Making The Case for Records Management: The Art and Science of Leading Change November 3, 2016 Philip Jones.

Making The Case for Records Management: The Art and Science of Leading Change
November 3, 2016 Philip Jones

About ASC Employee-owned, woman-founded company committed to transforming organizations and individuals to become their best Enables clients to achieve their strategic priorities by optimizing assets, information, processes, systems, and human performance Services performed for more than 100 clients, in 47 countries, and in over 20 different industries during the past 5 years Practical, scalable, fit-for-purpose solutions that meet your unique business requirements. We get this business, and have done with digital and physical Access Sciences has delivered information and data management services to Fortune 500 companies for over 30 years.

About Me Father of one (see right)
Consulting Manager in the Change Management Practice B.A. from St. Edward’s University, Philosophy, English Writing Formerly Knowledge and Learning Manager at Access Sciences I fall down Wikipedia rabbit holes Most important thing to me: fatherhood. Because of my background, I’m much more about training than talking about us I digress, a lot. I like to bring different types of ideas to bear on problems, hence the format of this presentation.

About Our Ambitious Presentation Goals
By the end of this presentation you will… Learn how to tell the story that can be a catalyst for change Learn how to measure things traditionally considered hard to measure –allowing you to reduce uncertainty This agenda is ambitious. I want this to be educational, not just spotlight. Some of the content might seem off topic, but it relates back to the central goal of increasing program ROI. All of the skills learned here will help you with that.

The Two Systems System 1 : System 2:
Fast, intuitive, path of least resistance System 2: Slow, deliberate, calculating Daniel Kahneman explores the two types of thinking in “Thinking Fast and Slow” System 1 is insight. It lets you drive, catch balls, figure out something is moving toward you. It operates quickly with little notice. It is the world of habit and assumption. System 2 is deliberate thought. This is you doing math, and your taxes, and writing a proposal. They both have strengths and weaknesses, which Kahneman does an excellent job of exploring. But for our purposes, we want to talk about how to switch between them in service of good business decision making. When people have kneejerk reaction about cost centers, they are operating under assumptions driven by System 1. We need to take more time offering them some consideration to break them out of the mold.

How much does the bat cost?
The bat and the ball Can we suppress system 1, when the problem demands system 2? Here’s a hint: system 2 can help us better plan around our activities TOTAL PRICE: $1.10 Bat is $1 more than ball. How much does the bat cost?

Our Adversary – The Fast System
If the bat is one dollar, and the ball is $0.10 (total = $1.10) The ball is only 90 cents more, not a dollar. Therefore, Bat = $1.05 Ball = $0.05 $ $0.05 = $1.10 We need to engage System 2 in order to overcome this gap. We will do that with two parts. Telling stories in ways that make people think (and that sink in) and in building a case that considers their thinking and provides them models to ensure errors like this one don’t creep into business judgement.

Appearances Can be Deceiving
The villain in our story is that of appearances. We need to learn how to tell stories that make a compelling case, so we can get people invested in solving the problem. That’s what this process is about, that’s what we want you to learn. So let’s talk about what we need to overcome in the existing world…

System 1 is particularly subject to bias
Also see predictably irrational and decisive There are so many of them Knowing them does not make you any less susceptible to their influence The book Decisive by Chip and Dan Heath actually covers how to build systems that let you work around

Making the Case For RM through the Language of Story
Storytelling Making the Case For RM through the Language of Story

Stories solve problems
Carry dense meaning Teach lessons Speak to our emotional brain, which has far more control Are easier to tell, remember, and repeat Storytelling is the core of the human experience. It has existed as long as human history… as it was the primary tool for conveying history. It speaks to the reptilian brain, which holds more sway over our beliefs and actions than the newer executive center (pre-frontal cortex). The boy who cried wolf.

