Federal agencies are adopting new tools to modernize and streamline applications, encouraging adoption and enabling long-term success. Agencies need to ensure that technological features align with the work actually being done.
Darreisha Harper, Federal Portfolio Manager for Tyler Technologies, says communication is key to implementing change that works for knowledge workers. She notes that agencies should often start communicating with knowledge workers earlier in the process than they think.
“Working groups are one of the best ways to build relationships across departments and convene key staff for problem solving,” Harper says. “Having the right stakeholders in the room – not just the leaders and visionaries, but policy, IT, operations, program staff, and subject matter experts – can help ensure that the people actually using the system are able to offer real information from day one.”
Having the right people around the table can help decision-makers understand the requirements at macro and micro levels, which is critical.
“There are those high-level requirements, but there are also smaller details,” Harper says. “How do you want this to look? Does it make a difference whether this enables something in two steps versus one step? Is speed important? Is text space important? These are all important questions.”
Including “agency champions” can help fuel these conversations by supporting effective communication and fostering collaboration. Agency champions are not individuals with a specific job title, Harper explains, but individuals who can facilitate conversations and build consensus among staff.
“You’re looking for people with a certain amount of influence and some level of expertise,” Harper explains.
For the knowledge workers at the table, she has one key piece of advice: “Don’t be afraid or hesitant to speak up,” she says, “whether it’s about a process that isn’t working, a proposed way of doing things, or a solution that, while not urgent now, may help serve a larger vision later. Thinking creatively and asking good questions now can lead to better-fit solutions for the future.”
Open conversation is also important at higher levels of the agency, not only to pursue a larger vision, but also to set an example for the kind of conversations leadership hopes to facilitate.
“It can be very uncomfortable for someone to be asked, ‘What are all of the features you need?’” notes Harper. “That can bring about a freeze response. Bringing in a professional facilitator who is trained to lead these types of discussions and who understands the culture of the agency can make a big difference.”
Another impactful strategy for leadership: remembering people’s names.
“I know this sounds like a small thing,” Harper says, “but I’ve seen it have a big impact. Tapping into that human, relational element can help everyone feel more comfortable speaking up and offering suggestions.”
When making tech investments, open communication ultimately helps agencies better understand the needs of the knowledge worker and how new technology or technological features can best support those needs.
“If there’s a need to push a button quickly – in one step, let’s say – and the technology requires three steps instead of one to push that button, it can cause a lot of additional friction for the person doing the work. So it’s important to evaluate what’s required alongside the understanding of what is actually being done to facilitate adoption and overall success,” Harper explains.
Simple documentation of a given process can help accomplish this, as can identifying flexible, modular, and scalable tools.
“We want technology to be an enabler, not an obstacle,” Harper notes. “Agencies deserve tools that can adapt as their mission evolves and their priorities change. In an agile technical environment, you can iterate – you can switch things up as you go to find what works best.”
Harper managed and coordinated auditing and compliance initiatives in the federal government for 13 years, which included time on Capitol Hill with congressional representatives, before transitioning to the private sector. As a result, she understands both sides of change management implementation. Working with a private-sector partner who understands the nuances of government can be a significant asset when it comes to identifying proven, right-fit solutions, she says.
“Agency leaders are thinking about policies, mandates, regulations, and laws, and conversations around these things can be complicated and take time,” Harper points out. “So, working with a private-sector partner who understands this when developing a new solution is helpful.”
Once a new system has been implemented, several strategies exist to continue encouraging adoption among knowledge workers and evaluating overall effectiveness. One strategy is to frame the change in terms of workload, not just outcome.
“It’s important to communicate about how the solution will help and how it could simplify a time-consuming job function. Gaining insights from knowledge workers early about processes and pain points is key to this,” Harper says.
Quality assurance and quality control checks offer another source of insight. “Asking knowledge workers to review the system’s effectiveness can result in additional feedback about what is working and what isn’t,” notes Harper.
Looking at how service delivery and program outcomes are changing can also help evaluate the rate of adoption.
“Having an established baseline of service delivery or program outcomes from before the change is helpful here,” says Harper. “For example, did this process used to take two days, and now it takes two hours? Are we now able to get from one point to another more seamlessly?”
Making program and outcomes data accessible not only to data teams but also to program staff and leadership can help generate buy-in and facilitate change, Harper adds. “Integration like this also helps ensure that data is being used not just as a reporting tool, but as a vehicle for starting conversations and solving problems.”
The bottom line: when it comes to launching a major transformation, focusing on outcomes, not just technology, is key.
“Start with the mission and your experience, because those are valuable,” Harper offers. “Build trust through clear communication. Empower change agents. And leverage modular, scalable platforms to future-proof the investment. That’s how transformation sticks. That’s how it’s effective.”
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