The biggest challenge to sustaining change arguably isn’t employee resistance – it’s habit. Truly resistant employees are rare, but every human being is subject to the power of habit. We can all benefit from some help to avoid falling back into old habits and sustain the initial momentum and excitement of the improved way of getting the work done.
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Employees who have knowledge about a new process aren’t automatically proficient at achieving the desired results. Even with the best of intention and motivation, if I just depend on my individual knowledge and desire, I might never attain the needed ability level to make a new or changing process successful. So how do we incorporate a new skill into our ability?
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The monthly reconciliation is an essential control activity to government finance. Although we cannot prescribe a uniform way to perform your reconciliation, we have developed a list of best practices to consider and compare to your own government’s current processes.
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Each year, as required by law, the state publishes its Comprehensive Annual Financial Report (CAFR) to provide information on the state’s financial position. To make this important information accessible to the broadest possible audience, the State Auditor’s Office prepares this CAFR summary to provide a snapshot of the state’s financial position, including revenues and expenditures, cash balances and debt.
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Change management starts with building awareness and desire because it recognizes that success requires each employee to choose to adopt and use the new process. Training for new knowledge will yield best results if the people involved have enough awareness and desire to embrace the change, and to seek knowledge and put it to use.
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Beginning in February, several phone numbers for the Office of the Washington State Auditor will change.
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How many of us have been shaped by a work culture that lives by an “If it ain’t broke, don’t fix it” rule? But what does that really mean?
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In response to legislative interest in addressing unauditable governments, the State Auditor’s Office recently updated the status of this small group of noncompliant districts.
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In our Lesson 1 post, we introduced change management as a strategy to implement successful process improvement initiatives. In this installment, we will introduce the ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) change management model. This is a five-stage approach to help organizations manage the people side of change. Today, we will focus on Awareness.
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Are you, or someone you know, currently enrolled in a college degree program? Interested in learning about an exciting career where you can help improve government services? Well, you’re in luck!
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