Content
•
•
•
•
•
Added value in Structural Funds
PCM / LFA
Output based subsidies
Outcome mapping
Conclusions
1
Remember we would come back to this?
LEAN AND
PURPOSEFUL
capacity for organisational
performance to deal with
reasonably predictable
(in/frequent) demands, that may
exhibit great variation
capacity to comply to
ensure fairness
capacity to adapt in
order to be able to
respond as quickly as
possible to anything as
yet unforeseeable
HONEST AND
FAIR
capacity for
innovation to deal
with a range of as
yet uncertain but
plausible demands
ROBUST, RESILIENT,
ADAPTIVE
2
From…
Customer demand
Respond (resolve)
Understand demand
Determine resolution
This step can entail*:
• Straightforward categorising of the
issue, then appropriate solution is clear
• For more complicated issues, expert
analysis may be required before the
right (set of) solution(s) becomes clear
*Based on Snowden, 2007
3
…to
Customer demand
Understand demand
Assumes that we
have a proper
solution at hand
Respond (resolve)
Assumes it is a demand
that can be understood
either
immediately or after
some analysis but in any
case BEFORE acting
Determine resolution
When a different kind of demand comes,
that we are not able to adress with any
given solution, we need to move into a
“development” (of new solutions) mode
Remember…?
4
The challenge of complexity
Sense data,
analyse it,
respond with
expert judgement
Create probes
(experiment), sense
patterns, respond
(by dampening/
amplifying)
Act, sense, respond
Sense data,
categorise it,
respond with predetermined action
Source: Dave Snowden
5
• Please watch the video on
http://www.youtube.com/watch?v=Miwb92eZaJg
• Dave Snowden , the speaker, is the author of the 2007
Harvard Business Review article “A leaders framework
for decision-making”
 see http://hbr.org/2007/11/a-leaders-framework-for-decision-making/
 The article was designated as the 2007 Best Practitioner-Oriented
Paper in Organizational Behavior by the Organizational Behavior
Division of the Academy of Management
 In 2011, the same paper was a Citations of Excellence winner as one of
the 50 best papers published in 2007, based on research impact.
6
The challenge of complexity
• Children’s party as seen by complexity theory
 Boundaries:
• A constraint that is imposed e.g. you must play inside when it rains
• Can be brittle (collapse when pressured) or elastic, semi-permeable
(let’s some tings through but not others),…
 Probes
• E.g. a video game, a football, …
 Attractor: patterns of activities
• Positive: playing video games together, taking turns
• Negative: scratching and biting each other to keep hold of the game
pad
 Key lesson:
• Not because video game worked to keep them in a benefial pattern at
one time, that it will always work with all kids anywhere, or indeed, even
with the same kids in one hour
• You must see what happens and adapt!
• It helps to anticipate: be ready with pancakes when they start to show
signs that they are getting tired of playing nicely together
The challenge of complexity
 Some more elements determining complexity:
• Identity:
 responsibility assigned to some team member, a role in the organization assigned to someone,
or simply an already existing identity (personal, professional, ...)
 In a system is possible to add or remove or change a responsibility, assign a role, reinforce or
weaken values principles and responsibilities expected for and existing identity
 In the children’s party: kids will behave differently according to the role they assume e.g. one kid
can be leader of the pack, child to a parent, brother to a sister, student to a teacher, etc. This
makes it very difficult to predict how someone reacts to a probe .
• Diversity:
 denotes how many perspectives are permitted
 the more diversity the higher the potential for dissent; high uniformity can lead to a dogmatic
system where dissent is not tolerated any more
 In the kid’s party, you may have the sport jocks and you may have the computer nerds, both
groups reacting differently to probes
• Environment:
 the larger context: e.g. birthday party at home versus a birthday party in a playground
Inspired by Dave Snowden’s ABIDE see http://cognitive-edge.com/blog/entry/5599/abide-overview-of-process/
EMERGENCE or, not knowing
what next step to take, before
taking a previous one
When in the fog
(limited information),
and you want to find
the high
ground…keep
climbing.
