Tag Archives: govcamp cymru

Dare to be vulnerable to improve public services

How can public service leaders start to embed digital thinking within their organisations in order to redesign public services? Dyfrig Williams reflects on what he learnt from Cllr Barry Parsons and Carl Haggerty‘s workshop at our Digital Seminar.

Although our seminar was looking at Digital approaches, we spent precious little time talking about technology. Instead, both the seminars in North and South Wales focused on the steps that organisations could take to develop a Digital mindset and deliver better public services.

Councilllor Barry Parsons speaking during a panel discussion / Y Cynghorydd Barry Parsons yn siarad yn ystod trafodaeth panelI pitched a session at GovCamp Cymru on how the changemakers who attend events like unconferences can change the practice and behaviour at their organisation to embed learning. One of the questions I posed during my pitch was on the role of leaders in embedding change, as they are in a position to lead by example and demonstrate the behaviour that organisations should be displaying.

With this in mind, it was great to learn more about some of what’s taking place at Devon County Council, where Cllr Barry Parsons (who is Cabinet Member for Performance and Engagement) has a Coaching relationship with Carl Haggerty in order to develop a shared understand of the role that they can play in embedding Digital thinking in the council.

Changing our relationship with the public

In the plenary session we heard the same message from each panellist about how public services should start with user need. Public services need to fundamentally rethink how they work, and the questions from delegates showed that they were thinking about how they might begin to reframe the relationship between our organisations and communities.

Cllr. Barry Parsons made some great points on how he is doing that in the workshop on Involving Elected Members in a digital approach. He spoke about his role as a Cabinet Member (and the role of other public service leaders), where he works to develop trust for systemic action and collaboration, both within and outside the organisation.

Daring to be vulnerable

Cllr Parsons spoke about daring to be vulnerable to develop that trust, and he shared this great video of Peter Sharp at TEDx Perth.

Cllr Parsons shares his own vulnerabilities in Council, where Carl Haggerty may be the expert on day to day digital matters, but Cllr Parsons is required to make big, informed decisions on the subject. By daring to be vulnerable and learn more about Digital, he is building mutual respect with Carl. They share common beliefs and a determination to bring officers together with members to drive the agenda forward in order to benefit communities.

When we planned the seminar, Y Lab developed personas with us for people who should attend the event. This was a change in our approach, as we usually target specific job roles. This was because we recognised that organisational hierarchies can separate the knowledge within organisations from authority when making decisions. By daring to be vulnerable, Cllr Parsons is able to bring that knowledge and authority together to make informed decisions so that the council can be better placed to deliver effective public services. It’s fantastic to hear that an elected member is taking such an approach to develop their knowledge. If your organisation is enabling elected members, non-executive members or trustees to do something similar, we’d love to hear from you.

Mentrwch i fod yn agored i wella gwasanaethau cyhoeddus

Sut all arweinwyr gwasanaethau cyhoeddus ymgorffori meddylfryd digidol o fewn eu sefydliadau i ailgynllunio gwasanaethau cyhoeddus? Isod mae Dyfrig Williams yn myfyrio ar yr hyn y dysgodd o weithdy’r Cynghorydd Barry Parsons a Carl Haggerty yn ein Seminar Digidol.

Roedd ein seminar yn edrych ar ddulliau digidol, ond yn realiti dim ond rhan bach o’r seminar oedd am dechnoleg. Yn lle hynny, roedd seminarau’r Gogledd a’r De yn canolbwyntio ar y camau y gallai sefydliadau eu cymryd i ddatblygu meddylfryd Digidol a darparu gwasanaethau cyhoeddus gwell.

Councilllor Barry Parsons speaking during a panel discussion / Y Cynghorydd Barry Parsons yn siarad yn ystod trafodaeth panelFe wnes i gynnig sesiwn yn GovCamp Cymru ar sut all y “gwneuthurwyr newid” sy’n mynd i ddigwyddiadau fel anghynhadleddau newid yr arfer a’r ymddygiad o fewn eu mudiadau er mwyn ymgorffori’r dysgu ohono. Un o’r cwestiynau a ofynnais yn ystod y sesiwn oedd ar rôl arweinwyr wrth ymgorffori newid, gan eu bod nhw mewn sefyllfa i arwain trwy esiampl a dangos yr ymddygiad y dylai’r sefydliad arddangos.

