Public sector - Government

The design team wanted a business focus and time to share experiences of Public Service Agreement (PSA) projects and programmes from different perspectives across the SCS and to leave feeling inspired, ready to deliver and make a real difference. Following an original opening to the conference from the satirical duo John Bird and John Fortune participants then went on to build a sense of what success looks like and steps needed to achieve that. As important to the design team was time to identify processes and behaviours needed in place to make it happen.

"To feel more empowered and secure in our role as the SCS in delivering Departmental PSA's."

The DfTE in Wales wanted to bring together all of their 160 staff. The design team wanted to ensure this was a working meeting, no games but a lot of activity. The event had a theatre group perform a 'typical meeting' where views weren't listened to, where people talked over one another and where the main interest was on the type of biscuits served. Delegates gave the theatre company advice and after lunch saw a performance that took on board their advice.

To continue the process of building a DfTE where staff are valued and creating a Wales that is a better place to live and learn.

When we started working with the DEFRA design team they were MAFF. We were planning for a diagonal slice staff event with over 400 people. This was delayed by the foot and mouth work. By the time things had settled down a new department had formed and the focus of the meeting had changed. There was a new need to develop a unified organisation. The focus of the work became the development of a shared set of values for the department.

VISTA facilitated a series of focus groups around the country to develop themes for the values. The large group event worked with these and developed them into an agreed set.

Helping shape our new Department

One of the highlights of this event was a graphical map of the overlapping journey of the organisations which formed DEFRA, (see below).

The design team for this event wanted to get a clear sense that 'they' were the people with responsibility for leadership of the organisation. They wanted to explore high performance and what it would look like, as well as developing new ideas and possibilities. They wanted to leave felling like they had worked together as a leadership community and being clear about what they could do to engage and impact other people.

To engage the Defra leadership for delivery.

This was a workshop for 25 senior DTI managers drawn from across the Department, five senior people from Unitas, five DTI 'observers' and three speakers (one external, one Unitas, one government). They wanted to use the White Paper on competitiveness and the new computer system to look at new ways of working. The workshop was designed to enable participants to appreciate the likely impact of pressures for change and how the ELGAR partnership could support programmes for change. They then looked at personal and shared "first thoughts" on implications, possibilities, enablers and barriers We supported Romy Shovelton who was the lead consultant for this project.

To consider how to begin responding to the external pressures for change, in the light of the Competitiveness White Paper and the opportunities represented by the ELGAR partnership.

DTI prides itself in the ways in which they work with strategic partners. The design team drawn from UNITAS and DTI decided to focus on agreeing the key communication needs and methods for raising awareness of what ELGAR really means. The meeting also focused on building ownership of the communications process and identifying key opportunities to fully exploit the ELGAR programme.

To identify practical methods of communications for and within all aspects of the ELGAR partnership and programme.

This followed on from the previous event - which had identified that more people needed to be involved in thinking through the vision of new ways of working. It was planned to take it forward with 150 people and involve a cross section design team in the planning. The design team wanted to leave the event with a clear understanding of what we believe are some important new ways of working and some practical ideas they could implement immediately.

Each table at the event, which was over two days, had an 'external' person from outside the Department but who had experience of change management in another organisation. The groups worked to visualise the DTI of 2003 and then, using a variety of creative methods, to identify what would need to change to achieve that future. Having done this people were asked to record those things which they would personally change and those things on which they would be interested in working in a team. Some 13 workstreams developed from this and on such things as a DTI mentoring scheme, 'knowhow@dti', the way accommodation is planned and so on. There were new meetings, visits, and articles in DTI News as part of the process.

We supported Romy Shovelton who was the lead consultant for this project.

To create a critical mass of people in the DTI with a shared understanding of some new ways in which we need to work and a clear commitment to putting them into practice - with others.

This final event in the DTI 200 series of work involved over 400 people including a wide range of stakeholders from outside the department. The design team wanted to work in depth with their stakeholders and get a good understanding of what they were facing. They wanted to use their insights to identify mechanisms to put DTI at the forefront of good practice and contribute to joined up government. The core messages of modernising were at the centre of the event Continuously improving service to customers
Organising and managing resources
Demonstrating leadership
Recognising potential and developing skills
Sharing good practice and knowledge

We supported Romy Shovelton who was the lead consultant for this project.

Making a difference for all stakeholders in a modernising DTI: ideas into action.

