Tim Clark, Editor and President of Government Executive Magazine, and Morley Winograd, Director, National Partnership for Reinventing Government and Senior Domestic Policy Advisor to the Vice President welcomed everyone to the conference and spoke of confidence in Government and thanked the sponsors that made the conference possible. Mr.Winograd said that reinvention is working and that it is the longest-lived initiative. The customer service survey showed that the government is viewed as better than the private sector. Statistics are showing signs of improvement and that by every indication reinvention as a catalyst for change, will continue.

Joel Barker’s theme for his presentation related to"What we need to Learn to be Better Leaders in the 21^st Century." He said that as leaders we continuously put our necks on the line. After seven years of study, Mr. Barker finds that we are in a "dilemma" of making sound decisions, while blinded by the business at hand including. It takes the power of leaders to affect outcomes and emerging set of studies and research stemming from ecology provide 7 lessons for leaders:

1. Consider the direction of "complexity." Complex systems always go toward more complexity. This includes current information technology and the culture in general. Things can get less complicated, but not less complex. Even things at a simple level want to get more complex and change their sources of energy;
2. Include the "driver" of complexity. Leaders as drivers at a "Level 1" determine what will happen next, i.e., Jesus, Hitler, Gandhi, etc. Those at "Leve2" would be such leaders as Nelson Mandela or Margaret Thatcher. These leaders come at crucial times; introducing a new complex system that can not be predicted. The telephone technology compared to the Internet is an example of how the "driver" of complexity has made change come about, the catalyst element at an individual level.
3. What are the advantages of "diversity" within complexity? The lessons about complexity are very recent and all of them have messages for leaders. Complex systems provide outcomes better, faster and more efficiently. Complex systems from ecology to organization provide for variation in the environment and for more diversity in its parts.
4. The power "immediate response." We ask the question, when a gap forms in the forest canopy, what captures the prize space? Who and what, is ready to respond to the opportunity at the moment it presents itself? It is the "first mover advantage," the concept to "be there first.!"
5. The importance of "mutualism." As accretion begins to grow, get resources around you to sustain yourself, reach beyond yourself to others of high similarity. New combinations can form that are actually based on differences instead of similarities and this enables one to respond to the complex process of our more complex world. We must include diversity and mutualism in order for it to work. Mutualism is a connection of differences as seen in organizational mutualism and forest mutualism.
6. Keep in mind "virtual reality." Think about where innovation happens. Is it in the heart of the Congo, or the laboratory? It is where (2) ecosystems meet, the intermediate of differences, something and something different meet. Examples of this are the meeting of the ocean and the seashore; the forest and the prairie; the river and the desert.
7. Don’t forget the "new role" of leadership. The new context of leadership includes mutualistic, self-organizing systems. As architecture without architects, it takes time for systems to reorganize and leaders cut the time by doing something and if not, the leadership should be restructured.

Mr. Barker indicated that the challenge ahead that should be our Vision Statement would be to "build a world with the strength of our differences – a world where all of us are happy and healthy at the detriment of no one else."

Track 1 – Leading Change – Steve Klink, Acting Director, Federal Consulting Group, e-mail address: Steve Klink@QTS.Treas.Gov spoke on how to motivate employees throughout change coming from the perspective that 85% of change efforts fail. Failures occur for various reasons. There is a lack of commitment, communication, trust and vision. The organization has turf and culture problems.

Learning during an organization change including learning gained from life experiences is inhibited because of fear from the external information one hears about and the new interconnecting that one experiences with the change. Based on theories of change, "people do not resist change, they resist being changed." The challenge is to balance the organization profile, to enlist the groups even though resistance to change is normal. The question is always why are we doing this. One can see change as a loss of self-assessment and resistance usually takes on anger (internal and external). Denial can result and resistance continues. But, it is recommended to not talk people out of their feelings. A process should be in place; an exploration, a commitment, and perceived transition.

Managing the change transition based on the Bridges model includes periods of "Endings, neutral zone, new beginnings and a period of transition." During this time, productivity falls, absenteeism rises, old problems reemerge, miscommunication increases, and teamwork declines.

