Presentation on theme: "DAY ONE AM SEATING PLAN Table #1 Table #3 Raabya Amijad (Pak)"— Presentation transcript:
0 “COMMUNICATION FOR CHANGE” UN RETREAT DAY 1 Kievits Kroon Country Estate3 May 2007
1 DAY ONE AM SEATING PLAN Table #1 Table #3 Raabya Amijad (Pak) Sari Bjornholm (CV)Caroline Den Dulk (Viet)Eshila Maravanyika (Tanz)Frederik Matthys (RW)Luis Zaqueu (Moz)Corinne Perthuis (ILO)Cassandra Waldon (UNDP)Thierry Delvigne-Jean (Moz)Tahiro Gouro (CV)Eldisa Lloshi (Alb)Silvia da Rin Pagnetto (Uru)Theresa Smout (Tanz)Nguyen Thi Ngoc Van (Viet)Nick Parsons (FAO)Peter Smerdon (WFP)Table #2Michael Coleman (Viet)Nora Kushti (Alb)Cyriaque Ngoboka (RW)Peter Reeh (Moz)Zarak Saleem Jan (Pak)Esteban Zunin (Uru)Nora Godwin (UNICEF)Manoel de A. e S. (DPI)
2 INTRODUCTION & OBJECTIVES Introductory remarksThree objectives:To develop a shared understanding of communication challenges and opportunities associated with ‘One UN’ implementationIncluding best practices sharingTo assist pilot countries in strategic communications planningIdentification of audiences, messages and channels for effective external and internal communication on the “One UN” pilotsTo strengthen participants’ ability to use communication as an effective tool for implementing UN reformHands-on training componentKick-offYour name and role“Two truths and a lie”The one most important thing you want to get out of this retreat
3 MAP OF TODAY 5 4 Coffee Break ~4:15 3 Lunch ~13:15 2 Coffee Break 18:005Concrete steps and activities in 2007 (and beyond)4Sharing communication experiencesCoffeeBreak~4:153Strategic communication toolsLunch~13:152Approaching change from communication perspectiveCoffeeBreak~11:301Opening discussion on opportunities and challengesEnsure agreement on objectives8:45
4 PREVIEW: PLAN FOR TOMORROW & SATURDAY 5Focal point networking session4~17:00Wrap-up, support needs, next steps3Role-plays, refinement of comm plansLunch~13:152Working groups: developing comm plansCoffeeBreak1Internal & external stakeholders and viewsFridaySaturdayIntroduction, review of objectives & formatHands-on communication training8:30
5 SPIRIT OF THIS RETREAT: KEEP AN OPEN MIND, BE CREATIVE SPIRIT OF THIS RETREAT: KEEP AN OPEN MIND, BE CREATIVE! Even After Knowing The Facts You Can Still See Things DifferentlyBoth horizontal lines are the same length“You don’t see the world as it is, you see it as you are” – KantSource: "The forgotten half of change", L. de Brabandere, Pages 56-59
6 THINKING CREATIVELY CAN BE ABOUT SEEING WHAT LIES IN FRONT OF OUR EYES TaskThis is a picture taken from a book published in Africa a long time agoCan you tell in what environment the characters are?Is the family inside or outside of the building?One could argue about this for ever. To no avail, for there is no building. The woman in the background is carrying a box on her head. But we don’t see the picture such as it is, we see it such as we are, residents of a country where it seems obvious that a family has some kind of housing.Again, we don’t see the picture as it is, we see it as we areSource: “Perception and Creativity", L. de Brabandere, May 2006
7 THE UN, THE REFORM AGENDA AND COMMUNICATIONS Rubric:Facilitator to present ideas as needed to spark discussionIdentify a spokesperson for each tableEach table to discuss current status (~15min)Spokesperson raises three key questions/issues for table, followed by discussion (~10min each)Question guide:Why are we here? – What are the key communications opportunities and challenges relating to ‘One UN’?Is it all clear – what needs clarification?Our vision – how do we imagine the end result of the change process (relating to communication)?
