Change Management and Communications · Using best practices, demonstrating improvements, introducing innovations. Reaping the benefits of some early wins, developing more skills,

Change Management and Communications

Examples from GSA’s 1800 F Transformation

1800 F Transformation

Table of Content

Significant Events – Timeline and Recap

Screenshots from GSA’s 1800 F Internal WebSite


Significant Events Recap

Spring/Summer 2010

Series of Facilitated Workshops with GSA Leadership Team to

outline Building Principles and Vision

Tours and Logistics Prep

GSA employees and leaders took tours of the swing space and were

given videos/photos

14 Wk Change Program for Move to Swing Space

Established and launched interim change management

program – precursor to Change Champions effort

Background:

During 2010, GSA’s 1800 F Transformation consisted of the build out of its swing space at One

Constitution Square, which is in a build-to-suit leased space mirroring some of the core principles expected

to be featured at the modernized 1800 F Building.

The “swing space” housed nearly half of the GSA population previously working from 1800 F, while Phase

1 of the construction at the building got underway. The remaining GSA employees (mainly from the Public

Building Service (PBS)) occupied the portion of 1800 F that was not currently scheduled for full renovation,

which is being referred to as the Refresh area.

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ove

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Significant Events Recap

Launched 1800 F website Dec 2011; scheduled for bi-weekly updates on topics of place, people, and work and

tracking to the Change Continuum: Ready, Going,

Confident, and Expert

Dec 2011 – Jan 2012;

Series of Facilitated Workshops with GSA

Managers to raise awareness and

discuss new working environment

Launch of the 1800 F Change Champions

Mar 2012; Forming of the group,

implementing town halls

Launched Managing for Mobility

Apr 2012; Skills training and

discussion webinar for managers;

monthly topics until 2013

Continuing Change Mgmt Program

Established and launched interim

change management program – precursor

to Change Champions effort

Background:

Starting in the winter of 2011, the 1800 F Transformation Team resumed communications and outreach for

the 1800 F Transformation effort. The initial set of workshops focused on enrolling managers by raising

awareness of the progress-to-date and expected work environment.

In spring of 2012, the Change Champion corps launched for PBS and Central Office organizations in the

DC area and simultaneously GSA’s Federal Acquisition Service initiated an internal change program for its

whole organization (national scope).

In the interim time period, GSA is also undergoing a organizational restructure.

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Pre

par

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for

the

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1800 F Transformation Website


Change Continuum: Setting the Pace for the

Transformation

Using best practices,

demonstrating

improvements,

introducing

innovations.

Reaping the benefits

of some early wins,

developing more

skills, and

incorporating lessons

learned to future

practice

Setting off on the

Change Trip,

initiating some

practice, seeing what

it feels like, making

some course

adjustments, and

modifying your

requirements

Looking at your

timeframe, and

planning the route,

according to your

‘transformation pace’

Getting

Going

Getting

Confident

Getting

Expert

Getting

Prepared


Practice Areas Communication People

Place

Work

The messaging used to inform and engage

Practicing the change: - Establish ongoing forums for communication -Facilitate team discussions

- Recognize and celebrate progress; motivate and inspire

-Encourage creativity, sharing, and support

Letting go of privately held information

The physical work environment

Practicing the change: - Use low- or no-cost options to maximize space and promote work flexibilities -Try different workspace configurations

- Repurpose private offices into common space or meeting rooms

Letting go of private offices and assigned

workspaces

Work behaviors and choices

Practicing the change: - Increase flexible work modes (e.g. telework, desk sharing, hoteling, etc) -Become proficient in the latest technology -Establish relationships and build communities with dispersed colleagues

Letting go of traditional ways of

working

Business processes to manage the new ways

of working Practicing the change: -Give dynamic feedback on job performance

-Focus on results and performance -Streamline existing processes that rely on face-to-face interaction

Letting go of our attachment to

physical “stuff” (printers, files, pen and ink signatures)

Guidance notes/tools for each activity Measure results and feedback


1800 F Transformation Website –

Overarching Structure



Repository of Articles



Key Concepts of the Transformation

Key Concepts for Transformation


Recommended Action Items

Space

Commit to reducing personal stuff

(i.e. personal paper files, desk flair,

etc)

Hotel on the same day in the same

location with team

Practice hoteling at GSA locations

- One Con, CP4, NCR, Willow

Wood

Technology

Attend a WebEx meeting

Use Bookit to schedule hoteling

space

Practice using Citrix/VPN

Practice using VOIP & Google

Voice

Practice using a new feature on

your mobile devices

Update personal Chatter profile &

make a Chatter post

Share Google calendar w/ team

Take WebEx 201 training

Relationships

Practice team norms for

communicating (e.g. Gchat status,

email/phone response time)

