……in a worldin a world where no individual can where no individual can possibly have all the answers, it is possibly have all the answers, it is the the inclusiveinclusive organization that organization that excels!excels!

Frances Hesselbein, 1996Frances Hesselbein, 1996

President/CEO of the Drucker President/CEO of the Drucker FoundationFoundation

Balancing Today with TomorrowBalancing Today with Tomorrowthrough Innovation, through Innovation, CollaborationCollaboration, and , and

IntegrationIntegration

Building Collaborations… Building Collaborations… The Challenges of DiplomacyThe Challenges of Diplomacy

Educause Educause Southeast Regional Conference Southeast Regional Conference 20062006

Atlanta, Georgia Atlanta, Georgia

June 19 – 21, 2006June 19 – 21, 2006

Educause, 2006… Educause, 2006…

……whether your focus is administrative whether your focus is administrative services, information resources, teaching and services, information resources, teaching and learning, technology infrastructure, or learning, technology infrastructure, or management within higher education…management within higher education…

……one will need to understand and practice one will need to understand and practice the skills tied to the ‘the skills tied to the ‘art’ of diplomacyart’ of diplomacy…in …in order to facilitate the goal of building a order to facilitate the goal of building a collaborative environment ….collaborative environment ….

Begin with the Begin with the ‘‘ never ending’never ending’ end in mind including end in mind including identification of the organizational goal, i.e. identification of the organizational goal, i.e. ccollaborationollaboration and the necessary critical building and the necessary critical building blocks to achieve this goal.blocks to achieve this goal.

Drivers of Change Strategic Planning

Change Management

Information Technology/Systems

Leadership

21st Century Organizational Strategic Readiness

Knowledge Management

End result defined End result defined as….collaborationas….collaboration

……means to means to co-labourco-labour, to work together; , to work together; does notdoes not mean harmony or agreement mean harmony or agreement

……requires that neither person’s perspective requires that neither person’s perspective dominatesdominates

……depends on shared values, goals, depends on shared values, goals, perceptions and is co-operative; existence of perceptions and is co-operative; existence of trust trust

……requires consulting (communication), requires consulting (communication), exchanging, assertiveness, and listening skill exchanging, assertiveness, and listening skill sets sets

A WORD ABOUT CONTEXT:A WORD ABOUT CONTEXT:

“…the CIO is accountable for the leadership, “…the CIO is accountable for the leadership, return-on-investment, standards/policies, return-on-investment, standards/policies, performance, security, support, access, performance, security, support, access, availability, reliability of information availability, reliability of information technology, infrastructure, networks, technology, infrastructure, networks, systems, support, services….while striking systems, support, services….while striking the the right balanceright balance among innovation, service, among innovation, service, compliance, operational continuity…”compliance, operational continuity…”

33,405 students33,405 students 76% between ages of 18 and 2476% between ages of 18 and 24 70% freshman class applied via email with 99% 70% freshman class applied via email with 99%

providing providing email address email address

5,908 full-time faculty/other professional = 62% of 5,908 full-time faculty/other professional = 62% of University employeesUniversity employees

$227 million in sponsored research activity$227 million in sponsored research activity 84 Student housing buildings 84 Student housing buildings 372 Athens Campus buildings (excludes leased 372 Athens Campus buildings (excludes leased

space)space) 7,370 Athens Campus 7,370 Athens Campus basic roomsbasic rooms (classrooms, labs) (classrooms, labs)

(UGA,(UGA, 2 2004)004)

Mission   History   Points of Pride   Quick Facts   Administration   External Affairs   Campus   Visiting UGA   UGA News    Undergraduate   Graduate   Continuing Education   International Students   Financial Information    Schools and Colleges   Undergraduate Programs   Graduate Programs   Honors Program   International Education   Continuing Education   Distance Education   Policies & Handbooks   Academic Resources   Libraries & Computing    Research at UGA   Research Office   Centers,     Undergraduate Research    Service & Outreach at UGA        Living on Campus   Money Matters   Academic Matters   Student Resources     Health & Recreation   Careers & Jobs   UGA Quick Links    Policies & Procedures   Resources & Services Department Directory 

21st Century Organizational Strategic Readiness

cont. cont.

on average, 1.4 million email messages on average, 1.4 million email messages per dayper day processed through UGA domain with estimated processed through UGA domain with estimated 800,000 unsolicited and/or SPAM800,000 unsolicited and/or SPAM