Jump
Jump
Only in hindsight can
you say what would
have been the best
route…
9
…and in fact, the
terrain is not even
stable but moves! So
yesterdays optimal
route may not be
there anymore today...
10
• “Initiatives” or “processes” that are more ad hoc, local, unique, trying
to trigger and support a self-sustaining dynamic between people, in
organisations, communities, families,… e.g. local development,
advocacy, empowerment, innovation… and…public reform itself…
where:
 the next step depends on information that becomes available in the
previous one
 making the process as a whole unpredictable
Good luck replicating the
“model” …
A complex process…
Good luck replicating the
“model” …
…can yield…
Replicable products/services that
meet predictable variation in
demand
13
The challenge of complexity
For info
Natural (Newtonian) science=
• knowledge = fixed laws
• increasing knowledge =
new laws encompassing
and confirming the old
ones
• new knowledge (laws)
does not change
knowledge (laws)
• but planets do not
« learn », get bored or
rebel…
14
The challenge of complexity
From dynamic equilibrium
models
Aggregate systems dynamic
disturbance
X, Y, Z are agents interacting.
Here, they can take only one
action in response to each other
and the broader system.
For info
….to a complex evolutionary system
Individuality coupled
with human curiosity
and drive to
experiment in the
face of uncertainty,
make exploration
possible. Some
actions do better
than others, are
imitated and
therefore grow
relative to less
succesful ones.
Error making explorations (agents able to try out many actions),
rooted in micro-diversity, cannot be stopped by selection at system
level, unless rules combined with micro-surveillance can prevent
any deviation from prescribed behaviour, enforcing compliance to
some desired stereotype
15
The challenge of complexity
For info
• essentially complexity derives from “ the push
and pull that arises from the way people are
already actively engaged with each other in
fluctuating relations of power”
• this is however crucial for change: “as we
broaden our understanding of the situation and
hence alter the way we understand it, this brings
potential for change and innovation”
• Prof. C. Mowles, Rethinking Management
The challenge of complexity
For info
Knowledge is a spur for action
that makes this knowledge
obsolete as it provokes
responses that mean the world
has changed in ways our
previous knowledge does not
know
20
The challenge of complexity
THE IDEA OF
A COMPLICATED
SYSTEM BY CREATING
A SOCIAL OBJECT (the
belt and associated rules and
procedures) THAT
PROVIDES FOR STRONG
CONNECTIONS
BETWEEN THE AGENTS
(highly constraining them but
still not fully determining
what they do)
For info
While the
system is
“ordered” the
social reality
that has
brought it forth
is still complex
REMEMBER: newly hired workers lasted an average of… 3 months! They
just packed up and left. This could not be constrained.
The challenge of complexity
Fundamentally, this
order is temporary
and we are not able
to say when it will
cease
For info
The challenge of complexity
For info
• Ways to go beyond predetermined, ordained possiblities
will always be found.
• While engineering appraches try to solve a problem with
a technology, mechanism, structure to turn inputs better
into outputs/outcomes according to local cost-benefit
criteria…
• … the success (or failure) of these change the context
(both in terms of input or output/outcome) which again
affects the system with new problems, triggering new
responses.
• It is better to understand and expect this than to believe
in a predictable system and caught with our trousers
down!
27
The challenge of complexity
For info
• The danger of (apparent) order: entrainement…
 a conditioned response that occurs when people are blinded to
new ways of thinking exactly because of the perspectives they
acquired through previous methods, processes,… and any
successes associated with these social objects
 inability to recognise that best/good practice are always
yesterdays practice
 inability to grasp innovative, controversial ideas (especially from
“non-experts”)
 people (ab)using power to keep things as they are
 compounded by herding effects (imitating others) when facing
uncertainty
TOC ex ante for complex causality?
