IT'S BEEN A REAL POSITIVE EXPERIENCE FOR ME SO WITHOUT FURTHER ADIEU, I'D LIKE TO INTRODUCE OUR KEYNOTE SPEAKER FOR THIS MORNING AND I'D LIKE TO INTRODUCE JOEL HENNING. JOEL CAME TO US THROUGH NOT TO HIS KNOWLEDGE, BUT TO OUR KNOWLEDGE A TREMENDOUSLY COMPLEX DECISION MAKING TREE. WE WANTED TO BRING SOMEONE IN WHO HAD CREDIBILITY BEYOND THE TALKING THE TALK. SOMEONE WHO HAS DONE THINGS IN BOTH THE PUBLIC SECTOR AND THE PRIVATE SECTOR WHICH RELATE TO ORGANIZATIONAL CULTURE AND THE ISSUE OF CHANGE, THE ISSUE OF RESPONSIBILITY, THE ISSUES THAT ALL OF US ARE FACING AT A PROFESSIONAL LEVEL OF HOW DO WE ENTER THIS NEW AND I'M SORRY, THE NEW MILLENNIUM IN TERMS OF WHAT WE ARE ABOUT AS THE PUBLIC REHABILITATION PROGRAM. JOEL HAS WRITTEN A BOOK THAT I THINK THAT THE TITLE ALONE HAS CREDITABILITY IN TERMS OF THE FUTURE OF STAFF GROUPS DARING TO DISTRIBUTE POWER AND CAPACITY. THESE ARE CONCEPTS THAT I KNOW I'M STRUGGLING WITH. I KNOW THAT YOU'RE DEALING WITH AND HOPEFULLY WE CAN ALL DEAL WITH SUCCESSFULLY OVER THE NEXT YEARS. JOEL? >> IS THERE ANYONE IN CHARGE OF THE LAVALIER THAT I HAVE ON? I GUESS NOT SO I'LL GO WITH THIS. A COUPLE OF THOUGHTS TO BEGIN WITH, I'M FROM VERMONT. WHENEVER I GO ANY PLACE, NO ONE'S EVER FROM VERMONT BUT ME AND THERE IS IN THIS GROUP A LARGE CONSTITUENCY FROM VERMONT. WHERE ARE YOU? RAISE YOUR HANDS. THAT'S GREAT. THANKS. I KNOW YOU'RE DOING SOME OF THE PRESENTATIONS AS WELL SO IT'S NICE TO HAVE SOMEONE WHO IS A NEIGHBOR IN THE ROOM WITH YOU. LET ME MAKE SOME CONFESSIONS INITIALLY. I'VE LEARNED THAT IT'S EASIER TO CONFESS RIGHT UP FRONT RATHER THAN WAIT FOR THINGS TO OCCUR. MY FIRST CONFESSION IS THAT I'M A KLUTZ. I'M A KLUTZ IN ALL WAYS. NO MATTER IF I STAY AWAY FROM EVERY RESTAURANT THAT IS AROUND ME AND HOLD NOTHING IN MY HAND, SPOTS SEEM TO LEAP ON MY CLOTHES. I SEND CLEAN CLOTHES TO THE DRY CLEANERS AND THEY COME BACK WITH SPOTS. IT IS NOT THE ONLY WAY I AM A KLUTZ. I SOMETIMES MISSPEAK. IN ANOTHER LIFE I WAS AN EPISCOPAL PRIEST. I WENT TO SOMETHING HERE IN ALEXANDRIA RIGHT NEXT DOOR AND ON THE OCCASION OF MY FIRST SERMON AS A PRIEST, OF COURSE MY MOTHER WAS THERE AND I WAS A MODERN PRIEST AND SO I WAS GOING TO TALK AND INTEGRATE SCIENCE AND MODERN THINKING IN MY SERMON AND MY INTENTION WAS TO SAY AT SOME DRAMATIC POINT IN MY SERMON, ONE MUST LOOK AT LIFE AS ORGANICALLY. THAT'S NOT WHAT I SAID. IT GOT MY MOTHER'S ATTENTION. IN FACT EVERYONE WAS WILLING TO GO ALONG WITH ME. NOW, I TELL YOU THIS BECAUSE I MAY WELL MISSPEAK AS I TALK TO YOU THIS MORNING AND I ASK YOUR FORGIVENESS. IT IS NOT BY INTENTION, IT IS LIKE THE SPOTS LEAPING ON MY CLOTHES, IT JUST HAPPENS AND I WILL TRY TOTY -- TO AVOID IT BUT IT COULD HAPPEN. SPEAKERS SAY THINGS A THE FRONT END OF TALKS FREQUENTLY TO SEEK YOUR GOOD WILL AND I'M NOT ABOVE THAT SO I'M GOING TO DO SOME OF THAT. BUT THERE'S A DIFFERENCE. I WORK IN BOTH THE PRIVATE SECTOR AND THE PUBLIC SECTOR. WHEN I TALK TO A GROUP LIKE YOU, I FEEL HONORED. YOU HAVE MADE A CHOICE TO DO WITH YOUR LIFE WORK THAT IS WORTHY, UNMISTAKABLY WORTHY AND YOU PAY A PRICE FOR THAT IN ALL KINDS OF WAYS. YOU'RE NEVER GOING TO BE TO BE RICH, YOU KNOW IT. YOU'RE GOING TO DEAL WITH GOVERNMENT BUREAUCRACY UNTIL YOU GO CRAZY AND BECOME A CYNIC ON CERTAIN DAYS AND YOU'RE GOING TO STRUGGLE WITH YOUR CLIENT GROUPS AND EVERY CON SITWENTSHY YOU MUST SERVE AND YOU STILL PERSIST. IN THE FACE OF THAT FRUSTRATION AND SO I AM HONORED AND I DO NOT THEY TO YOU TO PLEASE YOU OR SEEK YOUR GOOD WILL, IT IS JUST THE TRUTH AND I THANK YOU FOR HAVING ME HERE. IT'S AN HONOR TO BE WITH YOU. SOME THANKS, I WANT TO THANK SUZANNE TILLMAN OVER HERE WHO KIND OF NURTURED ME THROUGH THE LAST THREE MONTHS ORIENTEDING -- ORIENTING ME TO THE WORK YOU DO AND I WANT TO THANK ALL WHO WERE INVOLVED IN ISSUING THE INVITATION. I WANT TO START BY -- I'VE NEVER ACTUALLY BEEN STUCK AT A PODIUM BEFORE. THIS IS INTERESTING, I'M HOLDING ON FOR DEAR LIFE LIKE IT IS GOING TO TAKE OFF. I WANT TO START BY GIVING YOU SOME BACKGROUND AROUND ORGANIZATIONAL CHANGE THAT I'VE DEALT WITH. HERE'S MY UNDERSTANDING OF THE SITUATION THAT EACH ONE OF YOU FACE IN THE STATE AGENCIES. ADA PASSED IN 1992, INFORMED CHOICE, FUNDAMENTAL CHANGE IN THE NATURE OF THE RELATIONSHIP WITH YOUR CLIENT GROUP, PERSONS WITH DISABILITIES NO LONGER TO GET OKAY ENTRY LEVEL JOBS, YOU KNOW, THE WHOLE SEEKING OF OPPORTUNITIES WHERE THEIR ASPIRATIONS CAN BE LIVED OUT FULLY AND YOU IN THE ROLE OF PROVIDING THE FACILITATION AND THE RESOURCES THAT CAN DO THAT, THAT'S A VERY FUNDAMENTAL CHANGE. INTERESTING CHANGE IN A LARGER WAY BECAUSE I THINK THE SAME CHANGE IS GOING ON IN OTHER PLACE IN THE WORLD THAT PARALLELS WHAT YOU'RE DOING. AND SO YOU ARE TRYING TO WORK OUT ALL THAT MEANS. MEANWHILE, THE THREAT OF AND THE REALITY OF PRIVATETYIZATION OVER ON THE SIDE STAGE, YOU KNOW, WHO'S GOING TO PROVIDE SERVICES AND WHO IS GOING TO BE ABLE TO PROVIDE SERVICES AND WHAT DOES THAT MEAN ABOUT STATE AGENCIES AND WHAT DOES THAT MEAN ABOUT THOSE WHO HAVE GIVEN OUR LIFE TO BE PART OF THIS PROFESSION WITHIN THE GOVERNMENT? ARE WE GOING TO BE OUT OF A JOB IS KIND OF THE BOTTOM LINE THAT COMES UP WITH THAT. I WORK WITH THE BUREAU OF INDIAN AFFAIRS AND I WORK WITH PARTICULARLY HEALTH SERVICES AND RIGHT NOW WHAT HAS HAPPENED IN HEALTH SERVICES BY WAY OF CHANGE IS THAT THE TRIBES ARE BEING GIVEN THE DOLLAR RESOURCES THAT USED TO GO TO THESE AGENCIES THAT WERE DISTRIBUTED IN THE CITIES AND ACROSS THE COUNTRY AND IT'S UP TO THE TRIBES TO DECIDE DO THEY WANT TO CONTINUE TO SUSTAIN THE SUPPORT THEY GOT FROM THE AGENCIES WHICH HAVE BEEN PROVIDING HEALTH SERVICES OR BASICALLY ARE THEY GOING TO SAY SEE YA. WE'RE GOING TO GO OVER HERE AND FIND THOSE SERVICES. AND SO LOTS OF THINGS ARE AT STAKE, JOBS ARE AT STAKE, THE QUALITY OF SERVICE THEY MAY GET IS AT STAKE, AND ALL KINDS OF THINGS. AND I KNOW THAT TO SOME DEGREE YOU ALSO FACE THAT QUESTION AS A LOT OF GOVERNMENT AGENCIES DO NOW. AND SO I HAVE BEEN INVOLVED WITH KIND OF, YOU KNOW, LOOKING AT THAT ISSUE AND THAT'S AN ISSUE YOU'RE FACING. AND BEYOND THAT YOU'RE ALSO FACED WITH HAVING TO ACHIEVE CERTAIN RESULTS TO MAKE SURE YOUR FUNDING IS SUSTAINED. AND SO WHEN YOU HAVE TO GO BEFORE CONGRESS, ONE OF THE MEASURES IS, HOW MANY JOB PLACEMENTS HAVE YOU CREATED? AND IF YOU'RE INVOLVED IN A TOTALLY DIFFERENT PLACEMENT PROCESS THAT MAY BE MORE REFLECTIVE AND TAKE MORE TIME AND PEOPLE HAVE A LARGER VOICE, THE TRUTH IS THAT IT CAN START TO AFFECT THE NUMBERS AND DO WE REALLY MEASURE WHAT WE DO QUANTITATIVELY, IS IT JUST AN ISSUE OF COUNTING THE JOBS OR IS IT A QUALITATIVE ISSUE THAT DOESN'T HAVE ANY LEGITIMACY IN THE LEGISLATION THAT NOW EXISTS, YOU DON'T HAVE THE QUALITATIVE ISSUES AND THAT'S THE WORLD TO SOME DEGREE THAT YOU'RE FACING. AM I RIGHT OR WRONG? I ONCE WENT TO A CONFERENCE, I'M GLAD I'M RIGHT. THIS IS REHABILITATION SERVICES, RIGHT? I WAS AT A CONFERENCE ABOUT SEVEN OR EIGHT YEARS AGO IN