understanding and adapting to change in the audit environment · 2015-12-09 · the scarf model...
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Understanding and Adapting to
Change in the Audit Environment Sharon Howell
2015 NWFL ACFE/IIA Fall Seminar
December 8, 2015
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Agenda
• Air Force Audit Agency Background
• The Audit Environment
• Understanding Change Resistance
• The SCARF Model
• Overcoming Resistance
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Air Force Audit Agency
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AFAA
• Mission: Provide timely, relevant, and quality audit services to all levels of Air Force management.
• Overall objective is to assist commanders and airmen meet their mission and be accountable to taxpayers.
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Who We Are
• Highly Qualified Staff
▫ 100% Bachelor’s Degree with Accounting Emphasis
▫ 45% Advanced Degrees
▫ 50% Certifications
▫ 16% Attended PME
• Experience in Multiple Disciplines
• Unique Skill Sets
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Wright-
Patterson
NCR
Directorates Area Audit Offices Team Offices Operating Locations CDA Branches
Directorates Eastern Audit Region Western Audit Region Other Locations
Randolph
Air Force Audit Agency Offices
Gulf Coast AAO Responsibility
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Types of Audits
• Centrally Directed
▫ Air Force Wide Evaluations
▫ Accomplished at Multiple Installations
• Installation Level
▫ Evaluation of Local Operations
▫ Single Location
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What We Audit
• Financial
▫ Financial Improvement and Audit Readiness (FIAR)
Focus on processes and systems
• Performance
▫ Economy and Efficiency
▫ Program Effectiveness
Internal
Controls!
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Organization AUDITOR GENERAL OF THE AIR
FORCE (Pentagon VA) Daniel McMillin
OPERATIONS DIRECTORATE (JB Andrews MD)
Julie Hogan
Operations Division Kimberly Moore
Resource Management Division
Ava Jefferson
ACQUISITION, LOGISTICS, AND FINANCIAL AUDITS
DIRECTORATE (Wright-Patterson AFB OH)
Vacant
Acquisition Division Joe Ritzel
Financial Management Division
Patrick Fravel
Maintenance Division Julie Sullivan
Supply Division Gerald Colter
OPERATIONS AND SUPPORT AUDITS DIRECTORATE
(JBSA-Randolph TX) Michael Petersen
Air and Space Operations Division
Elvis Ruiz
Cyberspace Division Matt Ralph
Engineering and Environment Division
Bruce Carpenter
Personnel, Training, and Healthcare Division
Anne Faircloth
FIELD ACTIVITIES DIRECTORATE (Pentagon VA)
Laura Jankovich
AOR Expeditionary AAO (Pentagon VA) Patrick Harding
Eastern Audit Region (Wright-Patterson AFB OH)
Cathy Bromley
Atlantic AAO James Szewczyk
European AAO Isabel Neunsinger
Gulf Coast AAO Luvenia Shuman
Midwest AAO Cindy Wobbe
Northeast AAO Rafus Grier
Ohio Valley AAO Susan Woodford
Southeast AAO Janet Herndon
Western Audit Region (JBSA-Randolph TX)
Charles Atkinson
Central Plains AAO Blanche Tomlinson
Intermountain West AAO Clarence Hayes
Mountain AAO Pauline Barela
Northwest AAO Lisa Hepler
Pacific AAO Olivia Hardin
South Central AAO Davina Lock
Southwest AAO Scott Saltz
SPECIAL PROGRAMS DIVISION
(Pentagon VA) Terry Dilly
EEO COUNSELOR (Pentagon VA) Kevin Bremby
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10
Support and
Personnel Engineering &
Environment Air & Space
Operations
Health Care
Manpower &
Personnel
Acquisitions
and Logistics Logistics
Maintenance
Acquisition
Supply
Contracting Info Systems
Development
Financial and
Systems
Financial Mgmt
Info Systems
Security & Comm
Internal Audit
Effectiveness/Efficiency
Program Results
Fiduciary Stewardship
Accurate Financial Reporting
Audit Areas
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How We Do It
• Government Accountability Office (GAO) Generally Accepted Government Auditing Standards (GAGAS)
▫ Independence
Independence of Mind
Independence of
Appearance
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GAGAS
▫ Professional Judgment
Reasonable Care
Professional Skepticism
▫ Competence
▫ Quality Control and Assurance
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The Audit Environment
• Do more with less
• Personnel wear multiple hats
• Systems update and merge
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How Audit is Viewed
• Negative connotation
▫ Only looking for mistakes
▫ Witch-hunt: What did I do wrong?
• Change catalyst
▫ Change my position
▫ Create more work
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How Change is Viewed
• Humans are creatures of habit
• Crossing arms
▫ Was it natural or was it awkward?
▫ Why?
▫ Did you notice a difference in how your brain processed the action?
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How Change is Viewed
• Certainty brings clarity and predictability, whereas ambiguity activates a threatened response
• Not knowing what will happen next can be profoundly debilitating because it requires extra neural energy
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Understanding Change Resistance
• Social Neuroscience studies how and which parts of the brain react to different types of stimuli related to social interactions
• Two overarching principles:
▫ Motivation for behavior is governed by the will to minimize threat and maximize reward
▫ Social needs are treated in a similar way as primary needs like food and water
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The Brain and Change
• Fundamentally, our brains still boast the same physical makeup as our ancestors, although we do have a larger and more developed prefrontal cortex– the part of the brain that allows us to reflect and consider
• Back then, the brain had one key driver: survival
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The Brain and Change
• Our brains are still subconsciously looking out for threats
• When the brain is presented with ambiguity or significant change, it goes into a threat response and reroutes energy to fight or flight
• The feeling of threat is also contagious
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The Brain and Change
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The SCARF Model
• Developed by Dr. David Rock, Director of the Neuroleadership Institute
• Describes five social dimensions that control our actions by creating a negative (feelings of threat) or positive (feelings of reward) reaction in the brain
• Activate reward responses and remove threat responses to motivate people to engage in change
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The SCARF Model
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The Five Social Dimensions
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Status
• Relative importance to others
• It can be surprisingly easy to accidentally threaten someone’s sense of status
• When threatened, people may defend a position that doesn’t make sense, to avoid the perceived pain of a drop in status
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Certainty
• Being able to predict the future
• When the brain doesn’t have certainty, it gets distracted as it tries to work out what pieces of information mean and whether they all make sense, building speculation and anxiety
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Autonomy
• Perception of exerting control over one’s environment
• When one senses a lack of control, resistance is a way of exerting control over something in their environment
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Relatedness
• A sense of safety with others
▫ Deciding whether someone is “in” or “out” of the social group; friend or foe
• The absence of safe social interactions, or meeting someone unknown, generates an automatic threat response
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Fairness
• Perception of fair exchanges between people
• Unfair exchanges generate a strong threat response, to include displaying intense emotions such as disgust
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Overcoming Personal Resistance
• Acknowledge the change
• Stop the fearful thoughts and replace them with something positive
• Be part of the change
• Communication, communication, and more communication
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Overcoming Resistance as the Auditor
• Provide clear, specific explanation of objectives and expectations
• Eliminate “gotcha” auditing
▫ Include people in the process
▫ Build trust by being available for questions
• Increase transparency and communication
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Adapting to Change
• There will never not be some kind of resistance to change
• Have to address the elephant in the room in order to effectively move forward
• Learn to roll with the punches
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Summary
• Resistance to change is as inevitable as change itself
• Understanding how the brain interprets change will help to overcome resistance on a personal and professional level
• Never truly eliminate resistance, but it should be identified in order to press forward
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Questions?