Gyda hyn mewn golwg, roedd yn wych i ddysgu mwy am rai o’r pethau sy’n digwydd yng Nghyngor Sir Dyfnaint, lle mae’r Cyng. Barry Parsons (sy’n Aelod Cabinet am Berfformiad ac Ymgysylltu) wedi datblygu perthynas hyfforddi gyda Carl Haggerty er mwyn datblygu cyd-ddealltwriaeth o’r rôl y gallant ei chwarae wrth fewnosod meddylfryd Digidol o fewn y cyngor.

Newid ein perthynas â’r cyhoedd

Clywsom yr un neges o bob aelod o’r panel yn ystod y sesiwn lawn am sut y dylai gwasanaethau cyhoeddus ddechrau gydag anghenion defnyddwyr. Rhaid i wasanaethau cyhoeddus ailfeddwl sut maen nhw’n gweithio, ac roedd cwestiynau cynrychiolwyr yn dangos eu bod nhw’n meddwl am sut gallan nhw ddechrau ail-fframio’r berthynas rhwng ein sefydliadau a’u cymunedau.

Cyflwynodd y Cyng. Barry Parsons pwyntiau grêt ar sut y mae’n gwneud hynny yn y gweithdy ar Gynnwys Aelodau Etholedig mewn ymagwedd ddigidol. Siaradodd am ei rôl fel Aelod Cabinet (ac mae hyn hefyd yn rhan o rôl arweinwyr gwasanaeth cyhoeddus eraill), lle mae’n gweithio i ddatblygu ymddiriedaeth am weithredu a chydweithio systemig, o fewn a thu allan i’r sefydliad.

Mentro i fod yn agored i niwed

Siaradodd y Cyng. Parsons am y pwysigrwydd o fod yn agored er mwyn datblygu’r ymddiriedaeth honno, ac fe rannodd y fideo gwych yma gan Peter Sharp yn TEDx Perth.

Mae’r Cyng. Parsons yn rhannu ei gwendidau ei hun yn y Cyngor. Er mai Carl Haggerty yw’r arbenigwr digidol o ddydd i ddydd, rhaid i’r Cyng. Parsons gwneud penderfyniadau mawr, gwybodus ar y pwnc. Drwy fod yn i fod yn agored i niwed mae’n dysgu mwy am Ddigidol, ac mae’n adeiladu parch cilyddol gyda Carl. Maen nhw’n rhannu credoau cyffredin a’r bwriad o ddod â swyddogion ag aelodau ynghyd i yrru’r agenda yn ei blaen.

Pan wnaethon ni cynllunio’r seminar, datblygodd Y Lab personas gyda ni am bobl a ddylai fynychu’r digwyddiad. Roedd hyn yn newid yn ein hymagwedd, gan ein bod ni fel arfer yn targedu swyddi penodol. Roedd hyn oherwydd ein bod ni’n cydnabod bod hierarchaeth sefydliadol yn gwahanu’r wybodaeth o fewn sefydliadau o’r awdurdod wrth wneud penderfyniadau. Drwy fod yn agored i niwed, mae’r Cyng. Parsons yn gallu dod a’r wybodaeth a’r awdurdod at ei gilydd i wneud penderfyniadau gwybodus fel y gall y cyngor fod mewn sefyllfa well i ddarparu gwasanaethau cyhoeddus effeithiol. Mae’n wych clywed bod aelod etholedig yn cymryd ymagwedd o’r fath i ddatblygu eu gwybodaeth. Os yw eich sefydliad yn galluogi aelodau etholedig, aelodau anweithredol neu ymddiriedolwyr i wneud rhywbeth tebyg, byddem wrth ein bodd i glywed gennych.

GovCamp Cymru: Can we change behaviour for better public services?

At GovCamp Cymru Dyfrig Williams pitched a session on how behaviour change theory can help to embed ideas generated at unconferences into organisations. Below he outlines what he learnt from the session.

This year’s GovCamp Cymru was a great event. I pitched a session on changing the behaviour of people within organisation to enable public service improvement. Whilst I’d done some work beforehand on key issues that I felt needed to be resolved and how we might do that, the session was very much a pooling of ideas and experiences, so I’ve got to say a big thank you to everyone who came and to everyone who provided input before, during and after the main discussion. The Storify that we put together gives a good overview of what was said during the day.