6.6 million 6.6 million transactionstransactions each montheach month on the IBM on the IBM mainframe mainframe not includingnot including drop/add; drop/add; during during drop/add, estimated 10 million transactions drop/add, estimated 10 million transactions

estimated 32,000 devices on the campus network estimated 32,000 devices on the campus network not countingnot counting wireless (e.g., computers, printers) wireless (e.g., computers, printers)

WebCT used to augment estimated 5,600 courses WebCT used to augment estimated 5,600 courses with 45,600 individual students enrolledwith 45,600 individual students enrolled

cont. cont.

approximately 500 wireless access points approximately 500 wireless access points available with 300 in PAWS network supporting available with 300 in PAWS network supporting estimated 3,000 wireless devicesestimated 3,000 wireless devices

800+ 800+ uga.eduuga.edu domain web sites; number of domain web sites; number of web pagesweb pages on UGA main web server estimated on UGA main web server estimated at 645,000at 645,000

Administrative computing/business Administrative computing/business processes running on legacy systems processes running on legacy systems (Finance, HR, Financial Aid, Student) in (Finance, HR, Financial Aid, Student) in decentralized environment supported by decentralized environment supported by both core administrative computing both core administrative computing support and functional user IT support support and functional user IT support

Campus ExpectationsCampus Expectations High performance computing/parallel computing…High performance computing/parallel computing…

central administration funding central administration funding

24x7 access 24x7 access and and functionality functionality forfor UniversityUniversity data data management in an integrated environment based on management in an integrated environment based on enterpriseenterprise model; data warehouse/data mining model; data warehouse/data mining capabilitycapability

Comprehensive information technology security Comprehensive information technology security planning; contingency and disaster recovery plan; 24x7 planning; contingency and disaster recovery plan; 24x7 monitoring, intrusion prevention, ‘protection’ ; monitoring, intrusion prevention, ‘protection’ ; education, awareness and training education, awareness and training

Life cycle managementLife cycle management of campus systems/applications of campus systems/applications

Support for Public ServiceSupport for Public Service and Outreach systems and and Outreach systems and services state-wide, and through international services state-wide, and through international education education

Responsive, reliable, client and service-Responsive, reliable, client and service-orientedoriented central computing central computing organization organization reflecting strong leadership and reflecting strong leadership and management for the core; demonstrates management for the core; demonstrates cooperation, collaboration and innovationcooperation, collaboration and innovation

Comprehensive long term Comprehensive long term ITIT planning planning model for model for corecore infrastructure, architecture, infrastructure, architecture, systems and servicessystems and services

Comprehensive business model based on Comprehensive business model based on standards, policies, ROI, standards, policies, ROI, and and enterprise enterprise modelmodel

CIO Reality CheckCIO Reality Check….…. Decentralized nature of campus reflecting Decentralized nature of campus reflecting

combination of a distributed funding and combination of a distributed funding and staffing model; absence of comprehensive IT staffing model; absence of comprehensive IT planplan

Campus Campus push-back push-back in developing, in developing, implementing and managing implementing and managing IT policy, IT policy, standards, guidelines, ‘best practices’ standards, guidelines, ‘best practices’ as as basis for managing and protecting basis for managing and protecting corecore systems/applicationssystems/applications

Absence of campus-wide Absence of campus-wide enterprise enterprise planning planning effort and/or decisions for IT investments, life effort and/or decisions for IT investments, life cycle management and future requirements cycle management and future requirements

……the heart of IT alignment within an the heart of IT alignment within an institution is a institution is a common understanding of common understanding of the institutional prioritiesthe institutional priorities derived from an derived from an inter-connected web of strategic inter-connected web of strategic leadership activities—IT strategic leadership activities—IT strategic planning, IT governance, communications, planning, IT governance, communications, and measurement/assessment….in and measurement/assessment….in addition to the distinctive culture--the addition to the distinctive culture--the characteristics that define the institution. characteristics that define the institution.

