IT alignment

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Staff buy-in with IT Team: Marty, James, James, Kellie, Lori

Think it's all about Tech tools and fail is getting people to say what they want/buy in

Book called "managing Technology to meet your mission" good overview of basics of this topic

IT alignment is corporate phrase, more program driven and tools that serve mission Buy in is about whole staff, what does this department do, what tools might help that Align tech to strategic plan

How to convince management needs of organization Tech can get jargony, technical, men, older, gender and tech dynamics - explainable in language others can understand Balance, if management doesn't understand may not want to admit it

Technology comes as afterthought - not unique to tech in role - communication problem in general -

Buy-in - early on money upfront to facilitate and getting them involved - before imposing technology on them. What are you doing and how can I help that?

Talking about, agreeing on, implementing something people want

Pitching how a tool might make their lives easier before adopting it

Starting with less options/hack to make interface less overwhelming/less options

Emotional response - technology can be overwhelming/ people can get anxious; one on one sessions to walk them through/ counseling

Personality as well, how are different people processing information? Visually? One on one

Defining scope of work ahead of time has helped a lot meeting with staff to see what they need, get whole list, work with developer on checklist, usability testing and feedback

One on ones with all staff, constantly tease out about what they need and how they feel about things so I know

Letting people test, tasks and specific thing to do - incentivize them to do that

Asking people needs often as opposed to when there's a crisis

Technology sparks emotion, be flexible and understand/be aware of where people are at. If I start calling you names, your fight responses increase, blood not going to brain and can't think - if someone reacts emotionally, know when to stop and reassess how to connect

Connect actual work to training, have staff bring their own work to do tasks with new tools

Tools through technology they currently use and are familiar with

Form relationships / develop internal ambassadors/champions that are outside of tech - get more engagement that way

Policy change - best practices for data security and management - how to communicate to staff the Importance of security - strategy: google search example of what could happen if don't have secure password, share with people; instead of trying to convince them, is there a tool out there that makes it easier for them (example - lastpass); justify what we're asking from people and pitch in a way that makes sense; If I say "you need to do" x vs. talk with folks so they understand that, their motivation is higher; framing it in terms of what it means to them in their position/type of work

Not making space for technology, just want it to work. Not prioritizing. Everyone is informationally overwhelmed. Strategies: tasks and rewards; ask them to set specific time aside; IT alignment buy in at the beginning messaging from their boss on it being important; incentivize it with money;

NTEN staffing report - ratios for staffing benchmark; who's in which role for IT within the organization. There is a book called "The accidental techie" that goes through issues; common issues

How to communicate how much time some of these tech requests actually take . Strategies and time commitment for each strategy - flow chart or time breakdown of types of tasks; Gantt chart or some way of showing how much time and cost it would be. Break it down in money and time and share with boss. Sometime it's at the end when decisions been made: when you ask, people say everything is important; what is the order of how I should start this, if new things come up, how does that come up in the order - onus is on them to decide order of work to do