So in terms of my session, here are the key things that I learnt:

Leadership is important

That might seem like an incredibly obvious statement, and in some senses it is. We spoke about how staff model the behaviour that leaders display within their organisations. But what was heartening was that there was discussion around what constituted a leader – it’s not necessarily about being at the top of your organisational hierarchy. It might be about thought leadership, or staff might take it upon themselves to lead change within their organisation or instil that leadership role in other people. It’s all too easy to cede responsibility to others because we don’t have a leadership role bestowed upon us, so it was great to hear attendees talk about what they could do to seize the initiative. But we also discussed how some organisations are hostile to mavericks, so it’s important to think about how you are perceived within your own organisation.

The behaviours that good leaders might display started with really simple things like saying “Thank you” to make staff feel valued. Spice Cardiff talked about opening up agendas of meetings, and we also spoke about the importance of risk taking. The public sector can often be risk averse, but we dug a little deeper to think about why that might be. The point that “The people who design change have less to lose than the people who implement it” really struck a chord with me, and if we are asking people to take a leap of faith on working differently, then we need to ensure that people feel supported and that they won’t be hung out to dry if things go wrong. We spoke about approaches that may help us to mitigate risk, in particular the value of prototyping to demonstrate new ways of working when you’re told that a new method can’t work.

Legislation is a sword and a shield

I love this quote, which came from a discussion on the Wellbeing of Future Generations Act. We spoke about how the act could be used as a shield to safeguard staff who are trying to make change happen by providing a clear rationale for change, or a sword to fight with in order to take the initiative to kickstart meaningful change within our organisations. People seemed to agree that all levers of change should be aligned, but that there wasn’t a “one-size fits all approach”. Legislation certainly plays a role in behavioural change, but so does culture, leadership, politics and the public that we work with and for. We need a range of tools and tactics so that we use the most appropriate tool for any given situation.

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A photo by Nigel Bishop from GovCamp Cymru

We learn by talking, thinking and doing

Despite it being a session about organisational change, there was nobody that worked in Human Resources at the session. Regardless, the consensus seemed to be that organisational learning was too important to be left with one centralised team and that we should all take responsibility for it as individuals, especially as there are so many online resources available.

In the session people agreed that one of the ways in which unconferences can add value is by growing networks and learning from others. But we have to consider how inclusive we’re being – are we bringing people from our organisations along with us on the change journey? As I mentioned in the discussion, Carl Haggerty has written a great post where he reflects on how he learns and how he helps others. Another way of embedding change within an organisation is to get someone who’s already done it to come in to talk about it and demonstrate the difference. The connections that we make at unconferences can help us to spread good practice and new ways of working.

There was also a discussion around having ‘champion’ roles within the organisation, where the pressure to spread the change is taken away from an individual and shared much wider. An example was given around the Wellbeing of Future Generations Act, where the responsibility is shared around staff members to embed the cultural change within their teams in order to meet the requirements of the act.

Will GovCamp Cymru help to change behaviour?

The points raised at my session certainly made me think again about how change takes place within organisations. I’m currently working on a Data and Tech project that will look at how the Wales Audit Office challenges our existing use of data and technology, the assumptions we normally take for granted, and how we can offer radical solutions when we use new technology to transform our audit and business processes. If we’re looking to change the way we work, we’re going to need to bring our colleagues with us on the journey. The feedback from this session has been really helpful, and I’d love to hear from anyone else who puts the learning from the session into practice within their organisations in order to deliver better public services.

GovCamp Cymru: A allwn ni newid ymddygiad ar gyfer gwasanaethau cyhoeddus gwell?

Fe wnaeth Dyfrig Williams cynnig sesiwn yn GovCamp Cymru ar sut all damcaniaeth newid ymddygiad helpu i ymgorffori syniadau a gynhyrchwyd yn anghynadleddau mewn sefydliadau. Isod mae’n amlinellu beth ddysgodd o’r sesiwn.