ECAR, 2004ECAR, 2004

Change Management

DriversDrivers of Change at UGA of Change at UGA

UGA student body UGA student body UGA Mission/GoalsUGA Mission/Goals American Higher Education’s ‘American Higher Education’s ‘three’three’ Revolutions Revolutions UGA Strategic Plan 2000-2010UGA Strategic Plan 2000-2010 Five-year Program Planning Process/ProvostFive-year Program Planning Process/Provost UGA Accreditation 2009-2010UGA Accreditation 2009-2010 State/Federal data requirementsState/Federal data requirements Enterprise Enterprise Approach for IT Planning Approach for IT Planning Requirements forRequirements for Data-driven Data-driven Functionality and Functionality and

CapabilityCapability

UGA Goals

Provost 5-yrProgramPlanning

Office of CIO/Compact

Planning Process5-Yr Plan

Client Services

Network & Operations

Decision-Support and Planning

Research Computing

Information Tech.Security

Communications,PR and Marketing

Building theNew Learning’Environment

ResearchInvestment

Competing in aGlobal

Economy

Promote adminunits

Tied to budget process

Resource allocationOver longer period

5 yr

Performance measures,progress

Administrative Systems and

Planning

Strat. Plan, Governance

Bus Operations/Admin

Infrastruct/Support

Instructional Computing

Research Computing

Customer Support

Info Tech & Data Security

Outreach & Partnerships

Business Office

Licensing/Contracts

Optimizing ITOptimizing IT in a Business-related Culture requires in a Business-related Culture requires collaboration….collaboration….

For example... when an administrative unit is For example... when an administrative unit is faced with the need to provide new and/or more faced with the need to provide new and/or more timely services, to produce new products, and/or timely services, to produce new products, and/or to increase efficiency or productivity,… to increase efficiency or productivity,… alignmentalignment of the units within the organization of the units within the organization becomes increasingly critical (i.e.,becomes increasingly critical (i.e., “the proper “the proper positioning or state of adjustment of parts, or an positioning or state of adjustment of parts, or an arrangement of groups or forces in relation to arrangement of groups or forces in relation to one another”).one another”).

Alignment and Commitment go hand in hand; creating compliance will not provide high levels of alignment. Ownership, a connectionto the customer, and belief in the organization are required to obtain lasting, willing commitment. This requires engagement across organization in planning.

(e.g., Compact PlanningCompact Planning is a collegial, participatory is a collegial, participatory and ongoing planning process involving clients, and ongoing planning process involving clients, partners, and IT professionals both within EITS and partners, and IT professionals both within EITS and throughout the University and Board of Regents.)throughout the University and Board of Regents.)

Compact Planning is a:Compact Planning is a:

negotiated, bilateral written agreement focused on negotiated, bilateral written agreement focused on long-term planning;long-term planning;

venue for establishing initiative-based priorities;venue for establishing initiative-based priorities; cyclical, iterative, and annual process;cyclical, iterative, and annual process; process that creates an process that creates an alignmentalignment of unit and of unit and

organizational goals and strategies;organizational goals and strategies; process that provides for accountability through process that provides for accountability through

specific performance and outcome measures tied specific performance and outcome measures tied to initiatives; to initiatives;

process that positions actions, outcomes, and process that positions actions, outcomes, and performance expectations with respect to performance expectations with respect to shared shared responsibilities via partnerships and codicils.responsibilities via partnerships and codicils.

Strategic Planning

“…“…if you take a look at current literature about if you take a look at current literature about the role and scope of a CIO, you’ll see that the the role and scope of a CIO, you’ll see that the qualifications that business, industry, qualifications that business, industry, government, and higher education are looking government, and higher education are looking for now for now emphasize less high-end technology emphasize less high-end technology expertise, and more organizational skills…expertise, and more organizational skills…

…Other attributes include the …Other attributes include the ability to engage ability to engage peoplepeople, planning skills, being able to understand , planning skills, being able to understand the business side of the house, and certainly, the business side of the house, and certainly, understanding technology’s role, applications, understanding technology’s role, applications, and major players in the market.”and major players in the market.”

Dr. Barbara A. WhiteDr. Barbara A. WhiteCampus Technology 2005Campus Technology 2005

Re: Leadership SkillsRe: Leadership Skills

Proactive/positive influenceProactive/positive influenceTeamworkTeamworkStrategic ThinkingStrategic ThinkingDeliver Business ResultsDeliver Business ResultsDecision makingDecision makingCreativityCreativityCommunicationCommunicationStaff Development Staff Development

Gartner 2006Gartner 2006

Leadership

Environment…Skills Environment…Skills SetSet

Company specific knowledgeCompany specific knowledge Functional area process knowledgeFunctional area process knowledge Industry knowledgeIndustry knowledge Business process redesignBusiness process redesign Change managementChange management Management of stakeholder expectationsManagement of stakeholder expectations Project managementProject management User relationship managementUser relationship management Negotiation experienceNegotiation experience

……in addition to recognizing in addition to recognizing Barriers….Barriers….