8 BACKGROUND: RATIONALE FOR ‘ONE UN’ ProblemsDiagnosisSolutionUnrealized synergiesfragmented plans & programmesBlurred accountability & responsibilityRC role, relationship to UNCT & RDTComplex, un-adaptive interfacesto customers (governments)to donorsUnnecessary costduplicated activities & supportOpaque economicsUNCT funding and outputsDiluted andill-defined UNvalue proposition‘One UN’ – retaining diversity while delivering as oneOne LeaderOne ProgrammeOne OfficeOne Budgetary framework
9 HLP RECOMMENDATIONS REFLECT CHANGING WORLD AND ACCELERATE ONGOING REFORM AGENDA 2000 Millennium Summit – creation of MDGsParis Declaration on Aid Effectiveness2005 World Summit – assessment of MDG progressMajor Events /UN Reform ReportsHLP on systems coherence reportCreation of UNDGTCPR (JO request initially made)ECOSOC recommendations19972001200420052006Reform initiativesImplementation of CCA and UNDAF processesCommon services pilot, leading to strategy ( )Common country programming process launchedFirst JO launched: Cape VerdeEight ‘One UN’ Pilots
10 HQ INTERVIEWS GAVE INSIGHTS ON PROBLEM DIAGNOSIS, SUCCESS STORIES AND IMPLEMENTATION BARRIERS Highlights of What We Heard From UN StakeholdersKey problems of status quo in programming, operations, branding and interfacingLimited joint programming (“Reality is integrated...we disaggregate it”)Inefficient back office (“We look foolish to recipients and donors by duplicating operational activities”)Distinct brands but lack of unity (“UN spends a lot of money on flags, not on product”)High interfacing transaction costs (“Small countries just can’t cope with so many agencies”)Success stories driven by joint programming, common services and attention to government needsCross-cutting issues like HIV / AIDS drive programming coordination (“Issues, not agencies, drive cooperation”)Significant cost savings found in back office (e.g., common mailroom services)Governments drive JO forward when they feel their needs are addressed and views consideredImplementation barriers include issues of fiscal authority, agency visibility, RC role and legal status“Common budget framework” vs. unified budgetFears for visibility drive some opposition (“UNDP is now the only brand seen”)RC role must be neutral, and capable of providing technical leadershipLegal issues resulted in the “support agency model”, with significant HR concernsAt stake could be the relevance of the UN: “If the UN is not attractive enough, we [the donors] can give our money to other players”Source: Interviews
11 KEY CONSIDERATIONS FOR ALL PILOTS Need to move forward swiftly but carefully – “rush slowly”Shared appetite for pilots to move as swiftly as possible (and all are at different starting points)Enabled by agency permission to experiment beyond existing practices (systems, processes, etc)At the same time, careful planning (implementation, communications) will help avoid misstepsNeed to ensure clear and frequent communicationResolve as much uncertainty as possible about plans going forward – ensure UN country staff, agency HQ, RDTs and others are alignedProvide transparency and formal consultative discussions to involve government in implementationDesire for as much inclusivity as possible (while “rushing slowly”)Need to build appropriate governanceProcess remains as locally-driven as possible, now with defined channel for receiving support and guidance from HQ (and clear role for RDTs)Need appropriate “freedoms” and authoritye.g. Freedom to define communications messaging locally within country teams, or among the communications focal points
12 SOME KEY QUESTIONS FOR ALL PILOTS How to decide what priorities go into “strategic core” section of “One Programme”?How to synthesize key elements of existing country planning documents? “UNDAF-down” approach vs “joint programmes-up” approach?How to meaningfully institutionalize elements of “One Leader”?How to scope and build out the required RCO functions?How to engage the entire staff at country level?How to establish the right “freedoms” for country teams?How to develop effective partnerships with each other, with government & donors?How to CHANGE?!What does it mean for pilot communications?
13 SESSION I: COMMUNICATIONS AS KEY TO SUCCESSFUL CHANGE MANAGEMENT “Mobilize the organization”2Engage senior leadersAlign stakeholder beliefs & behaviorRecognize & manage the emotional journeyGauge readiness. willingness, ability“Create change agenda”Create burning platformBuild compelling visionTranslate vision into manageable change initiatives1“Sustain change”Monitor and refine change management capabilitiesStart to close identified capability gapsIdentify and propagate best practices5“Hardwire change”3Align organization designAlign HR processes and performance management, IT & finance systemsProvide governance, project managementDesign roadmaps to deliver resultsRigorous monitoring, progress trackingConduct capacity assessments“Manage for results”4“Communicate continuously and intensively”6Create and execute internal & external communications plans, aligning stakeholdersDefine and communicate minimum acceptable standards and principlesEstablish knowledge-sharing mechanismsSource: BCG case experience, Sirkin, Keenan & Jackson, “The Hard Side of Change Management” (HBR 2005) and Ostroff, “change Management in Government” (HBR 2006)