CHICAGO, I WAS TIRED AND SO I THOUGHT I WAS DEALING WITH ARGO THE OIL COMPANY AND I WAS DOING A TALK ON STRATEGIC PLANNING AND THERE WAS A GROUP SITTING IN THE BACK AND I WENT ON ABOUT STRATEGIC PLANNING AND BLAH, BLAH, BLAH AND A FEW PEOPLE IN THE BACK TABLE WERE TALKING TO EACH OTHER LIKE SOMETHING WAS TERRIBLY WRONG, IT WAS CLEAR. AND SO AT THE BREAK AT ABOUT 10:30 ONE OF THEM CAME UP AND SAID WE DON'T KNOW WHAT YOUR PROBLEM IS BUT THIS IS EXXON AND THIS WAS SUPPOSED TO BE A WORKSHOP ON PERFORMANCE REVIEWS. LISTEN, THE EVALUATIONINGS WERE -- EVALUATIONS WERE GOOD, WASN'T SO BAD. SO THAT'S THE WORLD YOU'RE FACING AND I WANT TO TELL YOU ABOUT -- NOT ALL THE ORGANIZATIONAL CHANGE THAT GOES ALONG WITH THAT AND I WANT TO TELL YOU A LITTLE BIT ABOUT MY OWN BACKGROUND AROUND ORGANIZATIONAL CHANGE AND WHERE I'VE BEEN INVOLVED BECAUSE I CARRY A BIAS ABOUT THIS. I AM AN AVID SUPPORTER OF INFORMED CHOICE. I THINK IT'S CONSISTENT WITH OUR POLITICAL VALUES AND CREATING GREATER POSSIBILITIES FOR PEOPLE TO LIVE THEIR LIVES AND IT JUST FEELS LIKE IT MAKES SENSE. IT IS WE WOULD ALL WANT FOR OURSELVES AND IN SOME SENSE IF WE WANT IT FOR OURSELF, THEN WHY WOULDN'T WE OFFER IT TO OTHERS. I STARTED AN ORGANIZATIONAL CHANGE IN KENTUCKY. IS THERE A KENTUCKY CONTINGENT HERE? GOOD. LOUISVILLE, DESEGREGATION OF THE PUBLIC SCHOOLS IN LOUISVILLE. I WAS AN EMPLOYEE AT THE TIME OF THE LOUISVILLE SCHOOL SYSTEM, FEDERAL COURT FOUND THAT BY LAW LOUISVILLE IN JEFFERSON COUNTY HAD SEGREGATED THE SCHOOL SYSTEMS AND IT WAS OBVIOUS IF YOU LOOKED AT THE NUMBER, 50,000 STUDENTS IN THE LOUISVILLE SYSTEM, 90 PERCENT BLACK. A HUNDRED THOUSAND IN THE COUNTY SYSTEM, 90 PERCENT WHITE. WHY WOULD ANYBODY THINK THERE WAS A PROBLEM AND THE COURT ORDERED THE INTEGRATION AND MERGER OF THE SCHOOL DISTRICTS. IT WAS NOT JUST INTEGRATION OF THE SCHOOLS AND BUSING THAT WAS INVOLVED, WHICH WAS JUST ENDED LOUISVILLE THIS YEAR BY THE WAY, IT WAS THE MERGER OF THESE TWO SCHOOL DISTRICTS AND IT'S WHERE I STARTED TO LEARN ABOUT ORGANIZATIONAL CHANGE AND WHAT HAPPENS TO PEOPLE AT THE TIME OF ORGANIZATIONAL CHANGE. AND THE RANGE OF FEELINGS THAT OCCURS FROM ENORMOUS ANGER TO HOPELESSNESS AND GIVING UP AND CYNICISM AND ALL THE EMOTIONAL ISSUES THAT HAVE TO BE WORKED THROUGH IN THE FACE OF CHANGE AND IT WAS A GREAT CULDRID FOR LEARNING FOR ME AND UNDERSTANDING THIS IS NOT A RATIONAL PROCESS, THIS IS NOT A RATIONAL PROCESS, THIS IS NOT A RATIONAL PROCESS. INFORMED CHOICE IS NOT A RATIONAL PROCESS. IT HAS TO HAVE A RATIONAL PROCESS INVOLVED IN HIS -- IN ITS HEART T ISSUES ARE EMOTIONAL. MOSTLY WHEN YOU TELL PEOPLE MY EXPERIENCE IS HALL LAY LIEU YA BROTHERS AND SISTERS YOU ARE FREE AT LEAST. THEY DON'T WANT FREEDOM, THEY WANT BETTER PARENTS AND IT'S A WHOLE SET OF ISSUES ABOUT HOW YOU DEAL WITH THAT DYNAMIC BECAUSE MOST PEOPLE HOPE WHEN YOU'RE DECLARING IT PEOPLE ARE GOING TO EMBRACE IT AND FREQUENTLY WHAT THEY SAY IS I JUST WANT YOU TO BE BETTER PROVIDERS AND FREEDOM ISN'T THE ISSUE AND SO I LEARNED ALL THAT TO BEGIN WITH. NEXT PLACE I LEARNED ABOUT CHANGE WAS IN THE PRIVATE SECTOR. I DON'T KNOW IF ANY OF YOU HAVE BLUE JEANS ON TODAY, I WORKED FOR LEVIES FOR A LONG TIME. THEY USED TO EMPLOY 35,000 FACTORY WORKERS IN THE SOUTHWEST. THERE ARE PROBABLY ONLY 2000 WORKERS LEFT AS OF THIS DATE. ALL OF THAT WORK HAS GONE OFF SHORE AND ALL THOSE WORKERS ARE OUT OF JOBS AND MY JOB WHEN I WAS AT LEVIES WAS TO TRY TO WORK WITH THESE PLANTS AND THESE WOMEN WHO ARE THESE SEWING MACHINE OPERATORS. FREQUENTLY SINGLE ADULT FAMILIES RAISING CHILDREN WORKING WITH VERY LITTLE FEW WAGES AND FEW BENEFITS TRYING TO SUSTAIN AND DO A GOOD QUALITY JOB AND ALL THE ISSUES ABOUT HOW DO WE SURVIVE AS PLANTS IN A WORLD WHERE OFF SHORE IS OUT THERE COMPETING SAYING CHEAP E CHEAPER, CHEAPER, NO WORKER'S COMP, NO WORKER'S COMP AND PEOPLE ARE SITTING IN SAN FRANCISCO IN THE LAP OF LUXURY MAKING DECISIONS ABOUT WHERE ARE THEY GOING TO GET THEIR PANTS MADE, ARE THEY GOING TO CONTINUE TO DO IT IN THIS COUNTRY OR GO OFF SHORE AND THEY HAVE GONE OFF SHORE. SO IT WAS NOT WHAT I WOULD CALL A SUCCESS EXPERIENCE ABOUT HOW DO PEOPLE COME TOGETHER WHEN THEY'RE THREATENED AND THEIR FUTURE IS THREATENED AND REDO THEMSELVES, TRANSFORM THEMSELVES INTO A VIABLE ORGANIZATION BECAUSE FINALLY COMPLAINING OR HEMENTING IS NOT ENOUGH. FINALLY THE ANSWER IS I DON'T WANT TO DIE, SURRENDER, I WANT TO SURVIVE AND WHAT DO I HAVE TO DO TO SURVIVE AS A PLANT, AS AN AGENCY, AS A SCHOOL DISTRICT. NEXT PLACE I LEARNED ABOUT CHANGE, BUREAU OF INDIAN AFFAIRS WHICH I MENTIONED BEFORE, HEALTH SERVICES. THESE ARE AS YOU ARE VERY WELL INTENTION PEOPLE TRYING TO PROVIDE FOR THE SURVIVAL OF THESE TRIBES AND THE PEOPLE WHO MAKE UP THESE TRIBES, AMERICANS WHO ARE INDIANS. AND IF YOU LOOK AT THE DATA AND THE STATISTICS IT IS OVERWHELMING THE ALCOHOLISM, THE TUBERCULOSIS, THE EARLY DEATH, IT IS JUST SHOCKING, IT IS A SCANDAL AND HERE ARE PEOPLE WELL INTENTIONED TRYING TO MAKE A DIFFERENCE AND IMPACT IT AND ALL OF THE SUDDEN THEY'RE TOLD, SORRY. WHAT'S GOING TO HAPPEN IS THE TRIBES ARE GOING TO GET THE RESOURCES THAT HAVE BEEN DEVOTED TO YOU. THEY MAY USE YOU, THEY MAY NOT USE YOU. YOU MAY BE OUT OF A JOB, YOU MAY HAVE A JOB, I CAN'T TELL YOU. IT'S NO LONGER IN OUR HANDS AND THE UNCERTAINTY THAT ENTERS THEIR LIFE AND THE WORRY ISN'T JUST ABOUT THEIR JOBS, IT IS LIKE SAYING SOMEBODY IS GOING TO CON THE TRIBES. SOMEBODY IS GOING TO MAKE AN OFFER THAT THEY'LL NEVER FULFILL, BUT THEY'RE GOING TO GET THE MONEY AND ALL THE INTERNAL POLITICS ABOUT THAT AND THE ISSUES AND THE CONCERN ABOUT THAT AND THE STRUGGLE WITH THAT AND HOW DO THESE HEALTH AGENCIES TAKE CHARGE OF THEIR OWN FUTURE AND THEIR OWN DESTINY BECAUSE THEY DON'T WANT TO LAY DOWN AND DIE. THEY CARE ABOUT THE MISSION AND THEY ALSO CARE ABOUT THEIR JOBS AND BOTH CONCERNS ARE LEGITIMATE. AND SO TRY TO STRUGGLE WITH THAT SET OF ISSUES. AND THEN NEXT SET OF PEOPLE I'VE WORKED WITH ARE THE PRIVATE SECTOR. HUMAN RESOURCES GROUPS, YOU HAVE HUMAN RESOURCES GROUPS IN GOVERNMENT, DON'T YOU? YEAH, I WORK WITH SOME OF THEM. INFORMATION SYSTEMS GROUPS, FINANCE GROUPS, THESE ARE WHAT I CALL STAFF GROUPS IN THE PRIVATE AND PUBLIC SECTOR. THEY ARE BEING SHOT EVERY DAY. YOU GO TO VOLKSWAGEN IN MICHIGAN. THEY USED TO HAVE LARGE HUMAN RESOURCE GROUP, THEY USED TO HAVE A LARGE INFORMATION SYSTEM GROUP, THEY USED TO HAVE A LARGE FINANCE GROUP. THEY'RE NOT THERE ANYMORE. AND WHAT'S HAPPENED IS THAT GROUPS FROM THE OUTSIDE WHO HAVE EXPERTISE IN FINANCE AND HUMAN RESOURCES, WHO HAVE EXPERTISE IN TECHNOLOGY HAVE GONE TO THEM AND SAID WE'LL DO IT BETTER AND CHEAPER. YOU DON'T NEED THESE INTERNAL GROUP, THEY'RE JUST BUREAUCRATIC, THEY GET IN THE WAY ANY WAY. THEY'RE JUST A BIG PAIN. WE'RE BETTER. AND IT'S A CONVINCING ARGUMENT FREQUENTLY AND YOU FIND THAT OUT SOURCING, OUT PLACEMENT, WHAT YOU WOULD CALL PRIVATIZATION OCCURS AND THAT'S MY BACKGROUND IN REGARDS TO DEALING WITH