really happened.

The SWAT team forwarded the proposal to me.
"What do you think?"

I thought about our Telecommuting initiative.
How many departments were involved in the implementation (mostly IT, HR and Finance)
Where the initial driver was (our Innovation Task Force - and initially pushed at our Sr. VP level).
What worked and what didn't.

My initial reaction - this needs to be championed at the Sr. VP level (at least) and, more successfully, at the President level (because we have academic departments involved). 

Chances of that happening? 

I wasn't happy with my answer to the SWAT team.
Because, dangit, we were "asking for permission."
Why be so helpless?

When I've been most successful at being a change agent, it has been because I made the change myself. Used the tool myself. Ate the dog food.

I hunted down the proposal author after a weekend of chewing on the issue.

When each of us use these tools - what would "efficient" look like?
To ourselves?
To outsiders?

What would "efficient" look like during team use?
To the team members?
To outsiders observing the operation of the team?

If we could get people to ask us "Hey - how did you do that?" - THEN we would have a consulting service.

There is no one stopping us from being the change we want to see.
The proposal author seemed to like this idea. 
 If we can manage to get our own house in order - it will be much easier to get the "executive support" we want.  Because they will be racing to get in front of it.

Seen that dynamic way too many times.

And I'm thrilled to find another running partner.