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Team Charter acts as a context provider, and is not a document that the teams actively refer to.

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same goal and mutual understanding = move fast and produce good work

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same goal and mutual understanding = move fast and produce good work

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Can use informal networks and use friends' circles; cold calls/e-mails also work when phrased properly.

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External stakeholders may be more frank about their experience (perception is that internal stakeholders seem constrained by the line that they have to hold). However, there is also a sense that some external stakeholders may be fatigued because they have the view that they have to "talk to Government again" and give their views.

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For more holistic picture, need to talk to both Dirs and staff.

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do maintain contact
with mentor who has knowledge
much to learn we have

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Formal networks get very quick responses, people tend to treat you more seriously.

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Cold-calling people works especially well during this period.

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Leveraging on mentors (SMP course-mates, sending out surveys)

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More people are willing to speak to you than you realise

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More people are willing to speak to you than you realise

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Progress in the project has been unexpected to say the least. Process has been an exercise in navigating CS dynamics, managing stakeholder expectations, and yet delivering results. Also about marshaling support and converging on diverging views, traversing ‘boundaries’ and recognizing unspoken/unseen pain-points

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Being aware of each stakeholder’s own interests and how that might skew their responses 

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Being aware of each stakeholder’s own interests and how that might skew their responses 

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Turf-guarding is not insurmountable, work towards the similar end-goal.

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Similar opinions, but different methods to solve the issue

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Similar opinions, but different methods to solve the issue

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External stakeholders come with an idea of what the government can/ should do, these are expectations that should be managed.
Making clear our resources and limitations, that we are a separate team (ie. not representing the govt).

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Positioning as a separate study group vs being taken seriously

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various agencies working on same issue but not aware of each other's work

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various agencies working on same issue but not aware of each other's work

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friends get you far but
enemies get you further
networks are good pls

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by leveraging
on formal and informal
networks of peer groups

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Leveraging scale
efficiencies by co-op-
-erating in teams

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The civil service
is always about picking
the low hanging fruit

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In your breakout rooms, share what you might have already learnt about:
1) Navigating the public service system.
2) Engaging and managing internal and external stakeholders
3) Building and leveraging on formal and informal networks
4) Working effectively in teams.
(Remember to write your names on the top of the post)