GROUPS. AND SO WHAT I BRING YOU TODAY IS NOT THE GOSPEL, I JUST BRING YOU MY WORDING AND WISDOM ABOUT LOOKING AT PEOPLE UNDER STRESS WHO HAVE TO CHANGE THEIR MISSION AND HAVE TO SOMEHOW CHANGE THEMSELVES AS ORGANIZATIONS AND LIVING OUT THAT NEW MISSION. AND WHAT SEEMS TO MAKE A SENSE IN TERMS OF PAYING ATTENTION. WHAT ARE SOMEHOW TOS? HOW DO YOU START TO DEAL WITH THAT WORLD? SO I WANT TO START WITH SOMEHOW TOS AND I'M GOING TO TAKE YOU THROUGH A SET OF THAT AND THEN GO TO THE EMOTIONAL ISSUE ABOUT THIS KIND OF CHANGE. AM I STILL MAKING SENSE TO YOU? REALLY? AMAZING. LET'S CALL IT A SUCCESS AND GO DRINK COFFEE. ALL RIGHT. WE'RE GOING TO TRY THIS DUAL SLIDE THING. FOUR PARTS TO WHAT I WANT TO TALK ABOUT. CAN YOU HEAR ME? IS IT ON? WOW. I CAN MOVE AROUND A LITTLE BIT. THANK YOU. BI. -- BYE. I WANT TO DEAL WITH SOME NOTIONS ABOUT WHAT'S GOING ON ABOUT CHANGE. ONE THING THAT'S EASY TO DO WHEN YOU STAY IN ONE PLACE IS THINK YOU'RE THE ONLY ONE SUFFERING A CERTAIN SET OF ISSUES. THIS STUFF ABOUT -- YOU'RE GETTING FEEDBACK? THANK YOU FOR THE HELP. I'LL TAKE EVERYTHING I CAN GET. IS THAT OKAY? GREAT. THIS NOTION OF INFORMED CHOICE WHICH I REALLY HAVE AS AN INTENTION MAKING PEOPLE MORE POWERFUL, MORE CAPABLE OF MAKING DECISIONS ABOUT THEMSELVES AND THEIR LIFE, MORE FULLY INTEGRATED THEMSELVES INTO THE SOCIETY, BEING CAPABLE OF BEING MORE INDEPENDENT, THOSE ARE WAYS YOU MIGHT TALK ABOUT THAT FOR YOURSELF, IT'S GOING ON IN A LOT OF PLACES, IN THE PRIVATE SECTOR IN ORGANIZATIONS SO I WANT TO TALK A LITTLE ABOUT SOME OF MY OWN NOTIONS ABOUT CHANGE AND TALK ABOUT SOME PRACTICAL STEPS FOR ORGANIZATIONAL CHANGE THAT I THINK MAY HAVE SOME RELEVANCE TO YOU AND I'M JUST GOING TO KIND OF GO THROUGH SOME BULLETS ABOUT IT AND SUGGEST WAYS TO START THINKING ABOUT HOW YOU MIGHT CHANGE. I WANT TO TALK A LITTLE ABOUT BECOMING CONSULTANTS BECAUSE I THINK WHAT YOU'RE BEING ASKED TO DO IN SOME WAYS MY LANGUAGE FOR IT JUST MY LANGUAGE WOULD BE YOUR BEING ASKED TO MOVE FROM BEING KIND OF GOVERNMENT AGENCY PROVIDERS TO BEING CONSULTANTS. I THINK YOU ARE EAR BEING ASKED TO TAKE ON A CONSULTING ROLE TO PERSONS WITH DISABILITIES RATHER THAN A CARE TAKING ROLE AND PRESCRIPTIVE ROLE AND IT'S A DIFFERENT KIND OF RELATIONSHIP AND SO I WANT TO TALK SOME ABOUT THAT. AND THEN LASTLY I WANT TO TALK ABOUT THE DIFFERENCE BETWEEN ENGAGEMENT AND INTERVENTION IN TERMS OF EYEUATING CHANGE -- CREATING CHANGE. WE CAN CHANGE TO THE FIRST -- GREAT. OKAY. IF ANY OF YOU WANT COPIES OF THE HARD COPY ON THE OVERHEADS, IF YOU'LL LEAVE A CARD AT THE FRONT TABLE WITH MYSELF OR WITH JANE. STAND UP WILL YOU PLEASE WHO IS WITH OUR ORGANIZATION. WE'LL MAKE SURE YOU GET HARD COPY ON THE OVERHEADS. MY TAKE IS THAT WE ARE REALLY AT KIND OF A CRITICAL UNUSUAL TIME IN HISTORY. BASICALLY FOR ME WHAT'S TRUE THAT ONE TRUE 20 YEARS AGO ARE PEOPLE ARE BETTER INFORMED, BETTER ABLE TO KNOW WHAT RANGE OF CHOICES THEY HAVE AND MORE CAPABLE OF ACCESSING THOSE CHOICES THAN THEY'VE EVER BEEN BEFORE AND THAT'S GOING TO CONTINUE TO BE TRUE. WHETHER YOU'RE A CONSUMER BUYING A TELEVISION SET OR YOU'RE SEEKING SOME GOVERNMENT AGENCY FOR SERVICES THAT YOU'RE ENTITLED TO THAT PEOPLE ARE BETTER INFORMED, MORE ABLE TO ACCESS CHOICE AND DO SOMETHING ABOUT IT THAN THEY HAVE EVER BEEN BEFORE AND THAT THAT CHANGES EVERYTHING. NOW, IN THE PRIVATE SECTOR, HERE IS WHAT THAT MEANS. IN THE PRIVATE VET -- PRIVATE SECTOR IT MINES I NO LONGER HAVE TO TAKE WHAT I'M OFFERED. I NO LONGER HAVE TO TAKE WHAT, YOU KNOW HENRY FORD, YOU WANT A MODEL T? FINE, THEY'RE ALL BLACK. THEY'RE ALL BLACK AND YOU GET THE SAME CAR AND HENRY HELD ON TO THAT THINKING FOR A LONG, LONG TIME AND NOBODY HAS TO TAKE A MODEL T THAT'S BLACK ANYMORE. EVERYONE CAN GET WHICH THEY WANT. AND THE ORGANIZATIONS THAT WILL SURVIVE IN THE FUTURE ARE THE ONES THAT GIVE EACH PERSON A UNIQUE RESPONSE. CONSISTENT RESPONSE AIN'T GOING TO DO IT ANYMORE. YOU'VE GOT SOME QUALITY ISSUES YOU HAVE TO PAY ATTENTION TO, BUT EVERY PERSON WANTS A RESPONSE THAT'S UNIQUE TO THEM. EVERY PERSON WANTS THE EXCEPTION THAT HAS MEANING TO THEM. ORGANIZATIONS THAT CAN PROVIDE THE EXCEPTION OR THE UNIQUE RESPONSE ARE GOING TO SURVIVE. ONES WHO CAN ONLY GIVE THE SAME RESPONSE EVEN IF IT'S CONSISTENT AND IT'S GOOD AND ALL THAT, THEY'RE GOING TO DIE BECAUSE WHO WOULD YOU GO TO, THE PERSON WHO GIVES YOU THE EXCEPTION YOU WANT, THE PERSON WHO GIVES YOU THE UNIQUE RESPONSE OR THE PERSON WHO GIVES YOU THE SAME RESPONSE EACH TIME? AND THAT'S WHAT'S GOING ON AND IT'S GOING ON IN THE PRIVATE SECTOR AND IT'S GOING ON IN THE PUBLIC SECTOR. NOW, FOLLOW IT THROUGH ON THE PRIVATE SECTOR. HOW DO YOU DO THAT? MOST LARGE ORGANIZATIONS WERE BUILT TO GIVE A CONSISTENT RESPONSE, NOT TO GIVE A UNIQUE RESPONSE AND SO THEY HAVE WORKED HARD AT MAKING THINGS THE SAME AND THE ENGINEERING WORK PROCESS IN PRODUCTS SO WHEN YOU GET TO HOW MOST ORGANIZATIONS WORK, AT THE BOTTOM OF THOSE ORGANIZATIONS HAVE BEEN CLERKS AND PROVIDERS OF SERVICE WHO HAD NO OPTIONS, THEY SIMPLY PUT THE PRODUCT IN SOMEONE'S HAND, GOT A CHECK OR A VISA OR MASTERCARD, THEY HAVE NO CHOICE HOW THEY COULD CHANGE THE PRODUCT, HOW THEY COULD MAKE IT UNIQUE AND HOW TO DELIVER IT. AND WHAT ORGANIZATION ARE REALIZING IS, THAT'S NOT GOING TO GIVE THE CUSTOMER WHAT THEY WANT. IF THE CUSTOMER IS GOING TO GET WHAT THEY WANT, WE HAVE TO HAVE THE CAPACITY AT THE POINT OF CONTACT TO GIVE THE UNIQUE RESPONSE. WHAT DOES THAT MEAN? THINK ABOUT WHAT THAT MEANS. YOU COULD HAVE IGNORANT PEOPLE WHO ONLY KNEW HOW TO DO SOMETHING BY ROTE OR BY HABIT IF YOU JUST GAVE A CONSISTENT RESPONSE, BUT IF YOU'RE GOING TO GIVE A UNIQUE RESPONSE YOU NEED PEOPLE WHO ARE LITERATE ABOUT THE BUSINESS WHO CAN EXERCISE CHOICE AND SERVICE OF THE BUSINESS, WHO CAN BRING TO THAT CLIENT A UNIQUE WAY THEY CAN FIGURE WHAT THEY'RE GIVING THEM WHETHER IT IS A SERVICE OR A PRODUCT. THAT MEANS FOR THE PERSON WHO IS THE PROVIDER OF THE SERVICE OR PRODUCT TO THIS CLIENT, IF THEY'RE GOING TO GIVE THE UNIQUE RESPONSE, THAT THE REQUIREMENT IS THAT THEY KNOW AN AWFUL LOT ABOUT THE BUSINESS. THE REQUIREMENT IS THAT THEY BE ABLE TO EXERCISE CHOICE AND HOW THEY BURY WHAT THEY GIVE SOMEONE. THE REQUIREMENT IS THEY KNOW HOW TO ACCESS RESOURCES IF NECESSARY TO CONFIGURE A PARTICULAR UNIQUE CHOICE. AND SO EVERYTHING THAT'S BEEN TRUE IN LARGE CORPORATIONS FOR DECADES ABOUT CONSISTENCY, CONTROL AND PREDICABILITY, NOW FIGHTS SUCCESS IN THE MARKETPLACE, NOW FIGHTS SUCCESS. NO LONGER SUPPORT SUCCESS. AND WHAT CORPORATIONS ARE IN THE GRIPS OF ARE OF THIS CHANGE OF THE LOVE AFFAIR OF CONTROL OF CONSISTENCY TO TRY TO MOVE TO BECOME INNOVATIVE, CREATIVE AND GIVE DIVERSITY OF RESPONSE AND UNIQUENESS OF RESPONSE. AND IT REQUIRES THOSE WHO HAVE BEEN IN ORGANIZATIONS AT THE BOTTOM TO LEARN MORE, TO EXERCISE CHOICE, TO DO MORE THAN THEY'VE EVER BEEN ASKED TO DO BEFORE. AND IN SOME SENSE THERE ARE ENORMOUS PARALLELS BETWEEN THAT INFORMED CHOICE. LIKE HOW DO YOU