US Environmental Protection Agency Office of Research and Development

Background EPA’s ORD Mission: conduct research to inform regulatory decisions, provide technical support Established in 1970 Now ~1800 employees (10% of EPA) –70% scientists/engineers –25% administrative –5% managers Reorganized in 1995 –Into 3 National Labs, 2 National Centers –To assess and manage risks that environmental contaminants may pose to human and ecosystem health.

Background (continued) ORD Improvement Efforts Drivers –Complex, multidisciplinary environmental issues –Better responsiveness to Agency needs –Retirement wave/new generation Previous Attempts –Williamsburg Meetings/Surveys – problem- solving approach –Management/Administrative Meetings Common Element: “Leadership at All Levels” Results Mixed –Voices heard, some problems solved –Difficulty implementing in a “command-and- control” culture

Background (continued) Focus on Leadership Fall 2001: ORD Leadership Coalition: cross- organizational committee of > 70 high performers Original Charge: Leadership-Development Program (succession planning) December 2001: Created Leadership Coalition Action Team (LCAT) of 30 to “flesh- out” framework March-June 2002: LCAT refocuses on cultural transformation –AI Approach –Themes: pervasive leadership, collaboration, trust

Background (continued) Cultural Transformation All Staff Take Initiative (pervasive leadership) More Collaboration/Integration –Within ORD –With outside stakeholders From Problem-Solving  Appreciative –Build upon strengths –See problems as opportunities From Propose/Dispose  Co-design

Summit Timeline Fall 2002: Planning January 2003 summit for 400 (ORD, EPA, outside stakeholders) October - November 2002: –LCAT drafts AI interview protocol with David’s help. –Promotion through s, presentations, posters, staff meetings –Recruit/train interviewers November – December 2002: –Interviewers conduct 300 interviews – highlights, dreams, interest in summit –LCAT plans agenda (Navy model) December 2002 – January 2003 –Finalized plans –Attendance open to all interested, plus 30 outside stakeholders

Baltimore, MD January 12-16, 2003 ORD Leadership Summit:

Discovery Identifying ORD’s Positive Core Discovery Identifying ORD’s Positive Core Dream Images of Future Shared Visions Dream Images of Future Shared Visions Design Possibility Propositions Ideal Organizational Designs Design Possibility Propositions Ideal Organizational Designs Destiny Actions/Projects Destiny Actions/Projects AI Summit “4-D” Cycle Igniting Leadership at Every Level: Working Together to Ensure the Earth’s Vitality

Capturing the Positive Core

Highlights from David Rejeski’s Talk “Peering Around Corners: Science and Technology Challenges in the 21 st Century” Six Ways to Kill Peripheral Vision Leadership Gap Not-Invented-Here (vs. Steal-Ideas- Shamelessly) Goal Obsession Adversarial Relationships Workforce Monoculture (No Requisite Variety) Impermeable Boundaries

“Networks are a natural response to environments fraught with risk and uncertainty. Whoever masters the network form first and best will gain major advantages.” “It is not what you think, but how you think, how fast you think, and how you organize to think (and act).”

ORD in 2010!

Effective External Communications and Connectivity with the Public EPA is valued, respected and relied upon for protecting human health and the environment. ORD, as the science and technology arm of the Agency, integrates stakeholders needs into its dynamic research program, and effectively communicates its research program and results to a wide range of constituencies in useful formats. This results in better understanding of ORD’s program and its role in supporting the Agency’s mission; and increased research collaboration, credibility, and use of ORD’s research results. The Right Information and Support to the Right People, in the Right Format, at the Right Time.

Attendees choose among 60 proposed topic areas for “Open Space” sessions

Self-managed groups flesh out proposed topic areas

40 pilot proposals presented to the “whole system”!

Where Do We Go From Here? Pilot Projects! LCAT/Innovative Leadership Network Additional Summits

This WILL Continue!!

Culture Change Begins at Home! Join a pilot project! – Leadership at all levels – Collaboration – Acting as though it is 2010! Bring leadership/collaboration into your workplace – Take initiative – Build your network – Change how you conduct meetings (co-design) – Take the appreciative approach Interview someone!

Conclusions/Next Steps LCAT will continue as oversight body –Still trying to get the website up! Formed subgroup to identify how to: –Build an expanding network of the pilot project workgroups, LCAT, and other interested parties –Create a “Leadership Institute” Provide support to pilots and overall effort Foster cultural change –Summits, seminars, symposiums –Communication –Leadership training/opportunities