The audience is the hero (they must change)…
Examples include the classic narratives religious. Cultural and moral. Osiris, Prometheus, the Buddha, Moses, Jesus --- Most religious traditions are influenced by the monomyth. More recently: Harry Potter, Lord of the Rings, Star Wars… They are about transformation, and the hero is always uninitiated from humble beginnings. They learn from those who know more, but they are the ones who make change happen. These hit us somewhere emotional, and are more apt to make us change. We know records managers have trouble getting people to change practices, so this is a tool to help us overcome that and move forward. We are asking the profit centers and business leaders to be the hero. Lets talk about the hero – someone who lives in the outside world; real people… THE ORDINARY WORLD. The hero, uneasy, uncomfortable or unaware, is introduced sympathetically so the audience can identify with the situation or dilemma. The hero is shown against a background of environment, heredity, and personal history. Some kind of polarity in the hero’s life is pulling in different directions and causing stress. 2. THE CALL TO ADVENTURE. Something shakes up the situation, either from external pressures or from something rising up from deep within, so the hero must face the beginnings of change. 3. REFUSAL OF THE CALL. The hero feels the fear of the unknown and tries to turn away from the adventure, however briefly. Alternately, another character may express the uncertainty and danger ahead. 4. MEETING WITH THE MENTOR. The hero comes across a seasoned traveler of the worlds who gives him or her training, equipment, or advice that will help on the journey. Or the hero reaches within to a source of courage and wisdom. 5. CROSSING THE THRESHOLD. At the end of Act One, the hero commits to leaving the Ordinary World and entering a new region or condition with unfamiliar rules and values. 6. TESTS, ALLIES AND ENEMIES. The hero is tested and sorts out allegiances in the Special World. 7. APPROACH. The hero and newfound allies prepare for the major challenge in the Special world. 8. THE ORDEAL. Near the middle of the story, the hero enters a central space in the Special World and confronts death or faces his or her greatest fear. Out of the moment of death comes a new life. 9. THE REWARD. The hero takes possession of the treasure won by facing death. There may be celebration, but there is also danger of losing the treasure again. 10. THE ROAD BACK. About three-fourths of the way through the story, the hero is driven to complete the adventure, leaving the Special World to be sure the treasure is brought home. Often a chase scene signals the urgency and danger of the mission. 11. THE RESURRECTION. At the climax, the hero is severely tested once more on the threshold of home. He or she is purified by a last sacrifice, another moment of death and rebirth, but on a higher and more complete level. By the hero’s action, the polarities that were in conflict at the beginning are finally resolved. 12. RETURN WITH THE ELIXIR. The hero returns home or continues the journey, bearing some element of the treasure that has the power to transform the world as the hero has been transformed. Source: Joseph Campbell, The Hero With a Thousand Faces

(You’ve seen this story before)
The hero cycle is almost everywhere. Some follow it more than others. But elements of it persist, across cultures and mediums.

