WikiCED manual

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Change from within: Creating innovation in an organization as an individual.

Introduction

This manual is designed to help individuals, working in an organization, find ways to effectively introduce beneficial change, without full “top-down” support (management, funders, other power sources). In other words, you may be working in an organization and learn about a better way to do things. Everything from suggesting a composting programme, telecommuting, to using a new Web-based communication system. Everyone else is too busy doing things the same way they always have, management has their own long term plans, but you think it's worthwhile to push for your change. This manual can help you.

This manual is particularly designed for those involved in Community Economic Development (CED). We're going to use change based on low cost technology as our lens, because thanks to the spread of the Internet and low cost computers, many opportunities exist. But aspects of this manual should be applicable to many circumstances.

Our references include Appreciative Inquiry, an organizational development process designed to engage individuals within an organizational system in its renewal, change and focused performance. We're also going to reference CED approaches, current software development methodologies, and our own experience and opinions.

We're going to use some characters to talk about implementing change. They are as follows:

	Description	Image	Characteristics	Destiny
Anti-tech Arnie	Fax machines are the height of human achievement		believes that technological advancement is a synonym of dehumanization resists technological advances feels good in a familiar environment doesn’t know technology and can’t imagine its uses and benefits for himself believes technology is too complicated change might result in a situation where he needs to readjust and where he will lose control over his environment can be convinced if change is presented in a way he will realize it is not so complicated and that he can have some benefits	The leader of the underground organization SQUASH where members are committed to maintaining communication by fax. Of course this will prove an enormous challenge for the group since fax paper is no longer being produced. Anti-tech Arnie continues to eat burnt toast for breakfast.
Bureaucrat Bev	Everything by the book, for the organization!		is very organized and structured likes when things fit in a frame, are systemized lacks creativity and autonomy from the administration of her organization change can mean disorder to her believes the use of rules, regulations, and formal authority guide performance will adopt change more easily when it is a top-down approach can be convinced if change is presented to her as if it will be part of her existing system, that it will have “rules” regulating it	Went on to create the Bureaucratic Center for Centering Bureaucracy, which increased efficiency by allowing them to organize and access information with themselves and the public, making everyone in the world a bureaucrat.
Busy Betty Bee	Everywhere, doing everything with no time to spare.		has a very full agenda; likes to have busy schedules believes what she is involved with to be the most important things wants change to be simple and easy to implement because she has not time to lose over adapting to a new situation change and new ideas must be presented has if they were ready to be implemented actively engaged in work, often zealous has difficulty understanding the benefits of change because she doesn’t even have time to realize a changing situation is presented to her can be convinced if the changes proposed can improve her ability to do things, to lighten her agenda (so she can take on more tasks!)	Eagerly promoted the use of kiwis through her continued involvement in the CED affinity group and her community organizing. Eventually Busy Betty Bee helped to create other affinity groups both within the CED program at Concordia University as well as within the broader population. Busy Betty Bee hopes to create international affinity groups. She helped to edit Innovator Irene’s book on kiwis, she consults for Bureaucratic Bev’s agency, she also writes funding proposals for the Blue-Chip Program and she visits Whiny Negate No No Nancy every Tuesday morning between 5 and 5:30.
Innovator Irene	We can solve this problem with a few simple technological conventions		wants to bring change within an organization self-motivated, curious, dedicated and interested in new ideas that can increase efficiency and improve the work environment believes work is a multidimensional environment where every aspects are connected and intertwined is creative and tries to find ways to convince colleagues to buy in needs to manage expectations and include as many people as possible	Went on to invent more conventions for kiwis and founded an organization that trains thousands on the proper use of kiwi conventions. Her success led to a number 1 best seller “Kiwi and Community Organizing” that was featured on the Oprah show.
Iron-fisted RARRRR Thor	It's simple. My way or the highway!		has a firm view of things, he is hard to convince, is close-minded believes he has the right way of doing things and even thinking will not change his positions unless he is shown it can have benefits for him will adopt change in his own way	Developed REBOOT a boot-camp style initiative funded by the federal government whose aim is to re-educate the general population to the effective means of organizing, data-collection, and information sharing. Iron-fisted Thor obtained special funding that is currently piloting a Blue-Chip Insertion program aimed at ensuring that people do things “his way or the highway!”
Mélanie Hughes
Whiny Negate No No Nancy	Whiny Negate No No		likes complaining and being negative about change and life in general doesn’t know how to articulate her opinions, thoughts feels like everything is complicated, useless or unimportant expresses her fear of change by whining can be convinced of adopting a change if we find answers to her complaining or find the incoherence in her whining discourse	Had a difficult time understanding the change in her CED classmates. She cried herself to sleep every night for six months until she finally sought help. She was hospitalized in a private hospital where she received experimental treatment through the Blue-Chip Insertion Program.

The promises and risks of introducing change

Most people would dream about being a change hero, making one suggestion – example and suddenly we have a successful transformation that everyone recognizes. The reality is usually far more complicated.

Computer systems can yield tremendous efficiencies, but they can force people to work in ways they have difficulty adapting to. There's always a question of individuals adapting to tech versus the tech adapting to the person. Good technology will make the user experience and impact as important as the potential gain. This can recognized by learning about successful uses of the technology, and the kind of background and processes went into its development. Many companies and projects are very technically driven. Whatever clever “invention” a technical person managed to come with becomes the focus. Good projects will have multidisciplinary teams that include, where practical, designers, content experts, and end user representation.

Sometimes, change can mean completely changing the way things are, for example replacing factory workers with machines, but it's often better to think of augmentation of people's roles, particularly when it comes to today's imperfect computer systems. In a hospital, a new system can yield a patient death if a system loses a record, but having a receptionist who recognizes people and expects events can lead to a richer system that is still safe, and personal.

advantageous, being a slave to tech

Using innovation successfully

go past using tech as typewriter

curb cut

don't expect more than what is offered

keep it simple

How to introduce change

Katherine, I would like to move this from presentation to here Often, creating value requires significant change. John Kotter concluded in his book "A force for Change: How Leadership Differs from Management" (1990) that there are eight reasons why many change processes fail and to prevent making these mistakes, Kotter created the following eight change phases model:

• Establish a sense of urgency
• Create a coalition
• Develop a clear vision
• Share the vision
• Empower people to clear obstacles
• Secure short-term wins
• Consolidate and keep moving
• Anchor the change

Individuals who want to introduce or lead change in organizations are key agents who should have the ability to connect people to their specific requirements, and must be committed to working with people during each developmental phase.

Change in CED organizations

government money, focuses

Implementing change

Change processes

CED waterfall agile

1. describe key goal (including baselines and measurements), critical budget and timing issues
2. define and refine goal(s)
3. research solutions and select working set
4. refine goals based on working set
5. implement solutions (with as much iteration as permitted)
6. measure effectiveness
7. summarize effects

avoid custom software vs accessibility what do the non profit tech workers want? - problems

Participating in WikiCED

real time additions