CREATE ORGANIZATION, HOW DO YOU CREATE ORGANIZATION THAT BUILDS PEOPLE'S CAPACITY TO BECOME LITERAL RAT -- LITERATE ABOUT THE WORLD AND KNOWLEDGEABLE ABOUT IT, TO EXERCISE CHOICE THAT IS GOOD FOR THEM AND GOOD FOR THE BUSINESS, TO ACCESS RESOURCES THAT WILL MAKE A DIFFERENCE IN THEIR LIVES AND WHAT THEY PROVIDE CLIENTS. HOW DO YOU BUILD ORGANIZES TO DO THAT? WE DON'T KNOW HOW TO DO THAT. WE BUILD ORGANIZATIONS ALONG WITH CONTROLLED CONSISTENCY AND PREDICTABILITY. NOT ONES WITH INNOVATION, DIVERSITY AND PERSONAL ACCOUNTABILITY. THAT'S WHAT I DEAL WITH MOSTLY, HOW DO YOU START TO SHIFT TO THAT KIND OF CHANGE. SOMEBODY TOOK MY NOTES. THERE WE DO. HERE'S WHAT IT SEEMS TO INVOLVE AT A MINIMUM. THAT IF WE'RE GOING TO CREATE ORGANIZES THAT BUILD THAT KIND OF CAPACITY FOR PEOPLE TO MAKE CHOICE, TO ACCESS RESOURCES TO BECOME LITERATE ABOUT THEIR WORLD SO THEY CAN BE EFFECTIVE IN INTERACTING WITH IT, WE HAVE TO LEARN HOW TO DISTRIBUTE FIVE THINGS. WE HAVE TO LEARN HOW TO DISTRIBUTE LITERACY. AND I'M NOT JUST TALKING ABOUT BASIC LITERACY, I'M TALKING ABOUT BUSINESS LITERACY, LITERACY ABOUT THE WORLD AND HOW IT OPERATES. HOW DO WE DISTRIBUTE SUSTAINED LITERACY TO PEOPLE SO THEY RARE -- THEY'RE ALWAYS WELL INFORMED ABOUT THE WORLD THEY'RE IN AND THE CHOICES THEY HAVE TO MAKE? MAJOR, MAJOR TASK. HOW DO WE DISTRIBUTE CHOICE SO AT THE POINT OF CONTACT WITH THE WORLD, PEOPLE ARE EXERCISING CHOICE AT THE LOCAL LEVEL AND MAKING DECISIONS THAT MAKE SENSE AT THE LOCAL LEVEL AS OPPOSED TO CHOICE BEING REMOVED FROM THEM AND CONSOLIDATED IN WASHINGTON OR A STATE AGENCY OR WHATEVER IT MIGHT BE. HOW DO WE GIVE PEOPLE ACCESS TO RESOURCES AROUND KNOWLEDGE AND SKILLS AND SO ON? HOW DO WE BUILD PEOPLE'S CONFIDENCE AND MOST OF ALL IN SOME SENSE, HOW DO WE CREATE A WORLD WHERE PEOPLE CAN TAKE ACCOUNTABILITY FOR THEIR OWN LIVES AND CHOOSE TO. NOT BECAUSE THEY'RE FORCED TO, BECAUSE THEY CHOOSE TO. HOW DO WE DISTRIBUTE THOSE THINGS? YOU CAN MOVE TO THE NEXT SLIDE. THANK YOU. IF YOU GO TO HUMAN RESOURCES GROUPS, IF YOU GO TO FINANCE GROUPS, INFORMATION SYSTEM GROUPS OR IF YOU GO TO A WHOLE LOT OF GOVERNMENT AGENCIES, THEIR ROLE IN TERMS OF HOW THEIR EXPERTISE GOT USED FOR A LONG TIME HAS BEEN IN AN OVERSIGHT ROLE TO INSURE CONSISTENCY AND CONTROL, TRANSACTION MANAGEMENT MODE, AN AUDIT MODE, AND NOW THE EQUATION HAS CHANGED AND GROUPS WITH EXPERTISE LIKE YOU, EXPERTISE WHO PROVIDE SERVICE, THE DEMAND IS MORE AND MORE NOT THE OVERSIGHT ROLE, NOT THE CONTROL ROLE, BUT CAN YOU USE YOUR EXPERTISE TO BUILD CAPACITY, NOT TO CONTROL, NOT TO INSURE IT'S CONSISTENT, NOT TO DO OVERSIGHT. YOU CAN ALWAYS DO SOME OF THAT BUT YOUR PRIMARY MISSION MOVES FROM OVERSIGHT AND CONSISTENCY AND CONTROL TO HOW DO WE BUILD THE CAPACITY OF INDIVIDUALS? HOW DO WE DISTRIBUTE LITERACY AND CHOICE AND ACCESS TO RESOURCES TO THESE PEOPLE IN A WAY THAT THEY CAN USE THEM AND ASPIRE TO WHAT EVER MAY BE POSSIBLE IN THEIR LIVES. DIFFERENT KIND OF ISSUE. SAME THING IS GOING ON IN PRIVATE CORPORATIONS. HOW DO WE BUILD CORPORATIONS WHERE SPECIALIZED GROUPS NO LONGER TAKE OVERSIGHT AS THEIR PRIMARY ROLE. THAT THEIR PRIMARY ROLE IS HOW DO THEY BUILD THE CAPACITY OF THIS ORGANIZATION TO GIVE UNIQUE RESPONSES. HOW DO THEY DISTRIBUTE LITERACY CHOICE AND SO ON AND SO FORTH. AM I STILL MAKING SENSE TO YOU? YES? NOW, IF I SAY TO YOU, AM I NOT MAKING ANY SENSE TO YOU, DO I FIND A GROUP THAT'S -- THAT AGREES? DON'T GO THERE, RIGHT? OKAY. JUST SAYING IT'S IMPORTANT. SO MY BELIEF IS IF YOU KIND OF UNDERSTAND THE MISSION, THE SHIFT IN THE MISSION FROM OVERSIGHT, CONSISTENCY, CONTROL, SOME GOVERNANCE FUNCTION TO BUILDING CAPACITY, IT BECOMES APPARENT PRETTY EARLY ON THAT IT CHANGES EVERYTHING. IT CHANGES RELATIONSHIPS, STRUCTURE, MANAGEMENT PRACTICES, IT CHANGES EVERYTHING YOU DO AND THE QUESTION IS, HOW DO YOU DO THAT? YOU CAN CHANGE THE SLIDE AGAIN. THEY HAVE THE COLOR SLIDES ON THIS SIDE. CHANGE THE SLIDE, THAT'S IT. ALL YOU'VE GOT TO DO. I'M DONE. I SOUGHT ADVICE FROM MY PARTNER ABOUT THIS PRESENTATION. HE HAS A DAUGHTER WITH SIGNIFICANT DISABILITIES SO HE'S VERY ACTIVE IN THIS AREA AND HE SAID TO ME, IF YOU TALK ABOUT -- IF YOU TALK TO THIS GROUP ABOUT BECOMING BUSINESSES AT RISK, A LOT OF THEM ARE GOING TO TURN OFF. SO PREPARE TO TURN OFF. HERE'S FOR ME WHAT'S KIND OF DEADLY. HOW YOU THINK ABOUT THINGS DOES MAKE A DIFFERENCE. HOW YOU THINK ABOUT THINGS DOES MAKE A DIFFERENCE. IF YOU TEND TO THINK OF YOURSELF AS A GOVERNMENT AGENCY OR STATE AGENCY THAT FREQUENTLY ATTACHED TO THAT NOTION IS BUREAUCRACY AND SLOWNESS OF MOVEMENT AND INABILITY TO CHANGE AND SOMEHOW, YOU KNOW, OFTEN FEELING HELPLESS AND AT TIMES CYNICAL, THOSE KIND OF THINGS GET ATTACHED TO THOSE GROUPS IN MY EXPERIENCE AND SOMEHOW THEY DEADEN THINGS. IT IS HARD TO SEE HOW YOU'RE GOING TO GAP YOUR OWN DESTINY IN WASHINGTON WHEN YOU WORK FOR HEALTH AND HUMAN SERVICES. MOST PEOPLE FEEL OVERWHELMED AT THE LEVELS OF REVIEW THAT THEY HAVE TO GO THROUGH AND SO FOR ME THE FIRST THING YOU DO IS CHANGE HOW YOU THINK ABOUT WHO YOU ARE AND YOU THINK OF YOURSELF AS A BUSINESS AT RISK IN ALABAMA OR CALIFORNIA OR VERMONT OR KENTUCKY. YOU ARE REHABILITATION BUSINESSES AND YOU HAVE CLIENTS AND YOU HAVE A BANKER LIKE ANY BUSINESS DOES. AND YOUR BANKER IS WHO GIVES YOU MONEY. AND YOU START TO SAY WHO IS THE BANKER, WHO DOES GIVE US MONEY HERE DIRECTLY? AND YOU OWE YOUR BANKER SOMETHING, WHEN YOU START A BUSINESS AND BORROW MONEY, YOU HAVE TO PAY THEM BACK AND THE BANKER EXPECTS TO BE PAID BACK AND IT'S LIKE GET STRAIGHT WITH THE RELATIONSHIP WITH THE BANKER. WHAT'S THE PROMISE THEY WANT IN RETURN FOR THE MONEY THEY'RE EXTENDING YOU. THAT'S HOW YOU WOULD THINK ABOUT IT IF YOU WERE A BUSINESS AT RISK. AND WITH YOUR CLIENTS THE QUESTION BECOMES IF WE'RE AT RISK BECAUSE TRULY PRIVATETYIZATION IS A POSSIBILITY, HOW DO WE MAKE A CLEAR YOU HAVER -- OFFER TO OUR CLIENTS IN WHAT'S THE LANGUAGE OF THE OFFER? WE ARE HERE TO BUILD YOUR CAPACITY TO REALIZE WHATEVER SET OF POSSIBILITIES YOU MAY ASPIRE TO AND WE HAVE THE EXPERTISE AND THE TECHNOLOGY TO DO THAT AND WE WANT YOU FOR CLIENTS. AND SO IT'S KIND OF AGGRESSIVELY SEEKING AND THINKING, DON'T THINK OF MARKETING AS SOMEHOW BELOW YOU. MARKETING IS SIMPLY PRESENTING YOURSELF IN A WAY THAT YOU MAKE CLEAR TO YOUR CLIENTS WHAT THE BENEFITS OF WORKING WITH YOU ARE. AND YOU'RE THE VOICE OF THAT BUSINESS AND YOU'RE NOT A GOVERNMENT BUREAUCRACY, YOU'RE MAKING A CREDITABLE AND COMPELLING OFFER TO CLIENT, WHAT LANGUAGE DO YOU USE TO DO THAT AND TALK ABOUT BUILDING THEIR CAPACITY. SOME OF THE OTHERS -- HOW ARE YOU UNIQUE FROM ANYBODY ELSE WHO PROVIDES THIS SERVICE? THERE ARE PEOPLE OUT THERE WHO WANT THE DOLLARS YOU'RE BEING PAID TODAY AND THEY'RE GOING TO MAKE OFFERS AT THE STAGE LEGISLATOR LEVEL, THAT'S WHERE THE LOBBY IS, THE LEGISLATOR LEVEL OR TO THE COUNCILS ABOUT, HEY, CREATE SOME ALTERNATIVES. THIS BUREAUCRACY IS TOO SLOW, DOESN'T MOVE QUICKLY ENOUGH, DOESN'T