Overwhelming backlog of requests and projects Overwhelming backlog of requests and projects Inadequate budgetsInadequate budgets Shortage of timeShortage of time for strategic thinking and for strategic thinking and

planningplanning Unrealistic expectationsUnrealistic expectations from the organization from the organization Lack of key technical skill sets within IT departmentLack of key technical skill sets within IT department Overwhelming pace of technology changeOverwhelming pace of technology change Lack of business knowledgeLack of business knowledge within the IT within the IT

departmentdepartment Lack of alignmentLack of alignment between business goals and IT between business goals and IT

effortsefforts Difficulty proving the value of ITDifficulty proving the value of IT

CIO Magazine, Jan. 2006CIO Magazine, Jan. 2006Survey: Survey: State of the CIOState of the CIO

So….. to build a collaborative environment, So….. to build a collaborative environment, one must understand the nature and role of one must understand the nature and role of diplomacy….diplomacy….that said…that said…

“…“…when was the last time being ruthless…when was the last time being ruthless…i.e., plotting, reflecting infighting and i.e., plotting, reflecting infighting and displaying retribution,…resulted in displaying retribution,…resulted in collaboration?”collaboration?”

Diplomacy is the art and practice of conducting negotiations between representatives of groups…. In an informal or social sense, diplomacy is the employment of tact to gain strategic advantage (e.g., the phrasing of statements in a non-confrontational or social manner).

Informal diplomacy is a specific kind of diplomacy in which non-officials (academic scholars, retired civil and military officials, public figures, social activists) engage in dialogue, with the aim of conflict resolution, or confidence-building.

Wikipedia, The Free Encyclopedia

Wikimedia Foundation, 2006

“…I hope that many of you have heard about our four pillars of our public diplomacy effort, the four E's, I call them. As a communicator, I like to boil things down to basics. They're: Engage, Exchange, Educate and Empower. And it strikes me that our institutions of higher education and learning are at the intersection really of those four E's….”

Karen Hughes Under Secretary of State for Public

Diplomacy and Public Affairs Washington, D.C. 2006

…Academic exchange and collaboration across cultural and national borders are enormously important to fostering goodwill, building lasting diplomatic ties and creating a culture of mutual understanding and cooperation. It's impossible to overstate the importance of those outcomes…i.e., soft diplomacy… within the increasingly global economy we live within.

John B. Simpson, PresidentUniversity at Buffalo

2006

The Art of Diplomacy

Diplomacy Lessons 101 Barbara A. White

circa 1950

Lesson One: Talk to each other….remember it isn’t always about competition, but about cooperation and collegiality.

Lesson Two: Don’t get lost in the detail….remember the ‘big picture’

Key Success FactorsKey Success Factors

Clearly articulated campus vision and/or prioritiesClearly articulated campus vision and/or priorities Understanding of campus culture and perceptions of Understanding of campus culture and perceptions of ITIT

(e.g., perception is reality)(e.g., perception is reality) Documented interface between campus planning and Documented interface between campus planning and

budgeting process, and budgeting process, and IT IT planning processplanning process Documented Documented engagementengagement of campus constituents, of campus constituents,

customers, peers, staff in systematic planning processcustomers, peers, staff in systematic planning process(e.g., (e.g., Compact Planning)Compact Planning)

Emphasis internally and externally on accountability and Emphasis internally and externally on accountability and performance metrics, i.e., performance metrics, i.e., the facts!the facts!

Active and functional Advisory Committee structure(s)Active and functional Advisory Committee structure(s) Communication, communication, communication!Communication, communication, communication!

And…Lesson Three: It’s OK that not everyone cares about the same thing, but one needs some level of organization and focus

……Remember, alignment/transformation and thinking Remember, alignment/transformation and thinking strategically in collaborative environment requiresstrategically in collaborative environment requires oorganizations to change…rganizations to change…

‘ ‘How’ How’ do we get people to be more open, to assume more do we get people to be more open, to assume more responsibility, to be more creative?responsibility, to be more creative?

‘‘What’What’ are we trying to accomplish? What are the are we trying to accomplish? What are the necessary changes? What are the indicators that will necessary changes? What are the indicators that will signal success?signal success?