14 WHAT IS CHANGE MANAGEMENT? Change Management (CM) is providing structured support as an organization implements an initiative or a program of well planned initiatives along a set pathway, to realize its vision and thereby fundamentally improve its performanceAs the UN looks to implement the One UN reform initiative:It will require structured support through coordination along the various One UN dimensions, as well as liaising with HQ and monitoring and evaluating the changes and resultsIt will progress along a pathway of capturing key lessons learned from a set of pilot countries, driven through country-specific actions and changes, which can then be shared with all other member countriesIt will move towards the vision of operating as one cohesive unit, both programmatically and operationally, at the country level and transcending all agency mandates and boundariesIt will fundamentally improve the ability of the UN to effectively serve the needs of its beneficiaries through the optimal use of its resources and capabilities
15 ANOTHER WAY OF THINKING ABOUT CHANGE: THERE ARE TWO TYPES, STARTING WITH ‘REALITY’ Changing REALITYIs called INNOVATIONRequires actionThe process is continuousIts impact should be measuredTakes a long timeDelivers something new to the systemIs a challenge for a teamProject management is requiredThe fuel is practical ideas and useful suggestionsChanging RealityChangeTimeBut retroactive feedback protects the system and helps it keep its balance, “the more something changes, the more it becomes the same”Please compare this slide with following oneSource: "The forgotten half of change", L. de Brabandere, Pages 9,14
16 SECOND TYPE OF CHANGE: CHANGE IN PERCEPTION (A JOB FOR COMMUNICATIONS TEAMS!) Changing PERCEPTIONIs called CREATIVITYRequires thinkingThe process is discontinuousIts impact cannot be measuredTakes an instantEnvisions a new systemIs a challenge for an individualBrainstorming is requiredThe fuel is questions, surprises, strange and incomplete ideasChanging PerceptionTimeChangeFor this change in perception to happen at least one of the system’s rules – a hypothesis, a judgment or a stereotype – has to be brokenSource: "The forgotten half of change", L. de Brabandere, Pages 9,14
17 BOTH TYPES OF CHANGE ARE NEEDED TO CREATE IMPACT Changing RealityChanging PerceptionExamplesCreating‘One UN’Making people see themselves as part of a new and different entityHarrmonizing business processes, common M&E, developing strong TWGs and joint programmesCompany goingglobalOpening new branches and stores around the worldPeople seeing other country offices as being part of the same companyEven in a personal level in order to create real impact you need to change both...Learning tobe punctualUsing an appointment book, waking up earlier, scheduling time between meetingsSeeing punctuality as more efficientLearningFrenchTaking private lessonsFalling in love with a French girlfriend!!!If you want to change, you need to change twice: not only thereality of the situation but also the perception of this realitySource: "The forgotten half of change", L. de Brabandere, Pages 7-8
18 Two processes with different characteristics TO CHANGE IS TO CHANGE TWICE: PERCEPTION AND REALITY A Change in Perception is Required for a New Strategic Vision to EmergeTwo Types Of ChangeTools For ChangeChange in Perception1New Strategic VisionChangeCreativityTimeChangeOld Strategic VisionNew Strategic VisionOld Strategic VisionTimeChange in Reality2ChangeInnovationTimeTwo processes with different characteristicsSource: "The forgotten half of change“, L. de Brabandere
19 THE NEW STRATEGIC VISION REPRESENTS THE CHANGE IN PERCEPTION AND ALLOWS FURTHER CHANGES IN REALITY 123456789101112World that changesPerceptionImaginationJudgmentRealityChangeTimeNew ideasNew good ideaThere is an idea, an original conceptAction takes place, aimed at changing thingsReality changes continually as is there is a tremor, a failure or a change in locationDoubt, anxiety and some external events challenge current perceptionStrategic vision is exhausted and no longer helping to keep things movingMoment to look closer at the signalsEnergy and opportunity for change may come from outsideCreative leap takes place starting with imagination, great number of ideas (use of astonishment, questioning and creative techniques)Judgment decides the next new good ideaPeriod of calm, even with few necessary correctionsNew strategic vision (new good idea)History never stopsSource: "The forgotten half of change”, L. de Brabandere
20 PARADIGM SHIFT EXAMPLE: BIC Consumer NeedsChangeIdeasNew Vision:“We Can Produce Disposable”MegatrendsLightersRazorsInfluenceRealityOld Vision:“Our Business Is Writing”PerceptionConsumer NeedsPensTime
21 PARADIGM SHIFT EXAMPLE: GOOGLE IT TrendsChangeIdeasNew Vision:“We Should Know Everything”MegatrendsGoogleEarthInfluenceRealityOld Vision:“Let’s Make The Best Search Engine”PerceptionIT TrendsGoogleGoogleDesktopTime
22 ...addressed by project management Risks to changing reality... CHANGE IN REALITY NEEDS TO BE PROTECTED FROM RISKS BY RIGOROUS PROJECT MANAGEMENT...addressed by project managementCoordinate senior-level engagement to create buy-inIdentify and engage opinion leaders within the UNCTEnsure clarity on governance of project management (scope, deliverables)Risks to changing reality...Lack ofBuy-in1ChangeSteer towards key milestones using tracking systemsManage issue resolution processClarify what is needed, from who, and whenUncleardeliverables32No up-frontplanningAllocate sufficient time to set up tracking systemsIdentify and lock down key metrics, milestones, interdependencies, etc.Dedicate personnel to trackingTime
