I am sitting in on this class in an effort to prepare myself to deliver a level 5 in August.  I have worked with this group of people in levels 2 and 4 and enjoyed their enthusiasm.  Today, we worked on understanding Social change and its impact on organizational values and the work ethic.
 

This class worked on identifying books that leaders may want to read, and they are:

Leadership Bibliography
Click on above to go to the leadership bibliography I posted to the City of Tallahassee's page.
 
 
 

Day 3
We talked about Performance Based Budgeting (PBB) and Mr. Harrison of OBP within DJJ came and talked about their process.  He spoke of the possibilities for PBB and how DJJ fits in the overall picture with regard to the State process.  When listening to Mr. Harrison and remembering what others have said, it dawned on me that it seems that most agencies have a reactive view of the process.  I'd like to see a more proactive view from the agencies.  By proactive view, I mean that the people doing the work should be developing and tweaking the measures that are used to improve work processes.

When talking about PBB and the strategic planning process, a theme that keeps popping out in the discussion is that of being connected to the mission of the organization.  Using PBB to achieve organizational objectives and goals ultimately helps the organization meet the mission(or creates opportunities for people to contribute to meeting the mission through ownership and commitment), but all too often the right people are not included(hence no ownership).  Another common malady is that we get the "right people" and because we have the "right people" not enough people are included and consequently awareness of how people fit into the picture and how our work contributes to attaining the mission is generally not understood nor known.  It is not easy to include as many people as an organization should involve into the development of measures. By definition, you can't include enough of the people.  The degree to which an organization wants its people to "own" and be committed to its mission is directly related to the number of employees included in developing outcome measures for the organization's performance.  CONTINUOUS IMPROVEMENT is the leadership extension of -or- the "What Now" aspect of management.

If people don't feel ownership in what they do, what then is the incentive for getting better at it????  Because public service attracts people who want to make a difference, the debilitating nature of the command and control mentality is out weighed by their sense of giving.  It may be that public servants derive their motivation to continue working from their ideal in spite of the demotivating pressures of bureaucratic systems.  The implications are that we are locking down the potential of our people in these organizations and not allowing our organizations to be all they can be.

The answer to PBB and strategic planning is that everyone in the organization should be involved, thereby creating ownership, and multiplying commitment to continuous improvement (in varying degrees according to work process).  So!!, oh great Swami, we get everyone involved and we develop a strategic plan and performance measures and create mini systems to collect the data.    Now What?????  Things change, and so should all that work we did before we changed the last time?  Yes yes yes. It is a dynamic process.  Remember before we said that we need to improve, and we don't know how we are doing unless we measure?  We must make change based on what we find from the data on which we measure outcomes. If we improve, we must make change.  I think this is the next piece of the puzzle that the younger generation will bring to the table.  The ability to be uncomfortable when change is not taking place.  Change is lived with and is expected in the younger generations.  They create it.  It is created for them.  Look at how they live, with mom this week, dad next week, and the grandparents next week.  Mobilization.  Internet.  Cell phones.  Fashion.  Computers.  Web TV.  ITS MIND BOGGLING.   Look at their sports.  BMX-freestyle-obstacle-and-street biking, street luge, snow boarding, skate boarding, rock climbing, and sky surfing.  All these games are in a state of evolution and most are less than twenty years old.  Older generations have played basketball, baseball, and football the same way for at least 100 years.   What about the younger generation's choice of boats?  The Sea Doo, Wave Runner, Jet Ski.    Up until the Eighties and nineties, most boats had paddles to go along with their outboard or inboard prop style motors(and never went faster than 30 miles an hour as a standard).   The standard speed of a wave runner is 60 mph and has no room for a paddle.  Things are changing faster than ever before and if you aren't a part of initiating it, you will slow it down.
 
 

Make the Familiar Strange and the Strange Familiar.

Design is rooted in the familiar.  If we can design things for the unfamiliar, we can redesign it for the familiar and it will be different than it could be if we had designed it within the boundaries of our normal thinking, paradigm.
One way to shift your paradigm is to think of those things that are not possible now but that if were possible would change the way you do business today.  To ask this question at every level in your organization.  Mike challenged you to make change in DJJ by stretching your imagination and designing aspects of your work for the unfamiliar and redesigning for the familiar.

Mike used the concept of Relevant Screen and Prudence Screen for understanding how we make sense out of our world.
 

Partnering.
I've listed some links to the organizations that are mentioned in DJJ's strategic plan as PARTNERS in Appendix 4.

Cooperative agreements have been made with the following organizations:
DOE
FDLE
DOC
DLES
DCF
DOACS

There are CPM graduates in all of these organizations.  I encourage you to seek them out and dialog with them about organizational issues and leadership learnings of mutual interest.

I have included DJJ's Bookmark for your convenience:
DJJ

Please submit your CPM outside requirement work on "work process improvement" to the Davis Award
Panel.  You can find a nomination form on the web page: http://www.floridataxwatch.org/

Don't Forget to visit the CPM Web Page for our schedule:  http://www.fsu.edu/~cpm/
Visit Sterling's web page to see how other organizations improve: http://www.floridasterling.com/

If you need any help or suggestions on completing the outside requirements for the CSM then please send me an E-mail.  Remember, you need to be finished with all the outside requirements around the end of March 2000 so that you can graduate in May of 2000 at the combined annual AACPM meeting/FCPM Graduation in St Petersburg Florida at the Tradewinds.  You can make this target date.  If you think you will have a problem meeting this date, call or e-mail me and I will get you on the right track to meet it.