Roedd GovCamp Cymru eleni yn ddigwyddiad gwych. Cynigiais i sesiwn ar newid ymddygiad pobl tu fewn i mudiad er gwella gwasanaethau cyhoeddus. Fe wnes i ychydig o waith ymlaen llaw ar beth roeddwn i’n ystyried yn faterion allweddol a sut allwn eu datrys, ond roedd y sesiwn yn canolbwyntio ar y syniadau a phrofiadau’r bobl a oedd yn bresennol. Felly rhaid i mi ddweud diolch yn fawr iawn i bawb a ddaeth ac i bawb a gyfrannodd cyn, yn ystod ac ar ôl y brif drafodaeth. Mae’r Storify yn rhoi trosolwg da o’r hyn a ddywedwyd yn ystod y dydd.

Felly o ran fy sesiwn i, dyma’r pethau allweddol a ddysgais:

Mae arweinyddiaeth yn bwysig

Efallai bod hyn yn ddatganiad gwbl amlwg, ac mewn rhai synhwyrau y mae hynny’n wir. Buom yn siarad am sut y mae ymddygiad staff yn debygol i ddilyn ymddygiad arweinwyr o fewn ein sefydliadau. Serch hynny, roedd yn galonogol i gael trafodaeth am beth yw arweinydd – nid jyst y bobl sydd ar frig trwy hierarchaeth, gallwn fod yn sôn am arweinyddiaeth trwy feddylfryd, neu efallai staff sy’n penderfynu arwain newid neu i feithrin y rôl mewn pobl eraill. Mae’n rhy hawdd i ildio cyfrifoldeb am hyn i bobl eraill achos nad oes gennym rôl benodol, felly roedd yn wych i glywed mynychwyr siarad am sut y gallan nhw fynd i’r afael â’r cyfrifoldeb. Ond hefyd trafodom sut y mae rhai sefydliadau yn gweld ‘mavericks’ fel gelynion, felly mae’n bwysig i feddwl am sut yr ydych chi’n cael eich gweld o fewn eich sefydliad.

Mae ymddygiad da arweinwyr yn dechrau gyda phethau syml iawn fel dweud “Diolch” fel bod staff yn teimlo bod nhw’n cael eu gwerthfawrogi. Siaradodd Spice Caerdydd am gael agendâu agored ar gyfer cyfarfodydd, ac fe wnaethom hefyd siarad am y pwysigrwydd o gymryd risgiau. Mae lot o’r sector cyhoeddus yn amharod i gymryd risgiau, ond wnaethom edrych bach yn fanylach ar hyn er mwyn meddwl am pam mae hynny’n wir. Codwyd pwynt arbennig, sef “bod gan y bobl sy’n cynllunio newid llai i golli na’r bobl sy’n ei weithredu”, ac fe wnaeth hyn canu cloch i mi. Felly os ydym am i bobl gweithio mewn modd gwahanol, rhaid i ni sicrhau bod nhw’n teimlo eu bod nhw’n cael eu cefnogi os mae pethau’n mynd o le. Siaradom am ddulliau o leihau risg, yn enwedig sut all prototeipio arddangos ffyrdd newydd o weithio os mae rhywun yn meddwl bod dull newydd yn amhosib.

Mae deddfwriaeth yn gleddyf a tharian

Rwy’n caru’r dyfyniad yma, a ddaeth o drafodaeth ar Ddeddf Llesiant Cenedlaethau’r Dyfodol. Siaradom am sut allai’r ddeddf cael ei ddefnyddio fel tarian i ddiogelu staff sy’n ceisio sicrhau newid drwy ddarparu sail resymegol glir amdano, neu gleddyf i sbarduno’r newid ac i ymladd ar gyfer newid ystyrlon o fewn ein sefydliadau. Roedd pawb yn cytuno y dylid alinio dulliau o gyflawni newid, a hefyd does yna ddim dull “un maint i bawb”. Mae deddfwriaeth yn bendant yn chwarae rôl wrth newid ymddygiad, ond mae hyn hefyd yn wir amdano ddiwylliant, arweinyddiaeth, gwleidyddiaeth a’r cyhoedd rydym yn gweithio gydag ac ar eu cyfer. Mae angen dulliau a thactegau amrywiol fel ein bod ni’n defnyddio’r offer mwyaf priodol ar gyfer unrhyw sefyllfa.

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Llun gan Nigel Bishop o GovCamp Cymru

Rydym yn dysgu trwy siarad, meddwl a gwneud

Roedd y sesiwn yn ffocysu ar newid sefydliadol, ond serch hyn doedd neb o adran Adnoddau Dynol yn cymryd rhan yn ein trafodaeth ni. Beth bynnag, y consensws oedd bod dysgu sefydliadol yn bwnc rhy bwysig i’w adael i un tîm canolog a bod rhaid i ni gyd gymryd cyfrifoldeb fel unigolion, yn enwedig gan fod cynifer o adnoddau ar-lein ar gael.