23 ...and addressed by communications CHANGES IN PERCEPTION ARE PROMOTED AND DEFENDED BY INTENSIVE COMMUNICATION...under threat......and addressed by communicationsLack of internal buy-in to new vision“My agency remains my top priority”Consistent messaging and support for ‘One UN’ sought from agency HQRegular and frequent communicationsChanging Perception...ChangeEmotions cloud perceptions“I can’t buy in: what’s happening with my job?”Regular communication, even when nothing is certainBuild trust through consistent messagingLack of external recognition“We don’t understand ‘One UN’ – you still seem the same”Appropriate media channel for external sourcesRegular and frequent communicationsConsistent messagingTimeNeed for a communications plan, addressing threats with defined stakeholders, media, message and frequency
25 CHANGING PERCEPTION IS A DIFFICULT TASK Our Brain is Designed to Think in a Certain Way Changing perception becomes difficult because:Although the world has been changing, the human brain has remained the sameThe human brain is “hard wired” to think in a certain way (“laws of perception”)Perception is linked and influenced by cultureBrain creates patterns for usIDEAAlthough you see a rectangle, one doesn’t existYour brain prefers to see a square, but there is no squareAnd there is no white bar!!!Our brain looks for patterns under each condition and tries to“finish the history”, this behavior is ruled by the laws of perceptionSource: "The forgotten half of change", L. de Brabandere, Pages 7-8
26 OPTICAL ILLUSIONS TEACH US ALSO THAT OUR WAY OF SEEING THE WORLD IS GOVERNED BY STRANGE LAWS Can you see the grey dots at the intersections?......but if you try to focus on one grey dot it will disappearIt is not so obvious...But the circles in the centers are of the same sizeSource: "The forgotten half of change", L. de Brabandere, Pages 50, 51
27 BEWARE THE WAY YOU SEE THE WORLD Seeing vs.PerceivingOur perception deforms things, foreshortens and fogs our view, leads us into errorsJust need to buy a car model X to start seeing more and more of them on the roadsSeeing vs.BelievingOne’s convictions get caught up in the story too, we believe what we see, but sometimes we see what we believeWhen you believe someone is good you “see” his/her goodnessSeeing vs.KnowingWhat we have experienced or learned in the past forms the “axes” of our system of seeing or analyzing things in the futureSeeing vs.HopingWe see and we believe much more easily what we want to be trueThe sales of economic newspapers go up when the stock exchange does well“You don’t see the world as it is, you see it as you are” – the same is true of audiences for your communications!Source: "The forgotten half of change", L. de Brabandere, Pages 56-59
28 DRIVING TO A NEW IDEA IS ABOUT FINDING A NEW FORM Communicating One Detail Can Change the Perception of the WholeWhat is this? The beginning of a map, a maze, the letter “H”?Once the “H” is seen, it is difficult to return to “simply 3 unconnected lines”By adding an additional line (change in form) the idea of the “H” is destroyed......but the idea of the maze moves forwardAs with the “H” image, once you see or have an idea,there is something irreversible about itSource: "The forgotten half of change", L. de Brabandere, Pages 49, 50
29 UNDER THE PRESENCE OF AMBIGUITY SOME SITUATIONS CAN BE PERCEIVED AND INTERPRETED IN MORE THAN ONE WAY What Do You See?There are obviously two ways of seeing this image: as a cup or as two faces!
30 AN EXERCISE: WHAT DO YOU SEE? A Collection Of Black Smudges? Stop for a while and give yourself a second opportunity...try to construct a coherent whole, but this process is complicatedbecause you don’t know what you are looking forSource: "The forgotten half of change", L. de Brabandere, Pages 51, 52
31 AGAIN, ALL OF A SUDDEN AN IMAGE APPEARS A Cowboy on Horseback Facing to the Left?Six analogies between constructionof images and ideas:You will never see them if you don’t believe they existThey are difficult to findIt’s easier in a groupThey have an irreversible trait to themThey appear all of a suddenBoth, the new image and new idea are made up of elements that are not in themselves new123456Finding patterns and coherency is a good way of thinking, BUTthis brain’s persistence can inhibit our ability to find new ideas...Source: "The forgotten half of change", L. de Brabandere, Pages 51, 52
32 KEY TAKEAWAYS OF THIS SECTION Perception is governed by lawsSome of them are “hardware” (optical illusions) but most of them “software” (how we have become programmed)You don’t see the world as it is, you see it as you areAmbiguity can make us perceive the same thing in different waysWe tend to think using forms: stereotypes, patterns and paradigmsBad decisions are not necessarily due to lack of information, but often to the way our mind works
33 SESSION I CONTINUED: SUCCESSFULLY HANDLING COMMUNICATION IN CHANGE EFFORTS Feedback loopsStart with the "Desired Outcome"Get to know your audienceDevelop communication strategyEnsure effective executionMeasure andfollow up
34 START FROM THE "DESIRED OUTCOME" You always communicate for a purpose, not for the sake of communicatingToday's situation"Desired outcome"What new ways of working, thinking, behaving do we want to see implemented? When? By who?Where do we stand today? What can we build on? What needs to change?How to build communication to support reaching the desired outcome?