…and you will be the mentor that empowers them to act
The hero must Accept the call to adventure. The hero must change to win. You help them by… Showing them the flaws in the known world Giving them the tools to overcome Point to the new, better world in the unknown THIS IS WHERE YOU HELP. You are not the hero of the story you tell… you are the wizened mentor (Obi-Wan, Gandalf, Dumbledore.) The hero rejects the call to adventure at first… you must help them see the way and understand what is available. THE ORDINARY WORLD. The hero, uneasy, uncomfortable or unaware, is introduced sympathetically so the audience can identify with the situation or dilemma. The hero is shown against a background of environment, heredity, and personal history. Some kind of polarity in the hero’s life is pulling in different directions and causing stress. 2. THE CALL TO ADVENTURE. Something shakes up the situation, either from external pressures or from something rising up from deep within, so the hero must face the beginnings of change. 3. REFUSAL OF THE CALL. The hero feels the fear of the unknown and tries to turn away from the adventure, however briefly. Alternately, another character may express the uncertainty and danger ahead. 4. MEETING WITH THE MENTOR. The hero comes across a seasoned traveler of the worlds who gives him or her training, equipment, or advice that will help on the journey. Or the hero reaches within to a source of courage and wisdom. 5. CROSSING THE THRESHOLD. At the end of Act One, the hero commits to leaving the Ordinary World and entering a new region or condition with unfamiliar rules and values. 6. TESTS, ALLIES AND ENEMIES. The hero is tested and sorts out allegiances in the Special World. 7. APPROACH. The hero and newfound allies prepare for the major challenge in the Special world. 8. THE ORDEAL. Near the middle of the story, the hero enters a central space in the Special World and confronts death or faces his or her greatest fear. Out of the moment of death comes a new life. 9. THE REWARD. The hero takes possession of the treasure won by facing death. There may be celebration, but there is also danger of losing the treasure again. 10. THE ROAD BACK. About three-fourths of the way through the story, the hero is driven to complete the adventure, leaving the Special World to be sure the treasure is brought home. Often a chase scene signals the urgency and danger of the mission. 11. THE RESURRECTION. At the climax, the hero is severely tested once more on the threshold of home. He or she is purified by a last sacrifice, another moment of death and rebirth, but on a higher and more complete level. By the hero’s action, the polarities that were in conflict at the beginning are finally resolved. 12. RETURN WITH THE ELIXIR. The hero returns home or continues the journey, bearing some element of the treasure that has the power to transform the world as the hero has been transformed.

Overcome challenges and temptations Learn the changes and processes to support the RM initiatives Manage the change, stay resolute, encourage discipline Fight the inevitable hurdles and trials There will be trials that risk everything failing. You will help them make the changes necessary to overcome and persevere. They must defeat these challenges, but you must be there to equip them to do so. This is like supporting a project sponsor.

Transform into the heroic image and return Model the new processes Lead the change and set the example Be the hero others can embrace Once the change is complete, they must lead it through their example. They return to the world they left and they bring about the change, fulfilling the old world’s potential to be something more. If they cannot transform and maintain this image, the story has a different ending.

Understanding where we are to paint the path to where we need to go
The Known World Understanding where we are to paint the path to where we need to go Let’s start with a sample story to show the pain of the status quo. This is the real story of one of our clients, who went on this journey as well.

When we talk about hoarding information, we are usually speaking in the abstract. Digital information… things being held longer than needed… ones and zeroes. Sometimes the best way to hide something, is to store it. Remember Raiders of the Lost Arc? Needles in a stack of needles.

Attic Storage Additionally, having these boxes over their heads, literally, stressed out the safety manager. Everywhere you look, the indication of what we struggle against is evident. But it is so ubiquitous, system 1 passes right over it. I show this so you know I get you!

Information and Records in the Known World
Critical to organizations functioning… …not always given priority Our heroes easily accept “the way things are”

Until the catalyst… Most change comes from the “burning platform”
We have a responsibility to point to the new world before that happens We can also demonstrate value, rather than hope for fear The burning platform for change management, explain (e.g. deposition) Fear comes to late

From our example before:
But with a little insight, we were able to bring things in line with the RRS, and get rid of a lot of ROT files… an average of 60% were destroyed in compliance with the records retention schedule.

Act 2 – Your Journey Begins
The Science Now it’s your turn to be the leader of change.

The journey of the hero We need to equip the hero with some sort of power, some knowledge that lets them move forward. The supernatural gift - often magical, from someone wise. This is where our two themes become one