Cytunodd pawb mai un o’r ffyrdd y gall anghynhadleddau ychwanegu gwerth yw trwy dyfu rhwydweithiau a rhannu beth mae pobl eraill wedi dysgu. Ond rhaid i ni ystyried pa mor gynhwysol ydyn ni – ydyn ni’n dod â phobl eraill o fewn ein sefydliadau gyda ni ar y daith newid? Fel y soniais yn y drafodaeth, mae Carl Haggerty wedi ysgrifennu blogbost wych lle mae’n myfyrio ar sut mae e’n dysgu a sut y mae’n helpu pobl eraill. Ffordd arall o ymgorffori newid o fewn sefydliad yw cael rhywun sydd eisoes wedi gwneud y gwaith hynny i ddod i mewn i siarad am y peth ac i ddangos y gwahaniaeth. Gall y cysylltiadau o anghynhadleddau ein helpu ni i ledaenu arferion da a ffyrdd newydd o weithio.

Roedd yna hefyd drafodaeth ynghylch rolau ‘hyrwyddwr’ o fewn y sefydliad, lle mae’r baich o ledaenu’r newid yn cael ei gymryd i ffwrdd o unigolyn a’i rhannu’n ehangach. Rhoddwyd enghraifft o amgylch Deddf Llesiant Cenedlaethau’r Dyfodol, lle mae’r cyfrifoldeb wedi cael ei rannu o amgylch aelodau staff i ymgorffori’r newid diwylliannol o fewn eu timau er mwyn cwrdd â gofynion y ddeddf.

A fydd GovCamp Cymru yn helpu i newid ymddygiad?

Mae’r pwyntiau a godwyd yn fy sesiwn wedi gwneud i mi feddwl eto am sut mae newid yn digwydd o fewn sefydliadau. Ar hyn o bryd rwy’n gweithio ar brosiect ble rydym yn edrych ar sut mae Swyddfa Archwilio Cymru yn defnyddio data a thechnoleg, y tybiaethau rydym yn cymryd yn ganiataol, a sut allwn ni cynnig atebion radical i unrhyw anawsterau wrth i ni newid ein prosesau archwilio a busnes. Os ydym yn edrych i drawsnewid ein gwaith yn y modd hwn, rhaid i ni ddod â’n cydweithwyr gyda ni ar y daith. Mae’r adborth o’r sesiwn hwn wedi bod yn ddefnyddiol iawn wrth i mi ddechrau’r gwaith newydd yma, ac fe fyddwn i wrth fy modd i glywed o unrhyw un arall sydd wedi rhoi beth wnaethon nhw ddysgu o’r sesiwn ar waith o fewn eu sefydliadau fel ein bod ni’n gallu darparu gwasanaethau cyhoeddus gwell.

GovCamp Cymru 2016: Using behaviour change to improve public services

How can behaviour change theory help to embed ideas generated at unconferences into organisations? Dyfrig Williams outlines his pitch for GovCamp Cymru.

Logo GovCamp Cymru / GovCamp Cymru's Logo

This year will be my third GovCamp Cymru, which for the second year in a row will be held the National Assembly for Wales’ Pierhead Building.

For the uninitiated, GovCamp Cymru is an unconference, where attendees make the agenda by pitching what they’d like to talk about at the start of the day. I’ve avoided pitching so far, but having attended a few unconferences now I think that now’s the time for me to finally get involved.

Behaviour change

This year the Good Practice Exchange at the Wales Audit Office has been working on Behaviour Change Festivals across Wales, with the event in Swansea taking place in the run up to GovCamp Cymru. I’ve heard about some fantastic examples of behaviour change over the past few months – from the Chimp Shop App that helps people to cut down on their drinking to the WiFi that encourages people to move out of the sun.

I’m really interested in how Behaviour Change theory could be applied to help change to happen as a result of an unconference. I’ve found unconferences to be great events that enable people to develop their thinking and gain new contacts. Many unconferences are rightly proud that they attract passionate people who are prepared to give up their weekends to make public services better. But what happens when we get back to the office, get back to reality and have to persuade everyone else to buy into the brilliant ideas we’ve had or heard over the weekend? How do we persuade our colleagues to make that innovation a reality?