A TOC that has
generic parts that
allow for
emergence (eg
capturing as yet
unknowable
opportunities)
may be useful
Patricia Rogers, 2008
TOC ex ante for complex causality?
30
TOC ex ante for complex causality?
31
TOC ex ante for complex causality?
Deming cycle
32
Dealing with complexity
Originated with Nobel prize
winning economist A. Sen’s
capability approach:
PARTICIPATORY LEARNING PROCESS
APPROACH (PLPA):
Embodied in approaches such as:
• Participatory rural appraisal (with R.
Chambers as a proponent at IDS, the
International Development School at the
University of Sussex, UK)
• Outcome mapping (International Centre
for Development Research)
• Problem driven iterative adaptation (World
Bank)
• Innovation pipelines
Logical framework for COP RBM + network
38
39
• Equal Opportunities case study in handout Further
reading
40
Outcome mapping “intentional design”
as one approach to dealing with
complexity in a better way
Vision
Undertaken to Bring
about Outcomes
OUTCOMES
BOUNDARY
PARTNER 1
Outcome
Challenge
BOUNDARY
PARTNER 2
Outcome
Challenge
BOUNDARY
PARTNER 3
Outcome
Challenge
Progress Markers
Love to See
Progress Markers
Love to See
Progress Markers
Love to See
Like to See
Like to See
Like to See
Expect to See
Expect to See
Expect to See
Strategy Map 1
Strategy Map 2
ORGANIZATIONAL
PRACTICES
STRATEGIES
Behaviors, Actions, Relationships of
Boundary Partners
Mission
Name of your presentation
Strategy Map 3
42
Step 1:
improved human, social, & environmental wellbeing
43
A vision statement..
• guides
• motivates and inspires
• is an ‘accountability-free zone’
44
Vision facilitation question
“Imagine that in 3-5 years the world has
changed. The well-being of your intended
beneficiaries has improved beyond your most
ambitious dreams. What changes have
occurred? Who is doing what differently? How
have the actors changed? What conditions are
influencing people’s well-being?”
Describe the world you seek to help bring about.
45
Vision facilitation question
“Imagine that in 3-5 years the world has
changed. The well-being
of your intended
Requires good
beneficiaries has
improved
beyond
your
most
knowledge of the
ambitious dreams.
What
changes
situation
which
can have
occurred? Who
is doingegwhat
How
be gained
fromdifferently?
a
have the actors
changed?
What conditions are
…problem
analysis
influencing people’s well-being?”
Describe the world you seek to help bring about.
46
COP RBM problem tree, based on situation analysis (see doc.)
47
COP RBM longer term vision
•
•
•
•
The network partners have ignited an energetic movement of reform throughout the
European Structural Funds. Fund leadership and their staff are focused on key
organizational and societal outcomes. They are also highly attuned to their external
environment, aware of emerging threats and opportunities and ready to act upon
these swiftly.
There is a common understanding that change primarily takes root when it involves
broad sets of actors engaged together in designing and implementing locally relevant
solutions to locally perceived problems, in the public service and in society in general.
Collaboration, inviting feed-back, using information purposefully, deliberation,
respecting diversity and taking responsibility constitute the core of Fund
management. This is reinforced actively at all levels by a highly committed
leadership.
Leading by example, the Funds are actively engaged in stimulating more widespread
reform of the public service throughout Europe, at all levels, including the European
one. They are acknowledged as centres of excellence in this field.
Due to this effort, the public sector matches the capacity of the private and nongovernmental sectors to perform, innovate and change. It is seen by citizens as
being responsive, pro-active and supportive. It is government “with” citizens rather
than “for” citizens, therefore strengthening their resilience.
48
Step 2: Mission
The mission is that “bite” of the
vision statement on which the
project is going to focus.