35 GET TO KNOW YOUR AUDIENCE Good preliminary audience analysis allows you to...Use available resources in the most effective wayDon't attempt to do everythingBe proactive where it countsFocus time and energyDifferentiate type and intensity of intervention over time, i.e. who’s first, needed later, etc.Prioritize effortsDesign quick wins and long-term approach
36 STRATEGIC COMMUNICATIONS PLANNING ApproachImpact on One UN Programme at Country Level1Develop communication planEnsure clear senior ownership of content and prepare for their role in communicationDefine audiencesAssess communicational needs (media, frequency, message) for each audienceMake detailed communication planprocess sequence, timeline and accountabilitiesAlign with internal communications department and external agenciesExecute communication planRigorous execution of communication planAlign communication initiatives with the 'central’ HQ communication planMonitor resultsObserve and measure employee perceptionSafeguard correct information flowsEntire UN organization, across agencies, becomes committed and shares goalsEmployees and all relevant stakeholders (i.e. government, NGO’s) involved and appropriately targeted with key messagesClear agreement on tasks and responsibilities within UN communications teamWell informed staff, leading to shared vision, and commitment to changeUNCT leadership aware of 'change morale' amongst staff23
37 FIRST STEP: IDENTIFICATION OF RELEVANT STAKEHOLDERS AND CONCERNS Potential concerns?UNCT & UN staff in-countryHost governmentsDonorsWider UN system...Job security, process complexityWeakening the UNEvidence of progressPerceptions of UN reform...Other stakeholder groups as well, subsets of the ones above, etc
38 Existing media to be leveraged where appropriate APPROPRIATE MEDIA CHANNEL FOR EACH GROUP DETERMINED BY CONSIDERATION OF FORMALITY AND REACHFormalPresentationsLetter to staffBenefits of One UNUKUSEvery month ?By field office or HQ?For childrenFor HQFor UNCTFor gov.MediaDiscussions(one to one or group)Voice messages /Conference callsCom toolkitKey messagesObjectivesRationaleKey staff concerns to addressInformalOne to OneOne to ManyReachExisting media to be leveraged where appropriate
39 IDENTIFICATION OF AVAILABLE MEDIA Examples of top-down communicationsExamples of interactive communicationsFormal memo updates / announcementsBulletin board announcementssNewsletter articles (share success stories)Management presentationsDepartment meetingsStaff meetingsFormal training sessions (large / small groups)New processes, forms, schedulesInternetFAQsSmall group / department discussionsFocus groupsOne-on-ones with vocal resistorsTelephone briefings / surveysPilot group feedback sessionsWhat’s working / not workingWeb surveys / pulse checksGood for questions about attitudes and motivations, impact of changeAnonymous question / suggestion boxTeam-building / trust-building activitiesWhich ones are at your disposal? Goal should be to use wide range of media as appropriate, but with consistent message
40 DEFINE COMMUNICATION FREQUENCY AND MEDIA CHANNEL FOR EACH STAKEHOLDER GROUP Agency HQ......Regional Leadership......HQ etcDGO, CEB, SG......Senior Management......All pilot staff......PilotCountryKey Opinion Leaders......Staff At Risk......
41 PROFILE CURRENT COMMUNICATIONS TO IDENTIFY GAPS Example: Internal UN StakeholdersWhat conclusions can we draw?FormalMgmtReportsUNretreatsAll staffbulletinNeed increase in informal, one-to-one support being generatedNeed additional sources for informal and widespread distribution of information (Intranet site)Need more targeted one-to-one, formal communications to bolster buy-in across the system...NewsLettersExtranetsiteMediaIntranetsiteInformalOne to OneOne to ManyReachAudienceSenior managementAll staff
42 DEVELOP RELEVANT MESSAGES PER TARGET GROUP Key questions to ask:What do I want my audience to know/feel/do/remember ?What does my audience know about the topic ?What do they need/want to know ?What are my audience's concerns, fears, hopes related to the topic ?What "trading" possibilities do I have ?what does the audience need/want that we can offer ?How do they like to get information?How do we get feedback from them?...Common ways to fail...Communicate “management” values, not employee valuesUse “management” language, not employee languageIgnore implications in day-to-day actionsPresent in stiff, easy to ignore manner
43 TEMPLATE FOR PILOT COMMUNICATIONS STRATEGIES AudienceCommsplanPerceptionObjectiveKey messageChannelOwner / Spoke-peopleActionTiming / LocationSupporting materialMeasure-mentRemarksGovern-mentKey opinion leaders (UNCT)All Pilot staffDonors
44 CHECKLIST: COMMUNICATIONS PLAN SHOULD ANSWER ALL THESE QUESTIONS Do we know what the preferred communication approach and tools are?Do we know what has already been communicated about the project (internally and externally) and how things were received?Is top management aware of the necessity and impact of communication? Are they ready to invest time and effort in communication?***Do we have a clear idea of who the various target groups/stakeholders are, what they know, how they feel, what they expect?Do we know what our goals are for each group?Is there an overall communication plan for the duration of the change effort? Are the immediate short-term steps fully detailed, agreed upon and prepared (dates, sequence, for whom, what, by whom, end-products, follow-up, ...)?Do we have the tools/processes in place to measure the effects of the communication (feed-back loop) and ensure corrective actions are taken?Are the external and internal communication approach/messages coherent and coordinated?
45 COLLECT FEEDBACK And act on it ! Ways to collect feedbackFormalSurveys (written, web-based, telephone, ...)Written evaluations/commentsPerformance reviews; 360 feedbackPulse checksFeedback collected during meetings or gatheringsField visitsOne-to-one interviewsFocus groupsEating in employee restaurants and understanding “word on the street” / rumoursInformal
46 KEY SUCCESS FACTORS FOR INTENSIVE COMMUNICATIONS Process success factorsContent success factorsMake sure to involve top management in the communication processAcknowledge past projects, efforts, successes16Make sure to involve HR in the process to validate approach with them (staff associations, etc.)2Put yourself in the shoes of the receiver: how would you react to the message?7Anticipate and measure: Communication is about 'action/reaction'Keep in mind that people's first question is: what's in it for me?38Make sure your communication is followed up by action: make it real to build trustLink project with other initiatives in the organization: How does it all fit and make sense?49Listen ! And allow for interaction and two-way communicationMake messages as concrete as possible510Remember, you can never communicate enough...