Some theory to get us started

This is what I’d like to examine in my proposed session. How do we bring all our colleagues along with us on the public service improvement journey? As a starter for ten, Chris Bolton has written a good post on getting ideas accepted. To break down his post to a very basic level (via a slightly brutal overview, sorry Chris!), people might:

  • Pretend they’re not a maverick
  • Get leaders on side
  • Wait until the organisation is likely to be receptive
  • Or find a host organisation that accepts you

Helen Bevan also has a great presentation which is directly aimed at change makers that suggests that people:

  1. Start with yourself
  2. Work out what might help others to change
  3. Build alliances
  4. Don’t be a martyr

So if these are starting points (come to my session if you disagree!), how can we enable positive behaviour and service improvement to take place as a result of unconferences? I’d also love to hear about examples of how people have got their colleagues to buy into changes in order to improve public services. I reckon that by pooling our experiences and our knowledge, we can go a long way to figuring out how we can better implement changes to improve our work.

GovCamp Cymru 2016: Newid ymddygiad i wella gwasanaethau cyhoeddus

Sut gall theori newid ymddygiad helpu ni i roi syniadau o anghynhadleddau ar waith mewn sefydliadau? Isod mae Dyfrig Williams yn amlinellu ei syniad am sesiwn yn GovCamp Cymru.

Logo GovCamp Cymru / GovCamp Cymru's Logo

Eleni fydd fy nhrydydd GovCamp Cymru, ac am yr ail flwyddyn yn olynol mae’n cael ei chynnal yn Adeilad y Pierhead Cynulliad Cenedlaethol Cymru.

Os nad ydych chi wedi clywed amdano’r digwyddiad o’r blaen, mae GovCamp Cymru yn anghynhadledd, ble mae mynychwyr yn ffurfio’r agenda drwy bitsio syniadau ar gyfer sesiynau ar ddechrau’r dydd. Dydw i ddim wedi pitsio eto mewn unrhyw anghynhadledd, ond rwy’n meddwl bod yr amser wedi dod!

Newid ymddygiad

Eleni mae Cyfnewidfa Arfer Da Swyddfa Archwilio Cymru wedi bod yn gweithio ar Wyliau Newid Ymddygiad ledled Cymru, gyda’r digwyddiad yn Abertawe yn cymryd lle yn yr wythnos cyn GovCamp Cymru. Rydw i wedi clywed am ddulliau arbennig o newid ymddygiad yn ystod y misoedd diwethaf, o’r app Chimp Shop sy’n helpu pobl i dorri lawr ar eu hyfed i’r WiFi sy’n annog pobl i symud mas o’r haul.

Mae gen i ddiddordeb mawr mewn sut all ddamcaniaeth Newid Ymddygiad helpu newid i gymryd lle o ganlyniad i anghynhadledd. Yn bersonol, rydw i wedi ffeindio bod anghynadleddau yn ddigwyddiadau arbennig sy’n helpu pobl i ddatblygu eu meddylfryd ac i gael cysylltiadau newydd. Mae lot o anghynhadleddau yn haeddiannol falch eu bod nhw’n denu pobl angerddol sy’n barod i fynd i ddigwyddiad yn amser eu hunain er mwyn gwella gwasanaethau cyhoeddus. Ond beth sy’n digwydd pan ni’n mynd nôl i’r swyddfa i geisio perswadio pawb arall i brynu i mewn i’r syniadau gwych rydym wedi cael neu clywed dros y penwythnos? Sut ydyn ni’n perswadio ein cydweithwyr i wneud yr arloesi yn realiti?