People who attended DTI 2000 events liked the way in which the modeled new ways of working and when Energy Group needed to develop their objectives and plans they decided they wanted events, which would involve everyone. There were three events. The design team for these planned them so everyone could work together to develop a common understanding of the Modernising Government agenda and the possibilities and priorities in taking it forward in the Energy Group. They worked on the overall Energy Group objectives and how they relate to Directorate and individual level. They also developed ideas about the priorities for training arising out of the Modernising Energy Agenda and the Group's objectives.

To come together as the Energy Group to develop and share understanding of the common framework in which we need to operate.

The R&S Directorate in DTI included the Knowledge Management Unit, which had been responsible for the DT 2000 work. They plan a leadership event for all of their senior managers. We interviewed all 22 managers to develop a picture of 5 key areas DTI 2000 and the overall themes for a future DTI Role of R&S in a changing DTI Strengths and weaknesses of R & S Actions in progress and needed Awayday desired outcomes. We used the results of these to design a programme, which enabled them to discuss their shared aspirations, their role in change management and their relationships with each other.

We used polarity management to explore some of the differences in their aspirations. They did a substantial session on inter-functional feedback and developed plans of action.

To establish what is needed to ensure that the R&S Group is equipped to deliver the change to a modernised department over the next 5 years.

This was another event that came from the desire to work using the DTI 2000 approach. The entire Legal D Team was going to an away day. The design team wanted to make the event really worthwhile. This meant understanding the key issues, exploring what the Modernising DTI Initiative means, and working as one team to develop ideas for action and ways of working together.

Legal D - get away to: open our minds, explore opportunities, influence our future, and... laugh.

Merging IT, Information, Security and Estates, had formed the IWS Organisation. The Senior Team wanted to work together, get to know each other and agree priorities. This included all the team doing a Myers Briggs and them all looking together at what their preferences meant for the team. They looked at the external environment and develop a draft core purpose and some audacious gaols for their directorate.

To gel, work and engage as a team with a common sense of purpose; clear about what we are here to do within IWS.

This continued on from the previous away day, finalised the draft purpose and then looked at issues surrounding lateral integration across the teams including the SMT meeting process and the process for developing the business plan.

To continue to develop the Senior Management Team we need to take IWS forward.

This combined a rapid feedback and recognition session using graphic displays and 'awards' given by colleagues to each other. Feedback in the design process had indicated that people could not take a lot of time away from their work - the challenge was on! As people arrived they were asked to respond to a 'taking the temperature' question to check in with how they individually connect with the purpose for the division. Following some brief input from the Director participants then used post-its to record achievements on giant graphics (drawings by Don Braisby) depicting 5 key areas of the vision and chose awards to give colleagues in recognition of their contributions to the success of the division. Then some brief feedback and closing with a celebratory drink and mince pie!

To recognise and celebrate what we have achieved together since integration.

This was a large-scale leadership development workshop for some 200+ of the DTI SCS. The event was planned to respond to survey recommendations and to requests from the leadership development programme. The design team created a mind map of all the things facing the SCS and noticed how they experienced the gaps, which were described in the survey. They designed an event, which would work on closing the gaps, and develop their ability to support each other, up down and across the SCS.

Working together to close the gap between words and action, Committing to specific actions, Leading to noticeably different, aligned leadership.

The Design Team came together to look at the organisation of the Department and working practices. The whole Department participated with the challenge of agreeing a new departmental structure. The two-day conference focused on unity - being one team, and building a concrete action plan including "quick hits" and long term changes.

To produce an action plan to implement real changes within the Department.

This event focused on bringing in learning from the public and private sectors. Groups were allocated to mixed groups through the very novel process of drawing a different type of toy animal from a lucky dip! Following a session with the CEO on the context for change the Design Team wanted to give participants the opportunity to learn about change and why it happens. Groups shared responsibility with each other to attend a total of 24 speaker sessions over 3 time slots and to bring back and share what they had learnt with each other.

To learn from experiences of change, explore what change means and how to make it work for us.

The design team for this event wanted mixed groups from across the Region to come together and build understanding and appreciation of the value of their diverse roles, and each others contributions to the agency and the environment. The conference was built around several different media including graphic templates and group work to feel united in working towards common goals in a more open and supportive working environment. As part of this strategy we coached members of the design team to introduce and frame each activity.

To provide a fun event exploring the diversity of what we do, celebrating our successes and understanding the contribution we all make to improving the environment.

