Evans Incorporated Receives Double-Industry Elite Recognitions

The Award-Winning Human-Centered Solutions Consulting Firm Selected for 2017 SECAF’s Advocate of the Year Award and named a Winner of the 2017 NVCC Outstanding Corporate Citizenship Award

FALLS CHURCH, VIRGINIA– June 20, 2017Evans Incorporated (Evans), the leading provider of Human-Centered organizational, process, technology, and operational consulting solutions announces today that it has received dual industry recognitions from elite programs at the local and industry level. Evans’ CEO, Sue Evans, was selected for the Small and Emerging Contractors Advisory Forum’s (SECAF) 2017 Advocate of the Year Award and the company as a whole was named a winner of the Northern Virginia Chamber of Commerce’s (NVCC) Outstanding Corporate Citizens of the Year Award-Small Business for 2016. Both recognitions underscore Evans’ continued thought leadership and commitment to its mission to support and give back to the local community. Continue reading

Evans to attend the Helicopter Association International (HAI) Heli-Expo 2017

Evans Incorporated is excited to attend HAI’s Heli-Expo on March 6th through 9th in Dallas, Texas.  This is the largest rotocraft conference in the United States and we are eager to see what the rotocraft industry is doing with Unmanned Aircraft Systems.

As an emerging market, UAS use is blossoming in areas where companies can simplify routine inspections that typically are done by humans.  Using drones, these companies are able to take pictures and video of structures such as radio towers, power lines, oil and gas rigs, solar arrays, and other objects that can often be hard to reach.  There are numerous applications where using UAS decreases the risk to humans by eliminating the need for inspectors to scale these structures and put themselves in harm’s way.  Additionally, inspectors can often reduce the amount of time it takes to do an inspection because they can fly a drone quickly to the area needed to be examined.  Drones are being used not only for outdoor inspections, but also can navigate interior structures where space is tight.

At the Heli-Expo, Evans will be talking to Helicopter companies that have employed (or have wanted to employ) the use of drones for tasks that historically have been done by manned helicopters.  There are many overlaps between the helicopter and drone industries – after all, many drones (e.g. quad copters) are also rotocraft.

During this conference, we will be looking for companies that want help envisioning how drones can be used in their business model – and companies that need help figuring out if getting into the ‘drone’ business is something that has the right cost-benefit proposition for their organization.  Evans Incorporated is an award-winning company that provides human-centered solutions.  We also have a staff of aviation and drone experts that currently support the FAA’s implementation of UAS regulations.  So, not only can we provide support on organizational design and how to manage change in your organization as you adopt a drone program, but we can also design your drone program, train your pilots, assist with FAA’s required applications, and get you flying.

The Human Element as the ‘Secret Sauce’ for Effective, Lasting, Continuous Change

Success Begets Success!

By: Jim Wright, Evans Incorporated

There’s no shortage of examples that prove the old adage continues to be true- the one constant in life (and work) is change. So, with this in mind – why are we usually apprehensive for what we know is an inevitable event?

The reason? Most often fear. Of failure, of change itself, and of things just simply being different than before. Of the unknown.

However, what if you could go confidently forward, unfettered and unobstructed because you knew you had taken all of the major variables and factors in the change decision or activity into account? Seems logical, doesn’t it?

It might surprise you to know, but that reaction isn’t nearly as common as it should be. At Evans, we have proven time and time again in our work over the last 20+ years with some of the largest and best-known brands, that amidst the near constant – and necessary – changes organizations must undergo to achieve growth and lasting success, the crucial (and often disregarded) ingredient in the mix is the human element. The people themselves who are, and will be, physically affected by the change, as well as key drivers within it, entrusted with the ability to make it ultimately sustainable – as we often say, “Success begets Success.”

The seemingly ‘old-fashioned’ human ‘secret sauce’ in the mix has never been more important, even in our age of exciting expansion and technical possibility. The biggest reasons why shouldn’t surprise you at all. In order to execute, implement, and facilitate lasting organizational change, several key efforts, all with people at their core, are necessary. These include:

  • Empowering cohesion behind a common goal: the change and its impacts.
  • Identifying and addressing key change risks: such as lack of skills, knowledge, resources, and insufficient support structures, which could have the power to derail the change efforts and effect team members’ abilities to adapt, which we uncover through Evans’ Change Readiness Assessment (CRA) to confront these risks head-on at the outset and throughout the process.
  • Acknowledging each individual’s role, significance, and vitality to the change process: taking team members’ specific hopes, biases, and fears into account and reminding them of the central role they play in making the change effort a success, regardless of their position or level at the organization.
  • Establishing an open feedback structure to convey the benefits -not the challenges- of the change: adopting an ‘open door’ policy to air concerns and insecurities, allowing team members to understand that they are part of the process, not roadblocks to the change itself.

