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Managing Change in the Federal Workforce

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Kirk Lawrence, Director of Federal Programs at the University of North Carolina at Chapel Hill Kenan-Flagler Business School, talks about how to manage change in a federal workforce, not only during times of administrative transition tied to regular election cycles, but during any period of cultural or managerial change. Lawrence discusses the importance of creating priorities during change, and how to identify key stakeholders as well as resisters to change.

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Author

  • Kirk Lawrence

    Kirk Lawrence is program director for the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill. He spent 30 years as a career Army officer, retiring as a Colonel in 2011. He spent a year in the corporate world before joining the team at UNC Executive Development. At UNC, he builds custom educational courses for federal clients, and every one of these tailored instructional programs has some element of change management training involved. It’s a tremendously important subject, and one in which every high-ranking federal official should be well versed. The last job he held in the military was the Chief of the Army’s Congressional Budget Liaison office, where he was responsible for developing the strategy to deal with the appropriations committees for defense, and to work with the Secretary and the Chief of Staff, Army on those issues with Congress.  


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