DO WHAT IT'S SUPPOSED DO. AND WHAT'S YOUR ARGUMENT ABOUT WHY YOU'RE UNIQUE AND WHY YOU PROVIDE THE BEST POSSIBLE SERVICE AND WHY THEY OUGHT TO GO TO YOU? YOU'RE IN COMPETITION AND HOW YOU STAND OUT FROM THE COMPETITION. HOW DO YOU TALK ABOUT, HAVE THAT CONVERSATION? WHAT DOES MAKE US COMPELLING AND ATTRACTIVE AND WHO IS OUR COMPETITION AND WHY MIGHT THEY BE ATTRACTED TO PERSONS WITH DISABILITIES OR TO THE STATE LEGISLATOR OR OTHER PEOPLE WHO MIGHT BE INFLUENCED? HOW DO WE TAKE OURSELVES ATTRACTIVE? HERE'S ANOTHER QUESTION IF YOU WANT TO THINK OF YOURSELF AS A BUSINESS AT RISK. WHAT'S THE GUARANTEE YOU'RE WILLING TO OFFER YOUR CLIENTS? WHAT'S THE GUARANTEE? IS SHOWING UP ALL YOU HAVE TO DO? OR DO YOU WANT TO GET REALLY TOUGH ABOUT IT YOU'RE WILLING TO MAKE A GUARANTEE. SO THAT WHEN YOU TALK TO A CLIENT, YOUR GUARANTEE IS THEY'RE GOING TO REALIZE AS YOU'VE TALKED ABOUT IT TOGETHER SOME OUTCOME THAT YOU'RE WILLING TO BACK WITH A CONSEQUENCE IF YOU DON'T DELIVER. GUARANTEED POWERFUL, POWERFUL STUFF. THEY SAY TAKE YOURSELF SERIOUSLY THAT YOU MEAN WHAT YOU SAY AND CAN DO SOMETHING THAT MAKES A DIFFERENCE AND YOU'RE NOT JUST GOING THROUGH THE MOTIONS AND SOMETHING'S AT STAKE IF YOU DON'T DELIVER. GOT TO THINK ABOUT THAT IN THE PRIVATE SECTOR. PLACE THAT MAKES A GUARANTEE. PLACE THAT MAKES A GUARANTEE IS A PLACE THAT GETS MY ATTENTION. THEY'RE SERIOUS. WANT TO START THINKING ABOUT HOW DO WE KIND OF CHANGE OR BECOME MORE ATTRACTIVE, THAT'S A MAJOR WAY TO DO IT. START TO MANAGE YOUR CONSTITUENCIES ACTIVELY. THERE'S NOT A BUSINESS I KNOW OF WHO DOESN'T FIGURE OUT WHO ITS ALLIES ARE, WHO ITS ADVERSARIES ARE, WHO ITS POINTS ARE. AND IT LOOKS AT THE WORLD THAT SURROUNDS IT AND SAYS LET'S GET SERIOUS, WE HAVE CONSTITUENCIES THAT ARE BANGING ON OUR BORDERS. WHAT ARE WE GOING TO DO WITH THEM, HOPE THEY GO AWAY OR HOPE THAT THE STATE LEVEL TAKES CARE OF THEM? ARE WE GOING TO DEAL WITH THAT LOCALLY? ARE WE GOING TO DEAL WITH THAT AND TAKE CHARGE OF THAT AND START TO ENGAGE THOSE CONSTITUENCIES AND FORM RELATIONSHIPS THAT WORK AND CONTRIBUTE TO OUR SUCCESS. WE CAN CLANG THE PAGE. THIS IS REALLY GOING WELL. NOW, THESE TWO POINTS. HERE'S THE POINT. PRACTICAL NOTIONS ABOUT ORGANIZATIONAL CHANGE. REDEFINE YOURSELF AS A BUSINESS AT RISK. FIGURE OUT WHO YOUR BANKER IS, MAKE A COMPELLING OFFER TO YOUR CLIENTS. NOW NOW YOU'VE GOT TO RUN THIS ORGANIZATION. YOU CAN'T DO FOR OTHERS WHAT YOU CAN'T DO FOR YOURSELF. IF YOU CAN'T CREATE AUTONOMY, OPTIMISM, GOOD WILL, INTEGRATION, CHOOSING ACCOUNTABILITY FOR YOUR LIFE AND YOUR CLIENT'S CHOOSING ACCOUNTABILITY FOR THEIR LIFE IF YOU CAN'T DO THAT FOR YOURSELVES IN THESE AGENCIES, IT'S VERY HARD TO DO IT FOR CLIENTS. IF THE MOOD OF THE AGENCY IS ONE OF CYNICISM AND HELPLESSNESS AND IT FEELS BOGGED DOWN AND EVERYBODY GETS TIRED GOING TO WORK, THEY WAKE UP AND THEY LEAVE. IF IT FEELS LIKE YOU'RE SLOSHING THROUGH MOW LAST SIS CONSTANTLY, IF YOU DON'T FEEL POWERFUL, IF YOU DON'T THINK YOUR VOICE COUNTS, IF YOU'RE NOT THE VOICE OF REHABILITATION SERVICES AND DAMN IT YOU HAVE A POINT OF VIEW, IF YOU FEEL IT'S NOT LISTENED TO AND NOBODY CARES, HOW THE HELL DO YOU TAKE PERSONS WITH DISABILITIES AND SOMEHOW TELL THEM THEY SHOULD HAVE A POINT OF VIEW AND A VOICE ABOUT THEIR LIFE AND THE POSSIBILITIES? HOW DO WE TRANSFORM THIS ORGANIZATION TO BE A MODEL OF WHAT WE ARE TRYING TO DO WITH OUR CLIENT GROUP? AND FOR ME IT MEANS THINGS LIKE THIS. IF YOU WANT YOUR CLIENTS TO BE LITERATE ABOUT THE POSSIBILITIES AND RESOURCES OPEN TO THEM, IS EVERYBODY IN IN AGENCY LITERATE ABOUT EVERYTHING THAT'S GOING ON IN IN AGENCY? DO THEY KNOW WHAT A -- WHAT ALL THE DIFFICULT ISSUES ARE? DO THEY KNOW WHAT'S PRESSING ON THE AGENCY FINANCIALLY AND POLITICALLY. HAVE WE CREATE -- CREATED SUSTAINED LITERACY FOR OURSELF? HOW ARE YOU GOING TO DO IT FOR OTHER PEOPLE IF YOU DON'T DO IT FOR YOURSELF? CHANGE THE CONVERSATION. IF YOU WANT A CLIENT GROUP, IF YOU WANT YOUR CLIENT GROUP TO SEE POSSIBILITIES IN THEIR LIFE, TO CHOOSE OPTIMISM, IT'S LIKE FRED WAS SAYING, ALL THE SKILLED TRAINING IN THE WORLD UNLESS THERE'S SOME BELIEF IN THEMSELVES IS LOST. IF YOU WANT THEM TO FORSAKE THEIR CYNICISM AND THEIR HELPLESSNESS AND THEIR SARCASM, HAVE YOU FORSAKEN IT IN THE AGENCY OR IS ATE -- IS IT A HOT BED OF CYNICISM AND HELPLESSNESS. HOW ARE YOU GOING TO CHANGE PERSONS WITH DISABILITIES AND TELL THEM TO SEE THIS IF ALL WE SEE IS THE DARKEST OF SHADOWS AND FEEL THREATENED OURSELVES. WHAT ARE OUR CONVERSATION -- CONVERSATIONS LIKE, ARE THEY HOPEFUL? ARE WE EAGER AND EXCITED OR COMPLAINING ALL THE TIME? DO WE FIND EVERY REASON THIS WILL NEVER SUCCEED, NEVER CHANGE? CAN'T ASK FROM OTHERS WHAT YOU CAN'T CAN'T DO FOR YOURSELVES. REDESIGN MANAGEMENT PRACTICES WITHIN AGENCIES. IS EVERYTHING OPEN TO THE PUBLIC? IS EVERYTHING PUBLIC KNOWLEDGE? CAN ANYBODY COME TO ANY DISCUSSION? OR ARE THEY KIND OF SECRET WITH DOORS CLOSED AND SO ON AND SO FORTH. IF YOU REALLY WANT PEOPLE WITH DISABILL FEWS TO TAKE CHARGE OF THEIR LIFE, IS THERE ANY DISCUSSION ABOUT THEM YOU WOULD EXCLUDE THEM FROM OR WOULD THEY HAVE ACCESS TO ANY DISCUSSION YOU'RE GOING HAVE ABTHEM WHETHER I'S A ASSESSMENT OR TRAINING. DON'T YOU THINK THEY HAVE A RIGHT TO BE THERE. IS THE SAME TRUE IN REGARDS TO THE AGENCY. IS THERE ANY STAFF MEMBER FROM THE LAST CLERK HIGHER TO THE PERSON IN CHARGE OF THE STATE AGENCY WHO SHOULD BE EXCLUDED FROM THE BUSINESS OF THAT AGENCY. WHO SHOULDN'T HAVE ACCESS TO IT AND WHAT'S GOING ON. HOW CAN YOU DO THAT WITH YOUR CLIENT GROUP IF YOU CAN'T DO IT WITH EACH OTHER? PERFORMANCE REVIEW, WE WANT PEOPLE TO TAKE ACCOUNTABILITY FOR THEMSELVES. WHO GOES HOME TO THEIR SPOUSE IN SEPTEMBER AND SAYS, HONEY, TIME FOR YOUR ANNUAL PERFORMANCE REVIEW. WHO THINKS IT'S A GOOD IDEA? THIS IS NOT A BIG PEOPLE CONVERSATION. WE WANT PEOPLE TO TAKE EACH OTHER SERIOUSLY. WE WANT PEOPLE TO TAKE ACCOUNTABILITY FOR THEIR RELATIONSHIPS AND THEIR LIVES. WE DON'T HAVE THE PARENT-CHILD DIALOGUE. WE DON'T. WE MOVE TOWARDS OTHER KINDS OF CONVERSATIONS ABOUT HOW WE'RE DOING AND WHERE WE ARE WITH EACH OTHER. AND A LITTLE BIT ABOUT NUMBER 11. I THINK AT ITS HEART TO SUCCEED AN INFORMED CHOICE WITH A CLIENT GROUP, THAT'S A NEW CONTRACT WITH THEM, IT'S A NEW DEAL WITH THEM. YOU'RE BOTH CHANGING WHAT YOU WANT TO PROVIDE, BUT YOU'RE ASKING THEM TO CHANGE TOO. WE'RE ASKING THEM TO TAKE REASONABLE ACCOUNTABILITY AROUND HOW THEY USE YOU THAT MAY NOT HAVE BEEN DEMANDED OF THEM BEFORE. NOW, IF YOU'RE GOING TO DO THAT, CAN YOU CHANGE THE FUNDAMENTAL RELATIONSHIP INSIDE YOUR AGENCY? ASK AND HERE'S HOW I WOULD TALK ABOUT THAT. CAN YOU OFFER A NEW CONTRACT AND SAY, LOOK, IF WE'RE GOING TO PROVIDE SOMETHING DIFFERENT, THEN LET'S US BE DIFFERENT. THEN LET'S REFLECT WHAT WE'RE TRYING TO PROVIDE. AND THOSE ARE THE KIND OF FIVE OR SIX THINGS THAT I THINK OF WHEN I THINK WHAT'S THE CONTRACT THAT WE WANT FROM EVERYBODY AS PART OF THIS AGENCY. THE FIRST THING I WANT FROM