‘‘Why’Why’ do we have to change the way we do things? Why do we have to change the way we do things? Why do these changes cost so much? Why does productivity do these changes cost so much? Why does productivity need to be improved? Why is additional capital needed? need to be improved? Why is additional capital needed? Why do we need a new generation of products?Why do we need a new generation of products?

……with the trends of information society, a with the trends of information society, a modern modern diplomatdiplomat takes on a specific role of: takes on a specific role of:

* public relations officer, * public relations officer, * manager, and * manager, and * coordinator. * coordinator.

Further on, one predicts that the diplomacy of the Further on, one predicts that the diplomacy of the future will be future will be increasingly public, networked, increasingly public, networked, technology-driven and electronictechnology-driven and electronic..

What Kind of Diplomacy for the 3What Kind of Diplomacy for the 3rdrd MilleniumMillenium

1818thth International Public Relations International Public Relations ResearchResearch

Symposium, 2001Symposium, 2001

So….what’s the Problem in being a So….what’s the Problem in being a diplomat diplomat and/or creating environment and/or creating environment of of diplomacydiplomacy? Could it be the diversity ? Could it be the diversity of…of…

OpinionsOpinions Leadership stylesLeadership styles Expectations (real or unreal)Expectations (real or unreal) Committee structure(s)Committee structure(s) !!Budgets!!!!Budgets!! Campus PoliticsCampus Politics Scope (e.g., Enterprise vs Dept)Scope (e.g., Enterprise vs Dept) Timelines (e.g., ‘now’ vs long term)Timelines (e.g., ‘now’ vs long term) Ceaseless Debate (e.g., noble cause or bluff)Ceaseless Debate (e.g., noble cause or bluff)

Approaches to ConsiderApproaches to Consider

““take the high road”….take the high road”….keeping long term goal in keeping long term goal in mindmind

Persevere i.e.,Persevere i.e., steady as she/he goes….. steady as she/he goes…..rather than rather than sporadic effortssporadic efforts

Remember, always in context of Remember, always in context of testingtesting; mixed ; mixed messages and absence of fact messages and absence of fact weakensweakens role as role as diplomat and eventual chance of collaborationdiplomat and eventual chance of collaboration

Use care in picking individuals to whom you vent! Use care in picking individuals to whom you vent! Remember, rumor = reality particularly in political Remember, rumor = reality particularly in political and changing environmentsand changing environments

Diplomacy requires ‘Diplomacy requires ‘big picture’ big picture’ and and ‘close up’ ‘close up’ assessment, i.e., organizational goals, priorities in assessment, i.e., organizational goals, priorities in concert with expectations in concert with players, concert with expectations in concert with players, personal agendas…leader has to know them all!personal agendas…leader has to know them all!

Cont….Cont….

Assess appropriateness of Assess appropriateness of charismacharisma in building in building collaborations via role as diplomat; remembercollaborations via role as diplomat; remember

...how we act and react depends not so much on what ...how we act and react depends not so much on what occurs occurs around us as on how we perceive it…around us as on how we perceive it…

Pick your battle as a diplomat carefully; recognize Pick your battle as a diplomat carefully; recognize importance of alliances, alignment, communications, importance of alliances, alignment, communications, advocates of issue, facts….one can’t be too preparedadvocates of issue, facts….one can’t be too prepared

May not always be about May not always be about ‘peacemaker ‘ , ‘peacemaker ‘ , but about but about managing relationships to create peace!managing relationships to create peace!

Step outStep out…engage others….don’t wait for them to …engage others….don’t wait for them to come to youcome to you

““Walk the talk”Walk the talk”….compared to pulling on diplomatic ….compared to pulling on diplomatic approaches only when needed; be known as a approaches only when needed; be known as a diplomat diplomat

……in a worldin a world where no individual can where no individual can possibly have all the answers, it is possibly have all the answers, it is the the inclusiveinclusive organization that organization that excels!excels!

Frances Hesselbein, 1996Frances Hesselbein, 1996

President/CEO of the Drucker President/CEO of the Drucker FoundationFoundation

Dr. Barbara A. WhiteDr. Barbara A. WhiteCIO and Associate ProvostCIO and Associate ProvostThe University of GeorgiaThe University of Georgia

barbwhit@uga.edubarbwhit@uga.eduwww.eits.uga.edu/ciowww.eits.uga.edu/cio