Accepting the Call We incite the change, we do that by showing the audience the concern We do that with modeling the path forward. THE ORDINARY WORLD. The hero, uneasy, uncomfortable or unaware, is introduced sympathetically so the audience can identify with the situation or dilemma. The hero is shown against a background of environment, heredity, and personal history. Some kind of polarity in the hero’s life is pulling in different directions and causing stress. 2. THE CALL TO ADVENTURE. Something shakes up the situation, either from external pressures or from something rising up from deep within, so the hero must face the beginnings of change. 3. REFUSAL OF THE CALL. The hero feels the fear of the unknown and tries to turn away from the adventure, however briefly. Alternately, another character may express the uncertainty and danger ahead. 4. MEETING WITH THE MENTOR. The hero comes across a seasoned traveler of the worlds who gives him or her training, equipment, or advice that will help on the journey. Or the hero reaches within to a source of courage and wisdom. 5. CROSSING THE THRESHOLD. At the end of Act One, the hero commits to leaving the Ordinary World and entering a new region or condition with unfamiliar rules and values. 6. TESTS, ALLIES AND ENEMIES. The hero is tested and sorts out allegiances in the Special World. 7. APPROACH. The hero and newfound allies prepare for the major challenge in the Special world. 8. THE ORDEAL. Near the middle of the story, the hero enters a central space in the Special World and confronts death or faces his or her greatest fear. Out of the moment of death comes a new life. 9. THE REWARD. The hero takes possession of the treasure won by facing death. There may be celebration, but there is also danger of losing the treasure again. 10. THE ROAD BACK. About three-fourths of the way through the story, the hero is driven to complete the adventure, leaving the Special World to be sure the treasure is brought home. Often a chase scene signals the urgency and danger of the mission. 11. THE RESURRECTION. At the climax, the hero is severely tested once more on the threshold of home. He or she is purified by a last sacrifice, another moment of death and rebirth, but on a higher and more complete level. By the hero’s action, the polarities that were in conflict at the beginning are finally resolved. 12. RETURN WITH THE ELIXIR. The hero returns home or continues the journey, bearing some element of the treasure that has the power to transform the world as the hero has been transformed.

Accepting the Call Something incites change
It is the recognition that the way of doing things is not the way forward Classic barrier: I don’t know the value We must breakthrough and accept the call to act To do so, we need to make the case for our current situation to the business (the role of the mentor) The change is incited by an action (litigation, lost time, etc.) Or a prophecy/warning (from you as the expert) I don’t know the value = habit developed from complacency

Making the case – How do we show value?
We measure risk more than we think Even in complex situations with little data, we can reduce the uncertainty We are going to do this first, to understand the true cost of postponing RM projects To do so, we stand on the shoulders of giants… Measuring intangibles like risk, when we don’t have the variables, is not impossible. We must accept that reducing uncertainty is the goal, not arriving at an exact number.

Enrico Fermi Enrico Fermi did this. Architect of the Atomic Age
Created first nuclear reactor Fermi questions taught approximation, close to accurate answers with little or no actual data (involve justified guesses about quantities and their variance over lower and upper bounds) He was working with something far more dangerous than business cases, and did so with the methodology we are about to explore.

Solving problems with many unknown variables
Physics Epidemiology Business Engineering Finance

The Classic Fermi Question
There are approximately 9,000,000 people living in Chicago. On average, there are two persons in each household in Chicago. Roughly one household in twenty has a piano that is tuned regularly. Pianos that are tuned regularly are tuned on average about once per year. It takes a piano tuner about two hours to tune a piano, including travel time. Each piano tuner works eight hours in a day, five days in a week, and 50 weeks in a year. Source: Wikipedia.org

The Classic Fermi Question (Cont’d)
To find the number of tunings in Chicago… (9,000,000 persons in Chicago) / (2 persons/household) × (1 piano/20 households) × (1 piano tuning per piano per year) = 225,000 piano tunings per year in Chicago. We can similarly calculate that the average piano tuner performs… (50 weeks/year)×(5 days/week)×(8 hours/day)/(2 hours to tune a piano) = 1000 piano tunings per year per piano tuner. Dividing gives… (225,000 piano tunings per year in Chicago) / (1000 piano tunings per year per piano tuner) = 225 piano tuners in Chicago. Note that this is all information we could get, guess closely, or deduce easily.

Number of Piano Tuners in Chicago:
How’d they do? Number of Piano Tuners in Chicago: 290 About 20% off… Considering where we started, it’s a very impressive testament to this paradigm.