EVERY ONE OF YOU IS THAT YOU CHOOSE ACCOUNTABILITY FOR THE WHOLE OF THIS AGENCY. YOU ARE NOT JUST RESPONSIBLEABLE FOR YOUR JOB, YOU'RE RESPONSIBLE FOR THE WELFARE OF THIS AGENCY, YOU ARE THE VOICE OF THIS AGENCY AND THAT'S WHAT I WANT FROM YOU. I DON'T WANT YOU HIDDEN AWAY IN THE CORNER AND THINKING ALL YOU EVER HAVE TO DO IS WHAT YOUR JOB ASSIGNMENT SAYS. I WANT MORE SENSE OF ACCOUNTABILITY THAN THAT ABOUT HOW WE DO IN REHABILITATION SERVICES IN TENNESSEE OR KENTUCKY OR MONTANA OR WHATEVER WHEREVER YOU'RE FROM. NOT ENOUGH, MORE IS ASKED. WE WANT MORE FROM YOUR CLIENTS, MORE IS ASKED FROM YOU. AND I WANT YOU TO STAY LITERATE ABOUT WHAT IS GOING ON IN THIS AGENCY AND I DON'T WANT YOU TO THINK IT'S MANAGEMENT'S JOB TO KNOW WHAT'S GOING ON AND TO FIX THINGS. IT IS YOUR JOB. I WANT YOU TO LEARN NEW THINGS THAT YOU DON'T KNOW NOW SO WE CAN BE CAN BE BETTER. I WANT YOU ALL TO LEARN HOW TO BE consultantS AND WHAT IT MEANS TO CONSULT TO CLIENTS AS OPPOSED TO CARE TAKING AND PRESCRIPTION TO CLIENTS AND NO ONE IS FREE FROM THAT DEMAND. NOT SOMEONE WHO DOES TYPING OR A CLERK, EVERYONE IN IS A SENSE IS CONSULTANTS TO OUR CLIENT GROUP. THEY KNOW HOW TO TREAT THEM. AND NUMBER 11 SAYS, YOU WANT TO CHANGE THE CONTRACT, YOU WANT TO CHANGE THE CONTRACT WITH YOUR CLIENTS, YOU'VE GOT THE CHANGE THE CONTRACT WITH EACH OTHER. YOU CAN'T DO ONE OR THE OTHER. YOU CAN'T GET TO BUILDING CAPACITY AROUND AUTONOMY AROUND INTEGRATION, AROUND ABILITY FOR PEOPLE TO REALIZE WHAT MOST FULLY THEY MA BE UNLESS YOU CAN DO THAT WITH EACH OTHER. WHY SHOULDN'T YOU BE GULLY EVERYTHING YOU CAN BE IN THE A -- FULLY EVERYTHING YOU CAN BE IN THE AGENCY RIGHT NOW. WHY SHOULDN'T EVERYTHING YOU'RE CONTRIBUTING BE A MAJOR ISSUE FOR YOU AND YOUR BROTHERS AND SISTERS YOU WORK WITH. WHY WOULDN'T THEY WANT TO SUPPORT EVERY ASPIRATION YOU HAVE AND HAVE THAT CONVERSATION? NEXT OVERHEAD. SOME THOUGHTS ABOUT THE ROLE I THINK WE'RE GOING INTO. I REALLY THINK YOU'RE MOVING INTO CONSULTATION. I THINK THAT'S VERY DIFFERENT. IF I TALK TO THE BUREAU OF INDIAN AFFAIRS AND PARTICULARLY HEALTH SERVICES, BASICALLY THEY HAD A SET OF SERVICES THEY PROVIDED. THERE WERE EXTRAS OF THOSE SERVICES. PEOPLE EITHER ACCESSED THOSE SERVICES FROM THE TRIBE OR NOT BUT THEY WERE PRESCRIBED AND IT WAS A PRESCRIPTIVE ORIENTATION TO IT AND THEY KIND OF FOLLOWED PROCEDURES AND SO ON AND SO FORTH. PEOPLE GET THESE SERVICES, WHAT DO YOU OFFER? WE HAVE A, B, C, DTH. ASK SO CONTROL OF WHAT WAS GOING ON WAS CLEARLY IN THE HANDS OF THE PEOPLE PROVIDING THE SERVICE. GOOD PEOPLE DID THAT FOR YEARS AND MADE A LIFE OF THAT AND THERE'S NOTHING WRONG WITH THAT, IT'S JUST THE WORLD IS CHANGING. SO I DON'T THINK THAT PROVIDER ROLE, THAT KIND OF PRESCRIPTIVE PROVIDER ROLE, THE CARE TAKING ROLE, I JUST DON'T THINK I'S VIABLE IN THE FUTURE. AND I THINK IT MOVES TOWARDS A CONSULTING ROLE. HERE'S SOME THINGS I THINK ABOUT WHEN CONSULTING. FOR SAKE CONTROL, YOU NEVER REALLY HAD IT ANYWAY. IT IS AN ILLUSION. UNDERSTAND THAT THE IMPACT YOU'LL HAVE WILL BE BASED ON HOW WELL YOU CAN INFLUENCE WHAT'S GOING ON AS OPPOSED TO CALLING THE SHOTS AND IT'S A TOTALLY DIFFERENT SET OF SKILLS. YOU KNOW, WE'RE ALL ATTRACTED TO WANTING TO CALL THE SHOTS. I LOVE TO CALL THE SHOTS AND THE FIRST THING I CALL THIS MORNING IS I WANT YOU TO LOVE ME AND THINK I'M THE BEST THING THAT EVER HAPPENED TO YOU. RIGHT, I KNOW. AND BUT THE TRUTH IS, I DON'T HAVE THAT KIND OF CONTROL AND IF I'M GOING TO HAVE ANY IMPACT, IT'S NOT BECAUSE I'M GOING TO -- GOING TO ORDER YOU TO DO ANYTHING, IT IS BECAUSE SOMEHOW OR OTHER I HAVE SOME INFLUENCE. YOU'RE IN THE SAME BOAT. YOUR CLIENTS ARE GOING TO CALL THE SHOTS TO A LARGE MEASURE OR THE PERSON THAT REPRESENTS THEM. AND HOW YOU ARE BEST SITUATED TO DO THAT IS SAY THIS IS THE SITUATION WHERE I WANT TO HAVE INFLUENCE BECAUSE I HAVE EXPERTISE ABOUT REHABILITATION SERVICES AND ALL THE AREAS THAT CONSTITUTE REHABILITATION SERVICES FROM ASSESSMENT TO PLACEMENT. AND MY EXPERTISE COULD BE USED WELL, BUT IF I'M GOING TO TRY TO CALL THE SHOTS I'M JUST GOING TO FRUSTRATE MYSELF AND PISS OFF MY CLIENTS AND WE'RE NOT GOING TO GET ANYWHERE. BECAUSE IN THE END IF YOUR EXPERTISE CAN'T BE DELIVERED, IT DOESN'T MAKE ANY DIFFERENCE THAT YOU HAVE IT. SECONDLY, -- NOT SECONDLY, BUT I WISH IT WERE SECOND. IT'S NOT THERE. IDENTIFY WHAT YOUR EXPERTISE IS. WHAT IS THE EXPERTISE YOU CARRY TO THESE CONVERSATIONS WITH CLIENTS OR THEIR REPRESENTATIVES AND THE PLACES YOU SOURCE TO PROVIDE SERVICES? WHAT IS IT THAT MAKES YOU POWERFUL AND HOW DOES THAT EXPERTISE GET TRANSLATED INTO REAL CHANGE FOR CLIENTS? AND YOU'VE GOT TO BE ABLE TO TALK ABOUT IT. YOU'VE GOT TO BE AUTOMOBILE TO EXPLAIN IT, YOU'VE GOT TO BE ABLE TO BE PRACTICAL ABOUT IT AND YOU HAVE EXPERTISE BOTH IN REHABILITATION SERVICES AND THE AREAS THAT CONSTITUTE THAT AND YOU SHOULD HAVE EXPERTISE IN THE DELIVERY OF THAT EXPERTISE SO THAT PEOPLE WILL USE YOUR EXPERTISE. DON'T ASSUME THEY'LL USE IT BECAUSE YOU HAVE IT, THEY WON'T. LEARN THE CONSULTING MODELS. THERE ARE GOOD CONSULTING MODELS OUT THERE. WHAT DOES IT MEAN? CONSULTING BASICALLY THERE ARE KIND OF FOUR PHASES WITH IT. CONTRACTING, THE INITIAL MEETING WITH CLIENTS, YOU CONTRACT ABOUT, YOU CONTRACT ABOUT HOW YOU'RE GOING TO WORK TOGETHER AND WHAT YOU'RE AIMING AT IS COLLABORATION. YOU'VE GOT TO GIVE UP THE EXPERT ROLE, MAN DATE. CRIME GOING TO TELL YOU HOW TO BE AND YOU'RE GOING TO DO IT MY WAY AND I'LL DEFINE THE PROBLEMS AND THE COURSE OF EVENTS ET CETERA AND WHAT JOB YOU'LL GO TO. THAT IS GONE. ON THE OTHER HAND THE OTHER RELATIONSHIP IF I SURRENDER, TELL ME WHAT YOU WANT TO BE NO MATTER HOW REALISTIC OR HOW SILLY, I'M GOING TO SAY YES BECAUSE I'VE BEEN TOLD THE SAY YES. MY RELATIONSHIP TO YOU IS I SAY YES. AND WE'RE ASSUMING A NEW POSITION AND THIS IS THE POSITION WE'RE ASSUMING. SO I'M NOT GOING TO TELL YOU THE TRUTH ANYMORE OR WHAT I THINK, I'M JUST GOING TO SAY YES BECAUSE I GOT THE WORLD FROM WASHINGTON AND HERE'S WHAT IT ALL MEANS IS NOT SERVICE. IS NOT SERVICE. AND IN THE CONTRACTING SESSION WHAT YOU SAY IS IS YOU WILL HAVE A POINT OF VIEW ABOUT WHERE YOU WANT TO GO AND HOW YOU'RE GOING TO PROCEED AND WHAT YOU WEREN'T TO DO. I TOO WILL BRING A POINT OF VIEW AND I WANT YOU TO HEAR MY POINT OF VIEW AS I WILL HEAR YOUR POINT OF VIEW. WE BOTH HAVE A RIGHT AND RESPONSIBILITY TO A POINT OF VIEW IF WE'RE GOING TO HAVE THE BEST OUTCOME. AND NOT ONLY THAT ANOTHER THING I'LL DEAL WITH AT MY CONTRACTING SESSION IS AS YOU'RE GOING TO RAISE DIFFICULT ISSUES ABOUT HOW IT IS GOING FOR YOU AND MAYBE WITH ME, I WANT TO RAISE DIFFICULT ISSUES ABOUT HOW IT IS GOING BECAUSE I MAY HIT SOME GLITCHES WHERE IT GETS STRESSFUL AND INTENSE AND UPTIGHT AND I WANT OUR DEAL TO BE WE'RE GOING TO TALK ABOUT THE DIFFICULT ISSUES WHEN THEY OCCUR AND LEARN HOW TO RUN THAT KIND OF CONTRACTING MEETING AND HOW DO I CONTRACT SO WE CAN HAVE A RELATIONSHIP WHERE MY EXPERTISE IS USED WELL AND ON THE