Steps that managers can take during these periods of change include communicating, recognizing emotional issues, providing innovation, and supporting and involving employees in the process. To conduct "endings" with symbolic actions, creating a vision of the future. The need and urgency to change should be communicated identifying consequences. The key elements to plan change include empowering people to effect change and get rid of people who resist – get them out of the way…or you can slid back! Generate short-term wins. Consolidate gains and produce more change; anchor change in a new culture; change culture by changing the organization; work toward basic behavior change. Remember, that culture, habits that support lifelong learning, comes last, not first. Managing change includes leadership and the new Science, market of choice, participating in community, learning as social, creativity, encouraging, making observations and stimulating and responding to questions. Play areas are critical to creativity – allow for them.

Colonel Smith, the Lead Guide of the Virtual Thinking Expedition Company and Managing Director of The Office of Strategic Innovation focused on thinking differently an don integrating creativity, innovation and change at the strategic level. He said you start with an idea, and you connect with others constantly to enhance the way you think to get results, a measurable success. As an invigorated approach to thinking outside of the box, you take more risks. Keep in mind that you are paid to "think." You business card should read "Thinker." Always looks at innovation, new and different as a way to change. Also since what gets written down, gets done, keep blue slips in your pocket to write down ideas – one per slip – as they come to you or from someone else. Also keep a journal of what you do. The Just in Time, JIT, approach improves thinking. You should ask questions, and encourage others to ask questions, which opens up the "power of thinking."

A panel of 3 shared their progress in implementing the Results Act Management and where they are going in the next period:

Jay Hakes, Department of Energy

Sam Neill, U.S. Coast Guard

Gary A. Steinberg, Department of Veterans Affairs.

The panel agreed that the new budget cycle focuses on outcomes and that you have to have numbers and performance measures as required by the Results Act provides for a good matrix. To meet the requirements of the Results Act agencies must have the right focus and engage the responsible level of the organization. Whereas, the agency level is too broad, a balance matrix aids in capturing the agency’s performance at operating program levels. Timeliness within performance has been measured in response to the Results Act; however, quality is more difficult to measure. The balance matrix approach creates a partnership with the entire organization. We will do away with the "gottya" mentality. Info is used positively

Mary Hamilton, Director NAPA introduced Peter Brock, Author, Consultant and Speaker

Mr. Brock said to believe in what we do. The government is filled with oversight but we need to create balance. The government and private job are unique. As with the business model striving for maximum price, we have platinum customers that operate in private and automate at will. In the government we have oversight obsession with no luxury of choosing our customers. The boss runs against the institution with fewer choices than the private sector. Government works for the common good and we need civil engagement, all voices. However, "what is in it for me" mentality dominates the culture. So we wonder, who will confront the common good, to provide a stewardship, to act in the notion for next generation. We should function with the broader, long term in mind. Actually, we should empower the citizens to be partners for things that are required by citizens. As customers, citizens make demands that relate to anything they want.

Taking the opposite position. Citizens should actually have more demands on them by the Government. Empowerment comes from partnership with responsibility on both sides, the Government and the engaged citizen.

Unfortunately in the Government, the pay scale reflecting the levels of Government employees that carry out the "well of the common good" is transparent and is not related to actual performance. This actually decreases individualism. Also, the approach to getting things done, is the "drill down" approach from the top management. Drive the culture, "install the change," and resist coercion. Change to organizations and culture happens with consent, initiation, and "chosen" accountability. But in reality, the approach is "How do we get them on board," an approach exclusive to the "changers." In this, training is offered, but no one knows when the training is. This is supposed to be the "power" of purpose. The theory is not to bug, but to invite employees to join in the change. The change should also cost something, like jumping a hurdle, so that the people will therefore value it. People also choose their own participation and their return on what they do, and they choose "accountability." You can not "hold people accountable."

The elements of engineered change include: finding the people that want something to change. As a student for Government productivity, you should drive the car that you are in. Create partnerships with the private sector that are equal, Government and business. Establish a reputation where business comes to Government, not Government wanting to be like private business. Don’t use "fixes" for Government. There should be a balance of strengths and weaknesses with Government and the private sector. Privatizing services is not always good. Customer service must be considered. Government is such a broad market, the private sector wants more of it. This is a movement and there is not much faith that the private sector can do thing any cheaper. This is frightening.