Developing our approximations
We can do the same looking at what we know about our business and industry, and then building models and trying them many times. Business Factors X Industry Stats

Enter Monte Carlo ENIAC – one of the first large scale computers. Used to run these simulations over and over. Monte Carlo was hard before, now we can do it in excel on our laptops. These brute force simulations have many applications: I built one to decide whether or not I should buy a house and whether it was a sound investment. (e.g. rent increase vs. repairs, mortgage rates, opportunity cost, etc.)

Modeling records management ROI
Let’s demonstrate how we build a model and what it offers us…

Running a simulation Think about some numbers in projects you run
How much time do you think they can save? How much reduction in paper? What processes could be streamlined? We are aiming for the 90% threshold 90% of the time, the answer will be above the lower boundary 90% of the time, the answer will be lower than the upper boundary

A Word of Caution Models are not magic
We are often overconfident in our decision making Only as good as their assumptions

Act 3 – The Resolution

Transformation Now how do we equip our people for transformation?
Let’s do a quick overview of some low cost interventions that offer that. The handout has some more detail on these…

Tell the story, and use powers to help the hero
The mathematical tools to calculate value and drive change Behavioral tools to support change

Nudge Theory Behavioral economics
Helps people make better decisions without much thought Example: Keep the Change, Eyes on the Honor Bar, Tracking the Neighbors Water Usage Doing something that causes the change without the user being aware of it is sometimes easier. Behavioral economics shows that we can change people’s actions by small changes to their environment or information available. Sales people do better when their numbers are public. Utilities that included a graph of your consumptions vs. the neighborhood leads to a 10% drop in usage. Similarly, cars that report on MPG rates in real time increase efficiency by 10% because drivers treat it like a game without even noticing.

Script the Change Decrease the burden for the decision
Train to do the job in the system Move things into place (printers further, button for save to system more significant, tracking behavior) Checklists Making the change as easy as possible to implement is necessary. Don’t increase the end users cognitive load by asking them to decide, and then think, on what to do next. Doing so leads to change fatigue and makes it hard to build new habits.

Embed Solutions Train people to do their job
Solve another problem and embed information practices within that Quick solutions Triage and the 80/20 rule If you embed solutions in fixes to other problems, they can do a lot more with less effort. It seems like one change instead of many. They don’t have to be big. Also, remember the 80/20 rule (80 percent of outcome from 20 percent of actions or actors) applies to records managers. Deal with the biggest areas of concern and you can be surgical in your changes and get quick results.

The Biases of Decision Making
We avoid deliberative models that use measurement We choose them for operational things, but not business decisions We must: Avoid false patterns Avoid overconfidence Use the slow thinking and measurement

You are the hero… Now, you have tools to be the hero. I pass the mantle on to you. Next time you present, you will be the mentor, stewarding the reluctant hero towards their transformation to a better end state. You can help them see the change, and then adapt to it. Of course, we are here to help if you would like the support.

Next Steps

We can help you tell the story…
If you are interested in running your own simulation for ROI on a project you are considering, or finding a way to make the case for your project, contact us and we can help:

What’s Next We can help you calculate the ROI
If there is a way we can help, we can discuss But we only want projects where can offer value Further reading and suggestions in the hand out If you’d like and ROI simulation run, please contact us. We would be happy to help you do so. We can also talk about ways to make small changes with big impact. No hard selling, I promise. Additionally, further reading is included in the handout.

Areas of Focus Business Analysis and Strategy: Providing executive counsel and strategic guidance Information & Data Management Information Technology Change Management ForSite Managed Services Solution design, development and deployment Designing, implementing, and operating information and data management programs Architecting, implementing, and integrating software and systems to organize and manage business processes and information Enabling organizations and employees to excel Allowing clients to focus on core competencies by providing operational support and critical skills sourcing

Contact Information Philip Jones Tel: Blog: That’s me. Large picture not withstanding, feel free to contact me with any questions or ideas.

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