OTHER HAND MY CLIENT IS ASPIRING TO THE LIFE THEY WANT TO LIVE AS OPPOSED TO ME TELLING THEM ABOUT THE LIFE THEY WANT TO LIVE. LEARN SOME OF THE SKILLS, CHOOSE -- OVER CONSENT AND CON SENT OVER MANDATES AND COMMISSION. LEARN HOW TO DEAL WITH RESIS TENSE, IT IS -- PEOPLE GET UPTIGHT. YOU WON'T BE SURPRISED TO KNOW. THEY GET UPTIGHT WHEN THEY FEEL VULNERABLE OR FEEL THEY MAY BE EMBARRASSED OR FEEL THEY HAVE TO ACKNOWLEDGE SOMETHING THAT'S HARD FOR THEM TO ACKNOWLEDGE OR THEY GET UP TIGHT WHEN THEY ARE GOING TO HEAR ABOUT A HARSH REALITY THEY DON'T WANT TO HEAR ABOUT AND ALSO WHEN THEY'RE LOSING CONTROL. AND YOU'RE GOING TO DEAL WITH THOSE; CONVERSATIONS IN EVERY CONVERSATION YOU HAVE WITH A CLIENT. THERE ARE THESE ISSUES. NOW, I WISH I LIVED IN A WORLD WHERE PEOPLE WOULD SAY, JOEL, AS YOU KNOW I'M A LITTLE UPTIGHT ABOUT LOSING CONTROL AND FEELING VULNERABLE AND EVERY SO OFTEN WHEN HARSH REALITY COMES UP I HAVE A HARD TIME DEALING WITH IT SO I MAY ACT STRANGELY. JUST REMIND ME TO KIND OF STRAIGHTEN OUT AND I WILL. PEOPLE DON'T DO THAT. THEY START ATTACKING YOU, THEY START QUESTIONING YOUR CREDENTIALS, THEY GO SILENT, THEY LIE TO YOU, THEY WON'T TELL YOU ANYTHING, IT'S RESISTANCE, HOW DO YOU DEAL WITH IT? HOW DO YOU DEAL WITH IT IF YOU'RE GOING TO HAVE POWERFUL CONVERSATIONINGS, YOU HAVE TO KNOW HOW TO DEAL WITH IT. HOW DO YOU ASK FROM AN INDEPENDENT POINT OF VIEW? HOW DO YOU FIND THE MIDDLE GROUND BETWEEN MANDATES AND SURRENDER? HOW DO YOU DO IT IN TERMS OF BEING A CONSULTANT. THAT'S WHAT'S -- WHAT BEING A GOOD CONSULTANT IS ALL ABOUT. NEXT OVERHEAD. SO TO START TO CHANGE HOW WHAT YOU THINK ABOUT THE ORGANIZATION, HOW YOU FORM IT, THE MANAGEMENT PRACTICES THAT YOU DON'T START TO THINK ABOUT TAKING ON A CONSULTING ROLE AND HOW DO I LEARN THAT AND LEARN THAT WITH EACH OTHER SO WE'RE GOOD AT IT. AND NOW I WANT TO SAY ALL THAT IS GOOD ADVICE I THINK. IT'S ALL RATIONAL. THERE ARE PLACE TO GO TO LEARN THAT, THERE ARE BOOKS TO READ AND ARTICLES TO READ. IF YOU WANT STUFF FROM US ABOUT IT WE'LL SEND YOU STUFF. IF YOU GIVE US A CARD WE'LL SEND YOU STUFF ABOUT IT AND YET THERE ARE ARE R A SET OF EMOTIONAL ISSUES THAT ARE UNDERNEATH THAT THAT NONE OF THAT SPEAKS TO. I WAS IN A CHANGE PROCESS SEVERAL YEARS AGO. I WAS MEETING WITH A SENIOR MANAGEMENT GROUP. WE WERE REDESIGNING THE WORLD FOR EVERYBODY. IT WAS A WORLD WE KNEW THEY WOULD LOVE. AND IT FELT POWERFUL, IT FELT POWERFUL TO REDESIGN EVERYBODY ELSE'S WORLD. AND THROUGH AN E-MAIL CAME THIS MESSAGE AND I WANT TO READ IT. OR YOU CAN READ IT UP ON THE SCREEN. HERE'S WHAT IT SAID: BEFORE YOU EVER NAME ME ANYTHING, BEFORE YOU CONCEIVE OF WAYS TO UNDERSTAND ME, I FIND MYSELF IN THE WORLD WITH CHOICES TO MAKE AND A FUTURE TO REUATE. -- CREATE. BEFORE I CONSIDER ANY NAME THAT YOU'VE LAID ON ME, I'M ALREADY IN THIS WORLD AND I HAVE CHOICES TO MAKE AND A FUTURE TO CREATE FOR MYSELF. BEFORE I AM AN EXECUTIVE, AN EMPLOYEE OR A MANAGER, PART OF A PROCESSER OR A SYSTEM OR IN YOUR LANGUAGE, BEFORE I AM A PERSON WITH DISABILITY, BEFORE I AM ANYTHING YOU MAY CALL ME OR SAY ABOUT ME, I AM IN THE WORLD DECIDING WHAT TO MAKE OF MY LIFE. WHAT YOU CALL ME DOESN'T MEAN DIDLY. WHATEVER SYSTEM YOU FIT ME IN DOESN'T MEAN ANYTHING. I AM IN THIS WORLD TO MAKE SOMETHING OF MY LIFE. I DECIDE WHAT TO MAKE OF YOU AND WHAT YOU PROPOSE TO ME. I WILL DECIDE THE MEANING AND THE SIGNIFICANCE YOU AND IT WILL HAVE IN MY LIFE. I WILL CHOOSE MY RESPONSE TO YOU. THESE THINGS ARE NOT IN YOUR HANDS, YOU CANNOT DEMAND MY COMMITMENT, PASSION OR DETERMINE MY DESTINY. I ALONE CHOOSE THESE THINGS. IT BLEW ME AWAY. I HAD THIS THING FIGURED OUT HOW THIS SYSTEM OUGHT TO LOOK. I HAD A PLACE FOR PEOPLE TO FIT IN AND BE CONNECTED AND WE HAD LINES GOING HERE AND THERE AND THEY WERE ALL OVER THE WALLS AND THIS VOICE COMES THROUGH AN E-MAIL, I AM NOT WHO YOU SAY I AM. I HAVE WILL AND I HAVE FREEDOM AND I HAVE CHOICE AND I WILL DETERMINE WHAT I BECOME. AND I GOT SO CAUGHT UP IN MY NOTIONS OF ORGANIZATIONAL CHANGE AT THIS POINT IN MY LIFE THAT I FORGOT THAT OTHER PEOPLE HAVE CHOICE AND WILL. AND SO IF YOU'D DO THE NEXT SLIDE. I THINK WHAT YOU'RE BEING ASKED TO DO IN ADA AROUND INFORMED CHOICE IS TO MOVE WHAT WE'VE BEEN TAUGHT TIME AND TIME AGAIN AS A WAY OF SEEING THINGS TO A RADICALLY DIFFERENT WAY OF SIGHING THINGS AND I BELIEVE FUNDAMENTALLY WHAT WE'VE BEEN TAUGHT IS TO SEE THE WORLD FROM A THIRD PERSON PERSPECTIVE, HE, SHE, IT. HOW WE TALK ABOUT THINGS, THE LANGUAGE WE USE AND THE SHIFT THAT HIT ME WHEN I GOT THAT E-MAIL WAS TO START TO LOOK AT THE WORLD FROM A FIRST PERSON PERSPECTIVE AND NOT THINK I KNEW THE DEFINITION OF EVERYTHING AROUND ME AND I DIDN'T KNOW WHO EVERY PERSON WAS AND I DIDN'T KNOW WHAT THEIR CAPABILITIES WERE AND I DIDN'T KNOW WHERE THEY OUGHT TO FIT AND I DIDN'T KNOW MUCH OF ANYTHING WHEN IT GOT DOWN TO IT WHEN I WENT TO A FIRST PERSON PERSPECTIVE. FROM A THIRD PERSON PERSPECTIVE I COULD NAME, CATEGORIZE, FIT A LINE AND WE'RE TAUGHT TO DO IT AND PAID TO DO IT AND PROMOTED FOR DOING IT AND SO ON AND SO FORTH. THE PLACES BECAME MOST CLEAR TO ME IS MEXICO. THE CRUSHING POVERTY IN MEXICO OVERWHELMS YOU IF YOU SEE IT. MOST TOURISTS DON'T GET TO SEE IT. I WENT TO A CITY THERE. IT WAS A MIX OF GREAT GREAT WEALTH AND POVERTY. SO WHEN I USED TO WALK DOWN FROM THIS -- SEE, IT'S EMBARRASSING TO TALK SOMETIMES BECAUSE YOU HAVE TO TELL THE TRUTH, FROM THIS LARGE PLACE I WAS LIVING IN, I WOULD PASS THIS HOUSE PAINTER. HE LOOKED LIKE HE WAS 150 YEARS OLD OR SOMETHING AND WRINKLED AND HE HAD ON THESE WORN CLOTHES AND HE WAS PAINTING THIS LITTLE HOUSE ON THE WAY DOWN THIS COBBLESTONE PATH PURPLE AND ORANGE AND BLUE. THE PLACES WHERE THE POVERTY WAS THESE BRIGHT COLORS. THEY PAINTED THE TELEPHONE POLLS RED AND YELLOW AND MY SENSE WAS IT WAS A STATEMENT ABOUT CHOOSING FOR SOME SENSE OF OPTIMISM, SOME SENSE OF BRIGHTNESS IN THEIR LIFE. SO WHEN I PASSED THIS PAINTER I THOUGHT I KNEW WHO HE WAS. I THOUGHT OH, LOOK AT THIS POOR LITTLE MEXICAN PEON. PROBABLY TIRED AND WANTS TO GO HOME AND GO TO BED AND BEING FORCED TO PAINT FOR A FEW PESOS A DAY. IT MUST BE HORRIBLE WORK, HE MUST HATE WHAT HE IS DOING AND SO ON. SO IN THE GENEROUSTY OF MY SPIRIT AFTER I PASSED HIM FOR A COUPLE WEEKS I STOPPED AND MY SPANISH IS TERRIBLE AND SO I MEANT TO SAY, HELLO, HAVE A GOOD DAY. AND WHAT I MUST HAVE SAID IS, WHAT ARE YOU DOING? AND SO HE TURNED AROUND AND HE LOOKED AT ME AND HE TO ME, I MAKE BEAUTIFUL, I MAKE BEAUTIFUL, NOT I'VE SUFFERED AND COMPLAIN AND BITCH, I MAKE THIS PLACE BEAUTIFUL. LOOK AT THE COLOR AND HE SMILED. AND IT SAID TO ME, WHATEVER I THOUGHT THAT PERSON WAS, WHOEVER I THOUGHT THAT MAN WAS WAS NOT THAT MAN AT ALL. AND THAT MY THIRD PERSON PERSPECTIVE OF I KNOW WHAT MEXICAN NATION IS LIKE AND I KNOW WHAT IT'S LIKE TO BE POOR AND I KNOW WHAT THESE PEOPLE MUST BE EXPERIENCING WAS UTTERLY SIMPLE AND THE POWER OF THIS OLD MAN AND HIS DELIGHT IN WHAT HE WAS DOING AND THE SHORT