1. 1 Day Agency Course
April 2014
Bruce Stewart

2. The Agency Game-Changer Role
Your role as a Game-Changer is to use what you learn and spread it throughout your organization to improve teamwork, retention, innovation, and productivity. 
In other words, your role is to Change the Game. From a Game where only some fully participate to a Game in which everyone participates, has fun, works as a team, and is productive.

3. The D&I Challenge in the Government

4. 90 Day New IQ Approach Process
Step 1.
Meet with Leadership team. Review New IQ process. Set up New IQ Survey
Step 2.
Meet with leadership team and review respective New IQ scores. Identify implementation dates and identify potential change agents.
Step3.
Conduct Change Agent training with 10 to 20 selected Participants. Teach basics of New IQ, modify training, build message.
1 Day
Step 4.
Conduct 4hr New IQ workshop for agency participants.
Step 5.
Conduct regular checkups over 6 weeks with workshop participants. i.e. s to reinforce agreed upon behaviors
Step 6.
Conduct 90 minute action planning seminar to review participant action plan and make modifications to ensure success.1

5. Step 1. Meet with Leadership team. Review New IQ process
Step 1. Meet with Leadership team. Review New IQ process. Set up New IQ Survey
Initial Meeting
Establish relationship
Explain the logic of the New IQ
Get them to buy in
Set the scene
Key Message
3 Points
Key Message finish
Set up date for agency to take survey
Remember, only 150 people at a time!! Small changes…

6. Establishing the way ahead…
Step 2. Meet with leadership team and review respective New IQ scores. Identify implementation dates and identify potential change agents.
Establishing the way ahead…
This meeting is designed to review New IQ scores. Share your analysis of the scores with leadership. Remember, to key in on aspects that are important to them. Show ways that the New IQ can help them successfully achieve their goals. Reinforce that the New IQ is tied directly to improved employee engagement.
Set up training dates for the 1 day game-changer training and the employee training dates. Remember, we want to train managers, supervisors and employees together in classes of no more than 25 to 30.
Have them you 10 Game-Changers. Tell them the game changers they select should be diverse in all aspects and have high energy and a positive attitude.

7. This is the 1 Day Agency Game-Changer Course
Step 3. Conduct Change Agent training with 10 to 20 selected Participants. Teach basics of New IQ, modify training, build message.
This is the 1 Day Agency Game-Changer Course
Conduct the 1 Day Game-Changer course.
Should have 10 high energy agency employees

8. Step 4. Conduct 4hr New IQ workshop for agency participants
This is the training all employees go through
Conduct the general 3 to 4 hr Game-Changer training for all employees.
You will set this training up using a combination of videos and exercises.
Emphasis should be on the 5 habits, participants identifying 1 to 3 persona habits they will work on n addition to the 3 behaviors identified during the 1 day game-changer course

9. Habit ticklers will be sent out through the MAX OMB page.
Step 5. Conduct regular checkups over 6 weeks with workshop participants. i.e. s to reinforce agreed upon behaviors
This is the reminder “tickler” to help participants with habits..
Habit ticklers will be sent out through the MAX OMB page.
Suggest to participants use smart phone to set up habit reminder system.

10. 6 weeks after initial training Conduct 90 minute action plan follow-up
Step 6. Conduct 90minute action planning seminar to review participant action plan and make modifications to ensure success
6 weeks after initial training
Conduct 90 minute action plan follow-up
Suggest face to face, but can be done on webcast or webinar
Should have agency game-changers conduct this follow up session
Now, schedule New IQ survey with agency to identify any progress…

11. “We are Smarter than Me”

12. Diverse Perspectives
“We are at our best when we draw on the talents of all parts of our society, and our greatest accomplishments are achieved when diverse perspectives are brought to bear.”
Barack Obama
The White House
August 18, 2011
Executive Order 13583

15. Newspapers from the time estimated the size of the iceberg to be between feet high and feet long. Titanic was navigable for awhile and could have pulled aside the iceberg. Many people could have climbed aboard it to find flat places to stay out of the water for the four hours before help arrived. Fixated on the fact that icebergs sink ships, people overlooked the size and shape of the iceberg (plus the fact that it would not sink).

16. The Brown Paradox

17. Wrong mental maps lead to wrong solutions which lead to lost resources…

18. Thomas Schelling Segregation: background
In many (American) cities, races segregate
This has unwanted consequences
Why does this happen, and what can we do about it?
Main idea: this is because people don’t like each other
If that would be true, high-tolerance cities would have lower segregation than low- tolerance cities …
… but empirically this does not hold.

20. Schelling’s conclusion
Harsh preferences are not necessary to create segregation. In other words: even under ‘mild’ circumstances, segregation can occur
And the simulation shows that segregation also depends on for instance how full the checkerboard is (if crowded, moving is more difficult)

21. We Must Think Differently by Challenging our Paradigms…Creatively

22. Workforce Engagement Impact Dashboard

23. 3 Buckets Diversity Inclusion Change Diversity Trumps Ability
Cognitive Diversity
Unconscious Bias
Inclusion
Inclusive Intelligence
5 Habits
80/20 Rule
Change
Social Networks
Viral
Rule of 150

24. Diversity Basics A Class Divided Diversity Trumps Ability
Unconscious Bias

25. Inclusion Basics
Baranga Card Game
Inclusion Definition
Trimtab

26. New IQ New IQ Definition and Development 5 habits
3-Step habit creation

27. CLICK: the way you change the game
Connect
Lead
Influence
Change
C(K)reate

28. The Five Skills of a Game-Changer
Connect with Anyone
Lead Everyone
Influence Others to Follow
Change Through Networks
Create by Design

29. Connect to Anyone Review Unconscious Biases
Review Implicit association test results

30. Lead everyone by example
Be Likeable
Be credible through character, confidence, and competence. And, sprinkle a dab of courage on yourself to…

31. Influence
Be influential by being authentic and using your personal story.
Use the story template

32. Change Understand that change is through social networks
Read Tipping Point

33. Create
Use design thinking to come up with innovative solutions to organizational challenges

34. Is this group diverse?
This is the kind of view you get when you report based on the characteristics of individuals.

35. Is this group diverse?
This is the kind of view you get when you report based on the characteristics of individuals.
Are different perspectives being brought to bear?

36. Is this group diverse? Quantitatively show diversity
But does this prove employees get diverse perspectives?
(Illustrative)

37. Network Analysis tells a different story

38. Network Analysis tells a different story
Human nature: people tend to surround themselves with those they see as similar to themselves
Similarities can be based on many different characteristics
…this network will inhibit diversity of thought.

39. Network science
Every organization has existing networks, mostly hidden to senior leaders, that gets work done.

40. Network science
Every organization has existing networks, mostly hidden to senior leaders, that gets work done. Network analysis exposes these networks

41. Network science
Every organization has existing networks, mostly hidden to senior leaders, that gets work done. Network analysis exposes these networks … and lets organizations take advantage of them.

42. Questions Silos Are there silos?
What are the characteristics of people in each silo?
Who are the most important people in each silo?
Who are the people who connect different silos?
Collaboration
How are we collaborating currently?
Where is there room for improvement?
What are the benefits of improved collaboration?
Knowledge
Does knowledge cross silos?
What is this knowledge worth?