49
A mission statement:
• Describes what you do, produce
• Identifies your principle
collaborators
• Tells how you work with them
50
COP RBM mission
•
•
•
•
To contribute towards the vision, the members of the COP “RBM-plus” steering
group, supported by their Mr/Mrs results, take meaningful steps (relevant to them in
their particular context) forward in terms of increasing the results orientation of their
respective organisations. To this end, they make use of the training and consultancy
opportunities as well as the web-based platform that the network, as a partnership,
offers to its members.
In taking steps forward, they generate new insights as to how to approach the kind of
reform depicted in the vision of the network. They share the knowledge they gain
within the network, through direct contacts, the website and learning seminars,
helping their partners to progress even further.
They also share this knowledge beyond the network, particularly towards initiatives in
support of wider public reform, some of which may be financed by their own
Structural Fund programmes. To gain further support for these internal efforts to
reform as well as any wider public reform initiatives, they each set up a regional /
national network of relevant stakeholders (for example academics, officials,
politicians, professional associations, social partners, NGOs, etc. ).
At the EU level, the network will likewise interact with the European Commission
(particularly DG EMPL and REGIO), the relevant European Parliament committees,
the European Court of Auditors, social partners etc. gaining further support for its
mission and vision.
51
Summary
Vision
✓ idealistic
✓ future ‘world’
conditions
Mission
✓
feasible, accountable
✓
current
✓
identifies activities, products,
services
✓ observable wellbeing &
interrelationships
52
Step 3:
Boundary Partners
Those individuals, groups, &
organizations with whom a project
interacts directly to effect change &
with whom the project can anticipate
some opportunities for influence.
53
There are limits to our influence
Project
Partners
sphere of
influence
Beneficiaries
sphere of
concern
54
Who are our Boundary Partners?
Project
Boundary Partners
Beneficiaries
other stakeholders
55
Categorizing stakeholders
1.
Identify actors and stakeholders
2.
Categorize actors & stakeholders
your boundary
partners
your allies or
strategic partners
(already act in a
beneficial way)
Your boundary partners’ boundary
partners
56
Boundary partner facilitation questions
•
Think of a specific project and write down –during the next break- an
answer to the following questions:
• With whom do you work directly in this project?
• In which individuals, groups, or organizations is your project
trying to encourage change as a contribution to the vision?
• On whose actions does your success depend?
57
VISION
COP RBM+ Network
STAFF
(OF THE RBM+ NETWORK PARTNERS
OUTCOME CHALLENGE
Network Partner
Senior Management+
Mr/Mrs Results
PROGRESS MARKERS
-
Expected changes
STRATEGY MAPS
Coordination
COP RBM+
Central Coordinators +
Zonal coordinators
Type of support activities
Facilitation & Coordination COP
Facilitation COP website
Facilitate consultancy requests
Admin & Finances
Reporting to EC
…
Step 4: Outcome Challenge
• Describes how one boundary partner is
contributing maximally to the vision.
• Defines one boundary partner’s ideal
actions, relationships & activities.
59
VISION
COP RBM+ Network
Outcome Challenge
Ideal desired changes in practice/behavior of the staff
from the participating network partners.
The steering group members and the Mr/Mrs result work with
staff to bring about the following changes in staff behavior:
Staff take a variety of initiatives out of their own accord to
change and improve the way they work, based on constant
critical thinking. This leads to taking actions that benefit the
“clients” (project promotors), such as reducing administrative
burden and conducting the required verification and other
processes faster. However, staff do more than work on files.
They take ownership of the issues their programme is trying to
address, which becomes visible by their engagement in
dialogue with relevant stakeholders, including constituents,
whose needs are always at the top of their mind. They seek
feed-back from their colleagues and the outside world about
what they are doing, learn from it and use it. They regularly
give an account of what they have done and why they have
done it to those that they touch with their work and allow
these to contest what they are doing.