In the personnel performance area, instead of individual performance measurement, we should have teams of peers come together and decide what can be created together to do What can be delivered or purchased. Real change happens when peers come together.

Then in turn public service should be rediscovered so that it means something. Government and business communication ought to be a partnership with citizens; this will stimulate and make effective change.

3 panelists presented:

Carolyn Becraft, Assistant Secretary of the Navy (Manpower and Reserve Affairs)

Linda M. Doherty, Director of Strategic Planning and Analysis (Navy)

Laurie Brooding, President of LB Organization Consulting

Each panelists spoke on and encouraged quality awards to recognize employees. Since the human resources function within the Navy is operating under 40-year old cold war rules, it is tough to bring in new approaches to the workforce needs. Implementations of any plans that are developed are important to make things more current. The Navy has a top down vision for its Department. They established a task force to look toward the future; working on their workforce needs for the year 2020 and considering priorities. A plan includes priorities and for people to rotate in jobs. The Navy finds that the different employers are competing for the talent in the workforce, finding that young people have loads of options. While young people come in starting at the bottom, they work their way up while leveraging technology.

The workforce has opened up to be part of the globalization that’s going on everywhere with planning assumptions including "death of distance" - supporting the notion that distance does not matter like it did years ago. The attitude of planning for the upcoming workforce around 2020 includes a mental shift: the workforce systems have to be flexible; it will be paternalistic; aligned with outside benchmarking and organization goals. The leadership on board will come up with a process and strategies for its major components. The cross cutting issues and values will be delegated, but differentiated, i.e. health issues. The head person in the future will be focussed on helping the organization meet their strategic goals and all of the staff that needs to be will be "at the table." The information technology will really be together by 2020, and employees need to take ownership in the organization. The organization will be leadership oriented. Leadership oriented with others being brought in with measurement systems and accountability. The balanced score card notion will be used with the mission first and activities delegated down. All of this will happen with some tension.

Joseph Slye, Senior Executive on Special Assignment from the Internal Revenue Service

Barbara J. Ryan, Associate Director, U.S. Geological Survey

Bob Hosenfeld, Human Resources officer, U.S. Geological Survey

As part of the Federal Consulting Group at 202-906-6068, Mr. Slye talked about reinvention and empowerment, diligent thinking, breaking old practices and making make choices. Mr. Slye said to "get rid of oatmeal" and present honestly valued good ideas.

Ms. Ryan said that within the US. Geological Survey organization, the customer is served in the recruitment system. The system is continuously evaluated and adjusted.

For SES staff to be successful they should sell and market their products; they should listen to their customers and work with their home web pages to communicate. Ms. Ryan stated that the National Atlas database is a good reference to use in maintaining a current source of information. The employee should be involved in plans for employees, stimulating changes in the culture, and in aligning a system and strategic plan to support the culture. A balanced score card should be used together with a SES personnel plan.

Tim Clark and Catherine Newcomer introduced Loretta LaRoche, a humorist using "stress management" as her theme.

Ms. LaRoche said that communication is important and sharing good news is good. There is no hope in pessimism. To lighten up is healthy! Look at your "well" days and think of "positive" psychology. Remember: yesterday is history, tomorrow is a mystery, and today is a "present."

Ms. LaRoche’s humor came out in many ways as she described the way we approach our lives: we have enough time with arrogance, we don’t need it; we should smile each day. When you think about it, we actually live a "pre-suffer" approach. Stress is not all bad. Think of yourself as a violin as it relates to stress, if pulled too tight, it will break. Pain and pleasure are on the same coin; smiles drive our inner self. Know personal feelings and your individual "tapestry." Smile because as we become older we become less playful. Chemical imbalances happen to us when we are stressed, adversely affecting our bodies. Humor relaxing a situation, laughing is catching and helps the immune system.

Ms. LaRoche spoke about cognitive distortions contributing to stress. These distortions usually derive from our parents. For example, you should make your bed before you leave home for the day, or you will have clean underwear on when you leave your house. These "shoulds" and "musts" are ridiculous. To starting lightening up we can get rid of these – don’t make the bed, and don’t even wear underwear.