In 1998, ITS was awarded the contract to work with the top 250 managers within GCHQ on an issue-based leadership development process linked to their wider change strategy (Lead21). A senior leadership development programme was launched in June 1998, combining action learning on key change issues, 360° feedback and residential workshops. The process was extended, in partnership with the internal learning and development unit to include all managers and senior professional staff and later to involve the whole organisation.

In 2000 ITS was awarded a further contract to extend the development process to the wider management and staff-team population. At this stage programmes had been running for all senior managers and senior professional staff - about 1,000 people. In order to engage the wider organisation in the change process, ITS formed a partnership with VISTA Consulting Team Limited to design and deliver a series of 13 events for the remaining 3,500 staff.

A large cross-functional team from all levels within the organisation formulated the purpose of the events.

After each event changes in the process took place and after event 4 there was a new design team to ensure the success of the remaining events. During the 13 events the internal team were encouraged to take on a greater facilitation role - and to take the lead for each event.

To form a common understanding of our future, to encourage us all to feel a part of that vision, to inspire everyone to take action and make it a reality and to build on our success.

This was a follow-up event to continue to use the participative approach form the LEAD21 D events to tackle one of the emerging issues. VISTA worked with the design team and coached the internal team to deliver.

The design team wanted to leave the day, clear about the business and personal benefits of diversity and feeling challenged about the issues and opportunities.

Feeling positive about making difference work - confident and clear about what to do.

The Design Team, representing inspectors and administration staff across the division, wanted to give all staff the opportunity to attend and celebrate success, explore how they work together, hear from people outside of HSE, hear about the big picture and have the opportunity to influence. A series of interactive workshops were run by staff involving different media and displays. The conference finished with an interactive session with the Deputy Director General.

An open event to explore how we work together, hear about what works and does not work and celebrate success.

VISTA had a long term relationship with C&E as a result of a colleague from the ES Quality Team joining them on secondment. Some of the team attended our public large-scale training sessions. When they were setting up their own quality network they asked up to help facilitate the design and delivery of the meeting for some 100 people.

They wanted to leave the event having

• Met the QDMs and colleagues, shared knowledge and established a group identity
• Reached consensus on
• • The purpose of the network
  • How the network will operate with whom and how it will interact
  • What it's priorities are
  • It's effectiveness and;
  • How it will achieve these
• Collectively addressed concerns within the QF
• A feeling of confidence in the mutual support provided by the quality network

Bring together QDMs and colleagues work on roles in quality to share knowledge, skills and experience to establish a supportive network for quality development and to address key concerns.

This was an Open Space event with the Criminal Policy Group at which the Home Secretary spoke. It was held at Lord's Cricket Ground in the Pavilion and included 200+ people. The planning team wanted an open event that would allow them to share a sense of direction and build a strong network of colleagues so that they would know where to go to for help.

Understanding Ministerial priorities & working style, learning about each other (sharing our knowledge, work experiences & key skills) and building flexible teams.

This was a Senior Managers Conference for the top 200+ in the Home Office. It was one in a series of events. We conducted a number of interviews and then worked with a planning team on the purpose of the series of events and the plan for this one. We supported delivery with some facilitation at the event.

This team decided that the event should build capacity to deliver targets through:
Clarity - about our shared change agenda, the issues and how we can all tackle them together
Honesty - about the tensions and challenges and our personal frustrations with change and each other
Energy - messages and actions that will make a difference
Responsibility - sense of personal role, fit and commitment to action

The overall purpose of Senior Manager Meetings:
"To help me do my job better, in a way that is both personally satisfying and enriching, and lead change in the Home Office so that we are better able to deliver."

This was another follow-on from the 'Making It Different' Cabinet Office Conferences. This was a two-day away day for MOD Safety and Security Directorate. They wanted to use the same participative style including a design team in the planning. The design team wanted to develop some clarity about future direction, a sense of being one organisation, enhance their ability to challenge and develop things to put into practice with confidence.

An enjoyable way of exploring together who we are, where we are going; having confidence that we have tackled issues honestly so that we can be more creative at work, know our opinions are valued and recognised, and want to be part of this organisation.

The National Audit Office had started to use Polarity Management and had already had one session with Barry Johnson. This session was planned to offer PM as a support to New Deal Communities and VISTA were asked by Barry to support the delivery of the day and provide UK based support to the NDCs. The workshop gave people a basic understanding of the concept and identified key polarities which were relevant to them.

VISTA also ran a workshop for the Luton NDC on similar lines.

To introduce Polarity Management as a practical tool which can help the development of New Deal Communities.