47 SOME FINAL THOUGHTS: DON'T FALL PREY TO COMMUNICATION MYTHS The following myths are very prevalent and they are absolutely wrong. If you find yourself thinking these things, an alarm bell needs to go off!We want to wait until we are ready with all the answers before we communicateWe aren't communicating because we haven't said anything yetThe only people we need to be concerned about are the ones who are participating nowWe don't need to communicate because there is nothing newWe've addressed this before so it's doneThey know what we know; all they're interested in is the resultsIt's someone else's job to communicateIt may have taken us months to figure this out, but you can get it in one presentation/article/conversation
49 DAY ONE PM SEATING PLAN Table #1 Table #3 Sari Bjornholm (CV) Cyriaque Ngoboka (RW)Caroline Den Dulk (Viet)Eshila Maravanyika (Tanz)Silvia da Rin Pagnetto (Uru)Luis Zaqueu (Moz)Cassandra Waldon (UNDP)Nick Parsons (FAO)Thierry Delvigne-Jean (Moz)Tahiro Gouro (CV)Eldisa Lloshi (Alb)Zarak Saleem Jan (Pak)Theresa Smout (Tanz)Michael Coleman (Viet)Manoel de A. e S. (DPI)Peter Smerdon (WFP)Dawn Minott (RDT)Table #2Raabya Amijad (Pak)Nora Kushti (Alb)Peter Reeh (Moz)Nguyen Thi Ngoc Van (Viet)Esteban Zunin (Uru)Frederik Matthys (RW)Nora Godwin (UNICEF)Corinne Perthuis (ILO)
50 SESSION II: SHARING EXPERIENCES AND BEST PRACTICES Rubric:Discuss best practices for coordinating communication – share examples from some pilots, input from resource peopleBreak into groups and identify a new spokesperson for each tableEach table to discuss themes and best practices, building on all the discussion to dateDiscuss what elements are local vs all pilots vs globalDiscuss identified support needs, to be noted for discussionCome up with creative new ideas to add (?!)Propose some concrete steps for 2007 and beyondSpokesperson raises key issues for table, followed by discussionDiscuss best practices for coordinating communications at country level and more broadlyUnderstand what it would take to achieve end-state vision identified earlierDiscussions and flip-chart output on all of the topics (here and previous) will be summarized for discussion tomorrow morning
51 STOP YAWNING, AND GO PLAY OUTSIDE... See you at 7:30pm for drinks / dinner!
52 “COMMUNICATION FOR CHANGE” UN RETREAT DAY 2 Kievitz Kroon Country Estate4 May 2007
53 DAY TWO SEATING PLAN Table #1 Table #3 Eshila Maravanyika (Tanz) Frederik Matthys (RW)Cyriaque Ngoboka (RW)Nguyen Thi Ngoc Van (Viet)Luis Zaqueu (Moz)Esteban Zunin (Uru)Ashik Ganapathy (RDT)Cassandra Waldon (UNDP)Corinne Perthuis (ILO)Michael Coleman (Viet)Tahiro Gouro (CV)Zarak Saleem Jan (Pak)Nora Kushti (Alb)Peter Reeh (Moz)Theresa Smout (Tanz)Manoel de A. e S. (DPI)Nick Parsons (FAO)Table #2Raabya Amijad (Pak)Sari Bjornholm (CV)Thierry Delvigne-Jean (Moz)Caroline Den Dulk (Viet)Eldisa Lloshi (Alb)Silvia da Rin Pagnetto (Uru)Nora Godwin (UNICEF)Peter Smerdon (WFP)Dawn Minott (RDT)
54 INTRODUCTION & RECAP OF OBJECTIVES Introductory remarksThree objectives:To develop a shared understanding of communication challenges and opportunities associated with ‘One UN’ implementationIncluding best practices sharingTo assist pilot countries in strategic communications planningIdentification of audiences, messages and channels for effective external and internal communication on the “One UN” pilotsTo strengthen participants’ ability to use communication as an effective tool for implementing UN reformHands-on training component
55 RECAP: YESTERDAY... 5 4 Coffee Break ~4:15 3 Lunch ~13:15 2 Coffee 18:005Concrete steps and activities in 2007 (and beyond)4Sharing communication experiencesCoffeeBreak~4:153Strategic communication toolsLunch~13:152Approaching change from communication perspectiveCoffeeBreak~11:301Opening discussion on opportunities and challengesEnsure agreement on objectives8:45
56 PLAN FOR TODAY & TOMORROW 5Focal point networking session4~16:30Wrap-up, support needs, next steps3Role-plays, refinement of comm plansLunch~13:152Working groups: developing comm plansCoffeeBreak1Internal & external stakeholders and viewsTodayTomorrowIntroduction, review of objectives & formatHands-on communication training8:30
57 REMEMBER: ‘CHANGING TWICE’ (OR EVEN JUST ONCE) WILL RESULT IN AN EMOTIONAL JOURNEY Note: This curve reflects the 'classic' situation if change is well managed. In other situations the curve may evolve dramatically differentlySource: The Change Monster, by Jeanie Duck (Used with permission)
58 EACH EMOTIONAL PHASE OF CHANGE EXHIBITS PREDICTABLE TRAPS AND UNIQUE MANAGEMENT CHALLENGESPhaseTrapsManagement ChallengesPhase One: StagnationPhase Two: PreparationPhase Three: ImplementationPhase Four: DeterminationPhase Five: FruitionOrganization assumes it’s safeFeels no serious threat or compelling opportunityKnows change is needed but is unsure what to doLacks confidence in self and managementRush to the answer and jump into actionFail to clarify scope, constituencies, robust planFail to balance broad vision with detailed planFail to appreciate the complexity of communicationsCore group gets too far aheadAssume readiness and understandingEarly wins generate unrealistic expectationsTake easy actions, leave long, hard ones unaddressedResults slower than expectedEnthusiasm wanes; burnout