There are control freaks around. Ms. LaRoche’s messages was to not let these people manipulate you, and don’t complain all of the time about what you don’t have. The alternative would be to wake up in the morning and "whip"yourself, and just get it over with. Accept enthusiasm for being ALIVE. Suggested book by Dan Campbell, entitled in part: Measure Effect. Also, keep in mind to "Become the change you want to see in others" per Gandhi.

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Vice President called from Air Force II. Good conference to bring reformers together.

Pat McGinnis, President and Chief Executive Officer of the Council for Excellence in Government

Guy D. Molyneux, Senior Vice President, Peter D. Hart Research Associates.

Carol Browner, Administrator, Environmental Protection Agency (former Secretary of Florida’s Department of environmental Regulation)

Susan King, Vice President for Public Affairs for the Carnegie Public Affairs Corporation of New York

Ms. McGinnis set the tone for building trust in government by focusing on people, partnerships, technology, and a blueprint for e-government that is citizen driven.

Mr. Molyneux brought 2 areas to our attention: 1) the surveys that have been conducted of the consumer/citizens, show a low level of trust in government; and, 2) in general, there is strong public support of government programs. Some say government is a hindrance; that it is not "our" government. There is evidence to show that senior citizens think it is "our" government, but that younger citizens think of it as "the" government, as recognized when we see no pictures of government leaders on the walls of homes. This could result in a democracy crisis down the road. But, Mr. Molyneux wanted us to keep in mind that people support changes that will bring about good government.

Ms. Brawnier stated that we need to 1) communicate our value to the citizens to help them understand what we do for them, i.e., getting the toxic chemicals out of the fish;

2) admit our mistakes, and do something about them; and 3) engage the people we serve. People want us to make information available to them, and they want to put faces on things.

Ms. King said to "tell the story." She believes we should stand tall and straight; admit mistakes; and, remember media is not the govenrnment’s friend.

With EPA, customers can be complex because a prime customer is the regulated community, EPA calls them "virtual compliance centers." Through computer phone centers, the public and the regulated community has the opportunity to be educated. This is a highly successful approach to working with EPA’s customers. The success comes from making people available to answer questions; sitting down; finding the leader within an industry; explaining to the public why you do things. EPA believes this is a customer friendly way of doing business. They engage the public, i.e. recently renting a church to hold sessions, with access to information and education.

Mr. Fischer stated that our employees are our most precious and ways to let them know their value include:

1. Providing $50 per month to recognized employees for a good job. This is a type of empowerment, letting them know they can earn it if they want.
2. Providing business cards for everyone. This is a $14 item, but is so basic and so good for morale; or, you can give a day off from work or an extra day’s pay;
3. Establish training and development plans for everyone; a 1-% cost factor built into training with employees making choices.
4. In keeping current with technology, require and provide every employee with a computer, and laptops, which can be taken home.
5. Establish phone systems that can have a phone on the desk that becomes a cell phone when you leave the desk. Take the phone home with you. Messages can always be current and it shows value in the employee.
6. Obtain GSA empowerment cards that provides entry to building, access to log on of the network, a medical data card, a metro fare card, and phone card. There is a radio antenna with a computer chip in each card.

Employees will engage and invest in the organization’s welfare.

During the luncheon, Janice R. Lachance, Director, U.S. Office of Personnel Management presented the 2000 President’s Quality Awards to employees of eight organizations. This was an impressive display of quality and deserving achievement.

Dr. Carson loves "excellence" – whereever he can find it. He spoke on his personal philosophy. Medicine has always interested him and his "dreams" were his inspiration. He said that in the old days parents were in charge of households, but now children are inclined to be in charge. Parents should set the set the correct expectations of children.

Dr.Carson shared his experience and challenges from his boyhood to his current status, a famous doctor, as world known from the separation of Siamese twins in South Africa. Dr. Carson shared the following outline from his book, "Think Big":

T talent (intelligent)

H honesty – lead a clean and honest life

I insight – listen to people

N nice, be nice to people

K knowledge – wisdom and understanding

B books

I in depth learning

ABorja,/FDA