Post to do’s on team Chatter site

Conduct daily team check-ins

Participate in a virtual coffee

Ready. Going. Confident. Expert. Getting Getting Getting Getting


Space

Commit to reducing personal stuff

(i.e. personal paper files, desk

flair)

Plan to hotel with team

Post a sign on your

workstation/office announcing how

you can be reached when

conducting mobile work

Technology


Take Bookit training

Take Citrix/VPN training

Take VOIP training

Take Google Voice training

Take Mobile Devices training

Take Chatter training

Take Google calendar training

Take Google Gchat training

Relationships

Set team norms for communicating

(e.g. Gchat status, email/phone

response time)

Plan an in-person social event

Identify a buddy during WAVE

Create a Chatter group to support

team communication during WAVE

Conduct daily team check-ins


Space

Suggest reconfiguring your space

to be more open & collaborative

Routinely hotel at GSA locations -

One Con, CP4, NCR, Willow

Wood

Hotel at a customer site

Technology

Conduct/host a WebEx meeting

with team or customers

Use Bookit to schedule hoteling

space

Use Citrix/VPN to mobile work

Use VOIP & Google Voice

Use Mobile Device to hotspot

Check, post & communicate on

Chatter

Use your Google calendar & team

members to plan meetings


Relationships

Use team norms when

communicating (e.g. Gchat status,

email/phone response time)

Use WebEx,video chat/google

video hang-out to connect w/ team

Conduct a virtual coffee

Attend an in-person social event

Adapting to changes

in space, technology,

and relationships

Action Items to assist in adapting to changes in space, technology and relationships Select a min. of 3 individual actions from the categories listed below (space, tech, relationships), set completion dates and hold

yourself to them! Space 1.______________________________________________________________________________________________Date Complete_______________________

Technology 2. ________________________________________________________________Date Complete ______________________

Relationships 3. ________________________________________________________________Date Complete_______________________


Space

Get rid of all paper and go

predominately paperless

Give up your desk/office and

become fully mobile (i.e. all your

work technology & tools fit into a

rolling bag)

Reconfigure workspace to more

open & collaborative

Technology

Routinely & expertly use

available GSA technologies to

get your job done (e.g. WebEx,

Bookit, Google tools, VPN/Citrix,

VOIP/Google Voice, Chatter,

etc)

Relationships

Routinely & expertly use team

norms when communicating -

Gchat status, email/phone

response time

Serve as a buddy to colleagues

Mentor new team members in

virtual team norms

Create virtual & in-person

opportunities to share

knowledge & maintain and build

relationships


I have seen the definition and

vision of the FAS

transformation, and

understand the reasons it will

benefit me and the

organization.

I have started to learn how the

change will impact me, both

positively and negatively.

I am beginning to understand

that my physical work location,

the equipment I will need, and

the ways that I build and

maintain relationships will

change in the transformation.

I understand that expectations

will change in the new way of

working.

I can define what

“collaborative” and

“consultative” mean for FAS,

and I can articulate why we

are emphasizing these traits.

I have identified the resources

I need to answer any

outstanding questions

regarding what the

transformation means to me

and the organization.

I can identify what I need to

feel more comfortable about

the change and know that I

have resources to help me

address any challenges.

I am using the resources

available to learn how to hotel,

use new technology, work in

open spaces, and interact in

new ways with my colleagues.

I am learning what is expected

of me to deliver results

successfully in my role.

I am learning the skills and

traits required of me to be

collaborative and to offer a

consultative approach to

enhance customer service.

I can define what the FAS

transformation means, and I

understand how it benefits

me.

I am beginning to overcome

challenges and share

successes with colleagues.

I am regularly working in

virtual and hoteling

environments.

I am practicing delivering

results to meet agreed-upon

expectations.

I am practicing applying the

new skills I have attained by

collaborating with colleagues

and consulting with customers

in new ways to identify

innovative solutions.

I embody the transformation

and promote the

transformation to my

colleagues.

I work effectively as an

employee and act as a coach

or additional resource to

support other FAS employees

in accepting and embracing

the change.

I seamlessly operate in the

new way of working.

I deliver the results that are

expected of me, and I

regularly engage in

performance conversations.

I seamlessly provide high-

quality customer service by

collaborating with my

colleagues and consulting with

my customers on a regular

basis.

Understanding the

transformation

Moving through the

transformation

Adapting to changes

in space, technology,

and relationships

Setting and managing

expectations to

deliver results

Enhancing customer

service

Ready. Going. Confident. Expert. Getting Getting Getting Getting

Transformation Adoption Curve: Adapting to changes in space, technology and relationships



Managing for Mobility Training

Mobility Training



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Change Management and Communications · Using best practices, demonstrating improvements, introducing innovations. Reaping the benefits of some early wins, developing more skills,