occursGloom and doom scenarios and blaming proliferateDon’t celebrate or share rewards/recognitionFail to reflect and harvest lessons learnedAllow accomplishments to become sacred cowsAllow Fruition to fade into StagnationCreate a healthy dissatisfaction with the status quoGenerate appetite for changeBuild required capabilitiesskills, beliefs, behaviorsUnite the leaders; prepare to be testedDevelop credible action planstrategy, plan to generate energy, enthusiasmrobust communications planManage expectations and experienceAddress beliefs and behaviors directly; reinforce what’s desiredKeep focus and clear accountabilityValidate the visionStay in touch and stay flexibleLeaders drive action, make any necessary trade-offsAddress morale issues to increase motivationBroadly share praise and rewardsLeverage learning to build change capabilityPrepare for next cycleRecruit new blood and new perspectivesDo we really have to change?Will this plan work?What’s in it for me?Will mgmt make the hard decisions?Can we stay here?Source: The Change Monster, by Jeanie Duck (Used with permission)
59 KEY DISCUSSION TOPICS FROM YESTERDAY Local issues vs pan-pilot issues vs global issuesWhat can we do ourselves? On what issues do we need guidance?Role and structure of communication mechanismsUNCG / regional bodies / global bodiesInclusivity vs focusRelates to ‘One Programme’, NRAs, but also joint communication“Consensus slows us down, but without it we get flak”Communicating the results vs communicating the processDepends on the desired outcome, audience, medium, etcEnsuring “senior” ownershipHow to best use limited resourcesHow can we effectively prioritize (while lobbying for increased budget)?
60 KEY COMMUNICATION CHALLENGES AND OPPORTUNITIES IDENTIFIED ARE INTERTWINED Multiple brands and voices need to be coordinatedAvoid “one size fits all”Involving the government, donors, staffFinding right Incentives for collaboration, as all agencies want/need to see themselves in the productUsing UNCG can be unwieldy in some countriesCommunication of results / impact, rather than process of changeUsing the brand diversity as a positive thing, leveraging agency expertise in various ways (to also avoid new structures)Share best practices commonlyBring people together early through communicationOpportunity to expand / think outside the boxMake UNCGs effective, use for increasingly more and moreTake the chance to address perceptions of UN as inefficient, or extension of government; make value clear
61 OTHER MAJOR COMMUNICATION-RELATED THEMES IDENTIFIED Lessons learned and other ideasImplementation can be slowed by uncertainties about how different HQ players view reformJob security (UN staff)Little clarity to date on pilot evaluation criteriaFrustrations at perceived (and sometimes real) exclusion can magnify otherwise small issuesMessaging from different sources can appear inconsistent or uncoordinated (region, HQ, DGO, etc...)Details matter – “little things” can affect perception in big waysNeed for open and unambiguous top-down support for the ‘One UN’ reform agendaEnsure clear vision for end result, which maintains needed visibilityImprove transparency and trust by frequent contact (even when the answer isn’t yet known)Identify and reach out to key opinion leadersFull transparency about the process and status of discussionsEnsure consistent messages (Regions, UNCT, HQ)Necessity for constant and early communicationWith all agencies incl. non-residentPilots should drive their own messages, and other UN stakeholders should follow this lead (?)Central messages re: ‘One UN’ should be agreed by inter-agency working groups (?)Be aware of common perception of RCO = UNDP = (at least until firewall instituted...probably after too)e.g. domains being adjusted; should be UNDP if UNDP, UN if RC / RCO
62 SOME SPECIFIC IDEAS, OPEN QUESTIONS AND SUPPORT NEEDS Ideas for specific communication elements / best practicesQ&As with different stakeholders in mind – room for corporate supportRecorded RC interviewsMaximize face to face communications (e.g. townhalls)UNCT websites – room for best practice sharingLeverage agency / other pilot experiences regarding corporate identity / logojoint press releases can be agonizing but confidence building and help with culture changesOpen Questions:What is ideal structure for UNCG? Role of RCO? Role of DPI/UNIC? Who makes what decisions and what are accountabilities? What is done at country level and what at region/HQ? Need to understand roles / time breakdown, with clear ToR. Goal is to have sustainable structure, not just goodwill based. Can we build on global mechanisms for agencies to discuss communication?Support needsUse 8 for 1 more, sharing country-specific materials that could be leveragedPossible training for UNCGsDGO – develop and share understanding of views of donorsNeed for consistent global response / strategy, and mechanism to endorse it
63 SESSION I: VIEWS FROM INTERNAL AND EXTERNAL STAKEHOLDER GROUPS Brief thoughts (to follow) on internal and external communications perspectivesQuestion guide for group:Is it all clear – what needs clarification?What does it mean – your observations on implications?What are the similarities between concerns of internal and external stakeholders? What are the differences?
