Leadership Project Plan - Gina Marie's Brain Forest

#🌱 #🟠 # Leadership Project Plan ![[calendar-plus.svg]] Nov 14, 2022 | ![[calendar-clock.svg]] Jan 03, 2023 🏷️ [[Leadership MOC]], [[MOCs/Interests/Change|Change]] ![[knowledge-management-attributes.jpg]] Creator: Enis Aksoy | Credit: Getty Images | Copyright: Enis Aksoy The focus of my leadership project is to build a knowledge management system for our Rotary club. There are two main goals, each of which have several objectives: 1. Club members and leaders will have a clear understanding of how Rotary, and our Rotary club in particular, works and know how to find information and resources. a. Identify existing knowledge assets b. Create new knowledge assets c. Build an accessible, user-friendly repository for all knowledge assets d. Develop plan and processes for knowledge sharing 2. Our Rotary club has clear and consistent processes that make the operation of the club and our various activities more efficient and sustainable. a. Identify and evaluate current processes b. Improve existing processes and create new processes where none exist c. Create templates and checklists that help make processes more efficient d. Establish process for regularly evaluating projects and activities ## Model for Change I am structuring my action plan based on the [[Change Path Framework|Change Path Model]] and using [[Kotter's 8-Step Change Process]] as a guiding framework for each of the four phases. While it appears to be linear process, I will not be following these steps in perfect order. There is a lot of overlap between the phases and we will revisit steps, as necessary, as the process unfolds. ### Awakening Phase Before beginning to create a plan for action, it's important to establish a clear vision of the desired future state and the gap in performance between that and the present state. The first 3 steps in Kotter's model help in that effort. > [!info]- Create a Sense of Urgency > It will be important to "describe an opportunity that will appeal to individuals' heads + hearts" (Kotter, 2018, p.10). In this case, the urgency is in onboarding new members and developing new club leaders. The gap we have an opportunity to fill is knowledge of Rotary and how our club works. > [!info]- Build a Guiding Coalition > I can't build and implement a knowledge management plan by myself. I need to build a team who can help design and implement the plan. To that effect, I have recruited the help of our president-elect and the board of directors. > [!info]- Form a Strategic Vision and Initiatives > One often-overlooked step that will help make the adoption of a knowledge management plan successful is to create a clear and compelling vision for our plan. This will help us recruit volunteers to help with the various tasks and encourage all club members to embrace and use the system once we implement it. ### Mobilization Phase As we clarify the vision for a knowledge management system we will begin to engage club members in discussion and nurture their participation in the process. > [!info]- Enlist a Volunteer Army > There are many components to an effective knowledge management system and it's going to require participation from a lot of people. Some key groups include: > - New club members > - President-elect > - Board of Directors > - Committee chairs > - Public relations committee > [! info]- Enable Action by Removing Barriers > As we work on developing a knowledge management system we'll need to identify any [[restraining forces]] that might keep members from helping to create or use the system. Elements that will be important include: > - Survey of members to identify barriers > - Clear communication about the vision and the process > - Education re: the components of the knowledge management system and any technology being used ### Acceleration Phase Once we've established buy-in and engaged stakeholders we can dive deeper into action planning and implementation. > [!info]- Generate Short-term Wins > As we identify potential solutions to restraining forces, we can use [[Design Thinking|design thinking]] to create and test various elements of the knowledge management system. For the development of each element we'll need to create an action list that includes: > - task component clarity/clear expectations, > - [[single point of accountability]] > - by-whens (Crosby, 2017, p. 118) > > Milestones, big or small, will need to be noted and communicated with all of the club members to track progress and celebrate achievements. > [!info]- Sustain Acceleration > In order to sustain momentum we may have to revisit the earlier steps of creating urgency and building a coalition. While it is nice to celebrate progress and small wins along the way, it's important that we continue to convey our drive and commitment to sustain action. ### Institutionalization Phase The final phase of the change process will be the complete design and implementation of a knowledge management system. Then it will be a matter of educating and empowering members to use the system and continuing to improve on it. > [!info]- Institute Change > Club leaders and our organizational infrastructure will need to reinforce new behaviors to ensure that the change lasts. As new members join the club, we'll need to make sure they understand the importance and value of the knowledge management system and use it. We will need to ensure that relevant processes are incorporated in the onboarding for new members and that all current and future leaders also receive appropriate training. --- ## Understanding the knowledge flow process The stages of the knowledge flow process will help guide us as we develop a knowledge management system. Much like the change model, these stages are cyclical rather than linear. ![[key-components-of-knowledge-management-strategy-1000x500.png|600]] > [!info]- Create > As we develop new programs and try new ways of doing things in our club, we will continue to create new knowledge. > [!info]- Identify > This step will be critical to the success of the overall project. Tasks will include: > - Using [[Appreciative Inquiry]] to identify current gaps in knowledge > - Create lists of FAQs for various topics and stakeholder groups > [!info]- Collect > We will need to gather existing knowledge, especially in answer to any FAQs developed in the previous stage. This could include: > - General Rotary information > - Club history and information > - Board procedures > - Processes for various club activities > - Forms and documents > > Much of the existing knowledge exists in the minds and computers of individual club members who have been involved in the club for years. The process of gathering this information may include interviews as well as collection of written documentation. > [!info]- Review > As we collect knowledge we should review it to be sure it is still relevant and up-to-date. Are there new and better ways to do things? Are there activities or processes that we can eliminate altogether? It will be especially good to get feedback from newer members with a fresh perspective. > [!info]- Share > As we collect and review knowledge, we'll need to create ways to share it with club members in ways that are intuitive and easily accessible. Possible formats could include: > - Club website > - Membership database and directory > - Board Handbook > - New member orientation packet > [!info]- Access > Again, it's important that the methods we develop of sharing information are easily accessible to members. We will need to involve members and solicit their feedback as we design things like a website. We will also need to develop instructions and trainings for where and how to access (and add to) knowledge. > [!info]- Use > A knowledge management system will only be effective if it is used. We must continue to encourage and enable members to use the tools we create to both find information and share it with others. One of the things we should create are clear expectations and process for how knowledge is shared in the club. --- ## Sources [[Organizational Change - Cawsey et al 2016]] [[Strategic Organizational Alignment - Crosby 2016]] [[8 Steps to Accelerate Change in Your Organization]]