Ychydig o theori i roi man cychwyn

Dyma beth hoffwn i edrych arno yn fy sesiwn i. Sut ydyn ni’n dod â’n gydweithwyr gyda ni ar y siwrne o wella gwasanaethau cyhoeddus? Fel man dechrau, mae Chris Bolton wedi ysgrifennu blogbost da ar sut i gael pobl eraill i dderbyn eich syniadau. Dyma grynodeb sylfaenol iawn (a braidd yn greulon, sori Chris!), ble gall pobl:

  • Esgus dydyn nhw ddim yn rebel
  • Cael arweinwyr ar eu hochr nhw
  • Aros nes yr adeg ddelfrydol
  • Neu ddod o hyd i sefydliad sy’n eich derbyn chi

Mae gan Helen Bevan gyflwyniad gwych sydd wedi’i anelu’n uniongyrchol at wneuthurwyr newid sy’n awgrymu bod pobl yn:

  1. Dechrau gyda’u hunain
  2. Gweithio allan beth allai helpu pobl eraill i newid
  3. Adeiladu cynghreiriau
  4. Osgoi fod yn ferthyr

Felly os yw’r rhain yn llefydd da i ddechrau (dewch i fy sesiwn os ydych chi’n anghytuno!), sut allwn ni alluogi ymddygiad cadarnhaol a gwella gwasanaethau o ganlyniad i anghynhadleddau? Byddai’n grêt i glywed am enghreifftiau o sut mae pobl wedi cael eu cydweithwyr i brynu i mewn i newidiadau er mwyn gwella gwasanaethau cyhoeddus. Trwy ddod a’n profiadau a’n gwybodaeth at ei gilydd, rwy’n siŵr gallwn weithredu newidiadau’n well a gwella ein gwaith.

Unmentoring 3: Digital thinking and staff trust

In the latest of a series of posts on LocalGovDigital’s Unmentoring, Dyfrig Williams reflects on a discussion with Kelly Doonan of Devon County Council.

When the Auditor General for Wales opens our shared learning seminars, he advocates well managed risk taking, as public services will not be able to continue in their current form.

In a recent blogpost, Phil Rumens examined the five stages of digital transformation. This really shows the added value of thinking about services in terms of digital provision. With that concept in mind, my latest Unmentoring discussion with Kelly Doonan of Devon County Council was timed perfectly.

Devon’s attitude to digital

Kelly’s written a great blogpost that outlines why publishing information online should be approached differently to traditional print media. She also gave a great example of how they’d put this thinking into action when they were asked to create a paper directory of local services for veterans.

The Communications Team didn’t support it because it would date almost immediately. It’s also difficult to measure its effectiveness, there was no budget to reprint or maintain it and there was no planned way of getting the directories to the veterans.

A screenshot of the proposed Devon County Council Veterans Site

A screenshot of the proposed Devon County Council Veterans Site

What I love is that rather than hinder the project, the team looked at how they could enable a better online product that could be accessed by veterans in Devon or those that haven’t been discharged yet, but are planning to come to Devon.

Kelly met with professionals who work with veterans to discuss it, and the Armed Forces Wellbeing Partnership revised and improved the plan from their feedback. They then held a discovery session with veterans to find out what they wanted to know, how they would search for it and how they would want a website to look. Kelly then created a sitemap, started writing content and the designer created the wireframe.

The first iteration of the site will go live on 8 December. All of a sudden a one-off print run has developed into a product that meets user needs and has a longer term effect – fantastic stuff!

What did I share?

Kelly mentioned the added value that the embedded comms team in Devon Council could provide to communications work. I mentioned Professor Ros Searle’s presentation at our shared learning event on staff trust. One of Ros’ points was on how internal communication can preserve and build trust within public services.

According to a CIPD report on trust, senior managers are overly optimistic in terms of how much frontline workers trust them, as 34% of staff don’t trust their senior managers. The problem is particularly acute in larger organisations, and especially hierarchical organisations where there is a perceived distance between managers and their staff. Internal communication is really important to ensure that lack of trust doesn’t degenerate into counterproductive behaviour such as theft and fraud. In fact with 37% of job satisfaction coming from trust, a high trusting organisation is likely to have staff that put in more effort, with improved co-operation, recruitment and better performance.

Trust is also linked to innovation. To go back to the Auditor General’s point, will staff be prepared to take well managed risks if they don’t feel they will be backed and trusted by their managers? For the kind of innovation we need in a time of declining resources, trust is key.

Bara Brith Camp

I’ll be sharing the key messages from the Staff Trust event at Bara Brith Camp, which is a free event that’s been organised by The Satori Lab to provide a space to progress conversations from GovCamp Cymru. If you missed the unconference, we’ve produced a Storify and the below video to summarise the day.

So I’ll hopefully see you there – I’m looking forward to finding out from attendees how we can help to improve trust levels in Welsh public services, and to boost levels of productivity and innovation in the process.