64 INTERNAL STAKEHOLDERS Examples of Major Internal UN Concerns Fears for employment and agency identity“Will I be viewed as a traitor by my agency if I participate?”“Will my agency still be able to perform its mandated functions?”“Does ‘One Office’ mean I will lose my job?”“Are we cutting down on agencies?”Uncertainty regarding support from the UN system“What does my agency really think about this reform?”“How do we solve key technical issues at country level?”Anxiety over the effort involved in the reform“How much is expected of me in this process?”“How do we ensure that we don’t neglect our programmes during this process?”Uncertainty regarding the rationale and process for ‘One UN’ reform“Is this really going to work?”“Can we still fundraise? Can we still do our own activities?”“Why are we starting at country level, not HQ? We need guidance!”
65 EXTERNAL STAKEHOLDERS Substantive Issues to Address in Communications Plans GovernmentsDonorsArticulation of key benefitsKey concernsProcess clarity neededCost savingsReduced transaction costsImproved service to national needs (efficiency, efficacy, coordination)Impact on national staffReinvestment of cost savings in programme budget“Is this a donor-driven agenda with the ultimate goal of trimming UN operations?”Extent of government ownershipExpected timeline, project mgmt responsibilityHolding UNCT accountable for delivering changeExtent of UNCT freedom to personalize ‘One UN’Improved and strategic programme prioritizationReduced transaction costs for donors and governmentsAbility of reformed UN to absorb increasing aid flowsExtent of, and rules governing, pooled fundingAbsolution from fears of ‘donor agenda’“Are we once again wasting ODA on internal reform processes rather than development results?”Relationship of ‘One UN’ to high-level panelExtent of UNCT freedom to personalize ‘One UN’
67 SESSION II: DEVELOPING COMMUNICATIONS PLANS Rubric:3 working groups (by table, but using rooms upstairs as needed):Internal (focused on overall change issues – audiences could include regions / staff / etc)External (focused on change issues for key government and donor stakeholders)External (focused on change issues for key media, public, civil society stakeholders)Develop elements for communications plan targeting either internal or external stakeholders and their concernsFocus on key messages and themes, and segmentation of messages; touch upon media and frequencies as needed, responsibilitiesDifferent countries already have communication plans to some degree; let’s build upon them using the combined expertise in the roomWhen we reconvene together, we’ll put these plans to the test...
68 TEMPLATE FOR PILOT COMMUNICATIONS STRATEGIES AudienceCommsplanPerceptionObjectiveKey messageChannelOwner / Spoke-peopleActionTiming / LocationSupporting materialMeasure-mentRemarksGovern-mentKey opinion leaders (UNCT)All Pilot staffDonors
69 SESSION III: TESTING THE COMMUNICATIONS PLANS Rubric:Each group presents its plan‘Audience’ (other two groups) role-plays the target stakeholder groups (e.g. donors, government, etc), reacting and constructively critiquing the plan that has been presentedAre there any gaps?Does anything not make sense?Are any concerns left unattended?What are implementation issues?What are priorities – which elements are absolutely critical?Open discussion on how to refine the plans, captured by rapporteurs
71 SESSION IV: DISCUSSION OF SUPPORT NEEDS Rubric:Presentation of the ‘parking lot’ of support needsPresentation of DGO support offeringDiscussionAny additional needs / barriers to plan implementation?Any that are no longer so important?Which are the priority needs?Wrap-up of communications planning & support needs discussionsNext steps
72 WHAT DID WE WANT TO GET OUT OF THIS RETREAT? From Thursday Morning Understand where we stand and where we are goingLessons learned by other countries on communicationsMeet / network with other focal points / pilot countriesLearn how other pilots are doingShare ideas and listen to issuesUse experiences and best practices to overcome challengesLearn more tools for communicationUnderstand the different roles required as part of “Delivering as One”Understand perceptions of the UN in countryTherapeutic value of knowing we’re not aloneClearer picture of where we’re headingSee how One UN can strengthen overall communication plans and principlesLearn what’s expected of us and how we can share visionDevelop an approach that can work widelyUnderstand clear next steps and follow up to this meetingSpeak frankly without politics about what works and what doesn’tDeal with implementation as well as strategyUnderstand what the support needs are, and from whomCompete together, not against each other
73 CLOSING QUESTIONSLooking back in ten years what will make you feel most proud? Least proud?What are the greatest challenges that you believe the team will face in achieving your most proud outcome?Closing remarks