The key takeaway of all of this really is that as much as the human element can complicate change proceedings, it is vital to ensuring these efforts have ‘sticking power’, and bringing measurable, lasting results for organizations. The confidence and cohesion driven by a common purpose, along with an open communication structure to enable each individual to understand their role -and importance – in the process, are critical ingredients in the change recipe. Within this, we at Evans have also seen the value of our roles as a change leader and advocate, as well as a supporter of our clients, to ensure decision makers at our client organizations are succeeding and reaching their goals with confidence, even in times of ambiguity.

What’s more – we’re so confident in the human element as a driver of organizational change that when clients trust us as their end-to-end provider of transformation solutions, they can also trust in the proven 100% guarantee on the unique Human-Centered methodological approach Evans uses to adapt diverse environments to ongoing change and drive Real Operational Impact®.

So we’d like to ask you a question: What else would you do if you knew you could not fail?  We will be holding an intensive, 3-hour Change Readiness Workshop on Thursday, November 10, 2016, from 8:30am-12pm at Evans Incorporated. Led by the leader of Evans’ Change Management Practice, Jim Wright, and Richard Hudson, Director of Client Delivery, in the session you will:

  • Take a deeper dive into how to conduct a Change Readiness Assessment at your organization;
  • Explore a case study where participants will apply the concepts they learn to a real-world scenario; and
  • Emerge equipped with practical and immediately applicable Change Readiness Assessment techniques and mitigation strategies for common risks, including stakeholder engagement and communications plans.

Following this workshop, you will know how to implement a portfolio of strategic initiatives and investments that you want to launch in the next year and are ready to ensure success where you know YOU CANNOT AFFORD TO FAIL!

What are you waiting for? Click here to Register Now! We look forward to seeing you on November 10th!

What would Sully do? Team decision making in safety-critical situations

Recovering from hazardous situations often requires a little ingenuity and some creative thinking, coupled with experience, motivation and teamwork. We all have off days when we forget the car keys, push the credit card into the “Retrieve Ticket Here” slot, or spill the milk on the kitchen floor. Human performance is variable – nobody is 100% perfect, and nobody is 100% consistent. Yet the flip-side of our failures and foibles is that we also have days when everything goes remarkably well. When we perform at our finest, miracles can happen.

Consider Flight 1549. Under the leadership of Captain “Sully” Sullenberger, the flight crew glided an Airbus A320 into the Hudson River after both engines lost almost all power following a bird strike. The cabin crew members successfully coordinated the evacuation of 150 frightened passengers, including a lap-held child, and everyone on board survived. Investigating the accident, the NTSB gave credit to the entire crew for excellent crew resource management – a term which refers to the way a team diagnoses a situation, shares information, makes decisions, and plans its response.

Crew resource management is critical in many command and control contexts. Evans has recently been working with a federal client to address crew resource management in transportation system control rooms. Although operators within the control rooms are supported by automation, human decisions and actions are necessary to ensure that the entire system operates safely. The automation system used in these control rooms was built to include significant redundancy, and to self-recover from common glitches. However, sometimes the self-recovery process leads to a system slow-down. When there is a slow-down, the expert operators have more work to do in order to maintain safety, and they also have to work closely with a team of technicians and engineers to diagnose and correct the issue.

Because teamwork is critical to success in situations like this, Evans has been working closely with their client to deliver experiential workshops that highlight the principles of crew resource management. Facilitated by human factors specialists and training experts, the workshops are attended by a wide range of personnel from different technical backgrounds, all of whom have a vital role to play in managing a slow-down. The sessions have been designed to simulate system slow-downs in a classroom environment, so that personnel can rehearse the way that they coordinate with each other. This enables the team to “step through” a slow-down, discussing how to diagnose the issue, manage the situation, and regain system capacity while maintaining safety. The sessions are highly interactive, and even include simulating the actual phone calls made to the engineers on the system helpdesk. They also include a degree of uncertainty and ambiguity, which is characteristic of slow-down events.

The workshops have received very positive feedback from participants from across all disciplines. Just a week after facilitating a workshop at one location, Evans received notification that the skills developed were used in a real slow-down situation, and helped to prevent the situation from becoming critical. Evans’ approach to working with teams responsible for operating safety-critical systems is to address all of the factors influencing team performance, not just technical skills. One person performing well is a definition of a good day. But when a group of people function well as a team to diagnose a situation, share information, make decisions, and plan a response, it really can “save the day”.

Leadership for the Many, Not the Few

By Beth Zimmerman

Leadership. In the organizational context, this phrase typically refers to a select group of people with titles such as CEO, vice president, director, and manager.

At Evans, we embrace a broader concept of leadership, one that asserts that leadership is for the many, not the few. Continue reading

  • 1
  • 2