STATEMENT I MAKE BEAUTIFUL CHANGED MY LIFE IN SOME WAY. JUST LIKE SAYING FOR GOD'S SAKE, START TO KNOW PEOPLE AS THEY ARE, NOT AS YOU WANT TO TELL THEM THEY ARE. AND SO THE THIRD PERSON PERSPECTIVE MEANS THAT I STOP RELYING ON EXPERTS TO MAKE THINGS HAPPEN. I STOP DENYING THAT PEOPLE HAVE THEIR OWN EXPERIENCE, I STOP GROWING CHARTS ABOUT WHERE PEOPLE SHOULD FIT. THAT MEANS I START TO RECOGNIZE THAT CHANGE IS NOT AN ENGINEERING TASK, IT IS NOT AN ENGINEERING TASK. CHANGE IS AN ISSUE OF WILL AND FREEDOM AND WHAT YOU ARE ENGAGED IN, WHAT YOU ARE ENGAGED IN WITH YOUR CLIENTS IS THEIR FREEDOM AND WHAT YOU'RE TRYING TO EVOKE. EVEN IF WHAT THEY SAY INITIALLY IS I DON'T WANT MY FREEDOM, I WANT BETTER PARENTS AND THE ANSWER ISN'T TO SAY YES I'LL BE THE PARENT, THE ANSWER IS TO SAY LET'S KEEP TALKING. WHAT DO YOU DREAM ABOUT? ONE WAY I TELL SOMEONE I GUESS -- I GET SOMEONE TO TALK ABOUT WHAT THEY DREAM ABOUT IS THAT I HAVE DREAMS FOR MYSELF AND I'M WILLING TO TELL YOU AND DO YOU HAVE DREAMS? ALL THIS KIND OF CHANGE IS DIFFICULT, ENGAGE. OVER INSTALLATION AND IMPLEMENTATION. REDEFINING THE AGENCY AS A BUSINESS, MOVING TO CONSULTING, ENGAGING PEOPLE ABOUT THEIR FREEDOM WHEN YOU MAY DRAG THEM SCREAMING AND KICKING DOWN THAT ROAD. AS FRED SAID AND SO HAVE ANY OF YOU BY CHANCE READ VICTOR FRANKEL'S WORK, MAN SEARCH FOR -- IF YOU HAVEN'T, IF YOU HAVEN'T, IF YOU NEVER READ ANY OTHER BOOK, READ THIS BOOK BECAUSE IT'S ABOUT HOPE AND ABOUT HOW PEOPLE ENGAGE LIFE. DR. FRANKEL WAS A JEW AND AN AUSTRALIAN PSYCHOLOGIST. IN 1959 HITLER CAME TO POWER. HE WAS PICKED UP AND SPENT THE NEXT SIX YEARS IN CONCENTRATION CAMP. HE TOOK IT UPON HIMSELF TO TRY TO MAKE SENSE OF HIS EXPERIENCE AND WHAT WAS GOING ON. NOW, HE WAS NOT SO INTERESTED IN WHAT THE HEROES AND WHAT THE VILLAINS DID, THE VISIBLE ONE, HE WANTED TO KNOW ABOUT ORDINARY PEOPLE, HOW DO PEOPLE JERKED OUT OF THEIR LIVES, SUDDENLY LOST EVERYTHING, PLACED IN A CONCENTRATION CAMP DEAL WITH THAT? AND SO HE STARTED WATCHING AND WATCHING AND WATCHING AND THERE WERE THREE RESPONSE. THERE WERE THREE RESPONSES THAT HE COULD DISCRIMINATE AND THE FIRST WAS THE CIGARETTE RESPONSE. WHAT HE NOTICED WAS CIGARETTES IN CONCENTRATION CAMPS WERE CURRENCY. IF YOU WANTED TO GET A LITTLE MORE SOUP OR SLEEP IN A BETTER PLACE OR AN EASIER ASSIGNMENT SO YOU WEREN'T MARCHING THREE MILES IN THE SNOW IN JANUARY IN GERMANY, YOU BOUGHT THAT WITH CIGARETTES AND SO NOBODY EVER SMOKED THEIR CIGARETTES YOU SAVED THEM BECAUSE HAVING MORE SOUP OR A WARMER PLACE TO SLEEP OR A BETTER WORK ASSIGNMENT MIGHT BE A MATTER OF LIFE AND DEATH IN THESE PLACES. AND WHAT HE NOTICED WAS HE'D SEE SOMEBODY START TO SMOKE THEIR CIGARETTES AND WHEN THEY STARTED TO SMOKE THEIR CIGARETTES WHAT HE CAME TO REALIZE THEY'D BE DEAD IN THREE DAYS BECAUSE IT MEANT THEY HAD GIVEN UP AND THEY WERE NOT GOING TO TRY ANYMORE AND THEY WERE CHOOSING DEATH OVER PERSISTENCE. AND SO EVERY TIME SOMEONE SMOKED A CIGARETTE WHO HE HAD KNOWN FOR SEVERAL MONTHS AND HE SAW IT GO TO THEIR LIPS IT CHILLED THEM, IT SENT A CHILL THROUGH THEM BECAUSE THEY KNEW THEY HAD GIVEN UP. SO THAT WAS ONE RESPONSE HE NOTICED. THEN HE NOTICED ANOTHER RESPONSE AND THE WAY HE REFERRED TO IT IN THE BOOK WAS HE WAS TALKING ABOUT HIMSELF. HE SAID THE BEST OF US DID NOT SURVIVE THIS. THOSE WHO WERE HEROIC DIED IN THE CAMPS AND THE GAS CHAMBERS. THOSE OF US WHO SURVIVED AT SOME POINT MADE A COMPROMISE, TOOK OUR NAME OFF THE LIST SO SOMEONE ELSE'S NAME WOULD BE ON THE LIST IN SOME WAY COLLUDED OR COLLABORATED. I HAVE NO JUDGMENT TO MAKE ABOUT THAT BECAUSE I CAN'T IMAGINE THE HORROR OF BEING IN A CONCENTRATION CAMP. SO A SECOND RESPONSE WAS KIND OF SURVIVAL AT ANY COST, WHATEVER IT IS FOR ME, SURVIVAL AT ANY COST. AND THEN HE NOTICED A THIRD RESPONSE AND THIS IS THE RESPONSE HOW WE FRAME THIRD RESPONSE. HE CAME TO START TO ASK HIMSELF THIS QUESTION, AM I WORTHY OF MY SUFFERING? AM I WORTHY OF MY SUFFERING? IN THE FACE OF THIS HELL, IN THE FACE OF WHAT GOES BEYOND INHUMANITY, IN THE FACE OF THIS TORTURE AND SLOTTER OF -- SLAUGHTER OF MY BROTHERS AND SISTERS, IN THIS TORTURED EXISTENCE, DO I STILL VALUE COMPASSION? DO I STILL VALUE KINDNESS? DO I STILL CARE ABOUT LOVE? AND EVERY DAY HE SAID HE HAD TO ASK HIMSELF THIS QUESTION, AM I WORTHY OF SUFFERING BECAUSE THE SUFFERING WASN'T GOING TO GO AWAY AND THE ONLY CHALLENGE WAS, CAN I STAY HUMAN AND REAL AND COMMITTED TO THINGS I CARE ABOUT IN THE FACE OF IT OR WILL I SMOKE MY CIGARETTES OR WILL I CHOOSE FOR SURVIVAL? AND HE WOULD THINK OF HIS WIFE WHO HAD BEEN EXECUTED LONG BEFORE. HE DIDN'T KNOW, BUT HE'D THINK OF THEM WALKING IN VIENNA IN A PARK IN THE SPRING AND MAKING LOVE AND HE'D THINK OF THE BEAUTY OF THAT AND HIS CHILDREN, ALL OF THEM WERE DEAD BECAUSE THAT IMAGE WAS FOR HIM A WAY OF KEEPING ALIVE THAT WHICH HE WANTED TO MATTER. AND HE SURVIVED AND HE CAME OUT. HERE'S WHAT IT SAID TO ME. IT SAID WHEN I FACE LIFE -- WHAT HE DID WAS TRANSLATE THAT EXPERIENCE TO EVERY ORDINARY LIFE. HE SAID THAT'S NOT UNIQUE IN CONCENTRATION CAMPS. HE SAID WE ALL FACE A WORLD WHERE WE CAN CHOSE TO SURRENDER. WE ALL HAVE ENOUGH DISAPPOINTMENT IN LIFE THAT WE CAN SAY THIS STINKS. WE ALL HAVE ENOUGH INFORMATION TO BE CYNICS OR VICTIMS, ENOUGH DATA. THE BEAUTY OF CYNICS IS IS THAT THEY HAVE BETTER DATA THAN WE DO. THEY DO. THERE'S REASON TO BE A CYNIC. AND WE CAN ALL CHOOSE SELF-INDULGENCE AND GO OUR OWN WAY AND WE CAN ALL CHOOSE TO SAY AM I WORTHY NOT OF MY SUFFERING, FOR US, AM I WORTHY OF THIS LIFE? AM I WORTHY OF THIS LIFE? AND EVERY DAY ANSWER THAT QUESTION. AND IN SOME SENSE I THINK THIS KIND OF CHANGE WILL NOT HAPPEN, WILL NOT HAPPEN FOR YOU OR FOR ME OR FOR PEOPLE IN YOUR AGENCY OR WITHIN THIS INSTITUTION UNLESS A CRITICAL MASS IS WILLING TO FORSAKE THE CYNICISM, FOR SAKE THE SURRENDER, FOR SAKE THE CIGARETTES, FOR SAKE THE SELF-INTEREST AND SAY WHAT I CHOOSE, WHAT I CHOOSE IS TO ASK EVERY DAY, AM I WORTHY OF THIS LIFE AND THIS OPPORTUNITY? AM I CRETE CREATING SOMETHING I BELIEVE IN? STORY'S ALWAYS STUCK WITH ME AND IT'S CORE THE ISSUE FOR ME. THE ISSUE FOR ME IS HOW DO I CHOOSE EVERY DAY? HOW DO I CHOOSE TO VIEW THIS MORNING? HOW WILL YOU CHOOSE? MY TIME IS GONE. AND SO A COUPLE OF THINGS, IF YOU WANT ARTICLES ABOUT WHAT WE TALKED ABOUT HERE, THINKING OF THE AGENCY AS A BUSINESS, THE CONSULTING PIECE, THERE'S AN ARTICLE, I MAKE BEAUTIFUL, IF YOU GIVE JANE OR ME A CARD, WE'LL SEND IT TO YOU. I WANT TO END WHERE I STARTED. YOUR WORK IS WORTHY, IT'S AN HONOR FOR ME TO BE HERE. I HOPE YOU HAVE A GREAT TWO DAYS. THANK YOU. >> THANK YOU VERY MUCH. AGAIN, WELCOME TO WASHINGTON, D.C.. WE'RE READY FOR OUR CONCURRENT SEXES. WE'LL START AT QUARTER OF 11. LUNCH GOES FROM 12 TO 1:15. THERE ARE A NUMBER OF PLACES TO EAT RIGHT NORTH OF US AND FOR THOSE THAT ARE MORE ADVENTURESOME. ACROSS THE BRIDGE IN GEORGETOWN IS AN ABSOLUTE JOY. IT WAS A VERY INSPIRING PRESENTATION. THANK YOU VERY MUCH. THE BREAK IS OUTSIDE.