STAFF
(OF THE RBM+ NETWORK PARTNERS
OUTCOME CHALLENGE
PROGRESS MARKERS
-
Expected changes
Step 5: Progress Markers
Love to see
(Deep transformation)
Like to see
(Active engagement)
Expect to see
(Early positive responses)
61
Love to
see
Like to see
Like to see
Like to see
Like to
see
Like to
see
Expect to
see
Expect to
see
Like to
see
Expect to
see
Changes in behaviour as ‘outcomes’
outcomes
inputs
activities
outputs
sphere of
influence
changes in
conditions,
well-being
changed patterns
of behavior
sphere of
concern
63
Getting unemployed towards durable jobs
In this case only one boundary partner
identified: what about others (e.g.
employers)
?
personal
skills
training
technical
training
coaching on
the work floor
training in job
application
Screening
unemployed
acquires social
and personal skills
unemployed
acquires
technical skills
acquires
skills to apply
for a job
better idea of
labour market and
own potential
Unemployed
gets job that
fits profile
Unemployed
applies more often
and more focused
for a new job on
own initiative
Unemployed
applies new
skills?
Stays in the
job and works
longer
Increased
social
inclusion
?
?
?
Progress Marker Checklist
• Each Progress Marker:
Describes a change in the boundary partner’s
behavior
Can be monitored & observed
• As a set, Progress Markers:
Are graduated from preliminary to more profound
changes
Describe the change process of a single boundary
partner
65
Generic Stages in a Journey of
Change
1.
Learning about the journey
2.
Taking the first tentative steps
3.
Strengthening skills & knowledge
4.
Committing to the journey
5.
Investing own resources
6.
Overcoming obstacles
7.
Owning, identifying with the
8.
Leading, influencing, leaving a legacy
changes
66
COP RBM progress markers
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Staff ask for information in order to be engaged in the journey of change towards an RBM
organisation
Staff ask to participate in RBM-related trainings and similar opportunities that cover personal
needs for skills development to improve professional competences (e.g. management and
leadership)
Management (Heads of Unit) communicate about results from projects
Staff give more feedback and coach each other on how to improve their work in terms of RBM
Units meet with each other on a regular basis to coordinate and discuss improvement in terms
of RBM
Staff present concrete ideas to be more result oriented
Staff apply practices and experiences gathered from each other in daily work
Staff coach promoters on results orientation
Staff use relevant sources of information to learn about the needs of constituents/citizens
Staff seek feedback from their colleagues and the outside world about what they are doing,
learn from it and use it
Staff set up working groups with other external actors to remove barriers to results
Staff discuss and assess results with promoters and the citizens they serve alongside controls
Staff facilitate active ownership with relevant partners
Management encourages staff to critically assess the ways of working
Staff anticipate the consequences of decisions
67
Step 6: Strategy Map
causal
I
aimed at
individual
boundary
partner
E
aimed at
boundary
partner’s
environment
strong
influence
persuasive
supportive
arouse new
thinking;
build skills,
capacity
on-going
support
alter the
broad
physical,
information
create /
regulatory or dissemination; strengthen
information access to new peer networks
environment
info
68
Facilitation questions
I
aimed at
individual
boundary
partner
E
aimed at
boundary
partner’s
environment
causal
persuasive
supportive
I-1
I-2
I-3
what will be
done to
produce
immediate
outputs?
E-1
what will be
done to build
capacity?
E-2
how will
sustained
support,
guidance or
mentoring be
provided?
E-3
what will be
how will the what networks
done to alter
media or
or relationships
the physical or publications be
will be
policy
used?
established or
environment?
utilized?
69
Step 7: Organizational Practices
How does your team or organization
stay relevant, viable and effective?
70
Organizational Practices
1.
Prospecting for new ideas, opportunities,
and resources
2.
Consulting knowledgeable informants
3.
Maintaining the support of your next
highest power
4.
Assessing and redesigning products,
services, systems, and procedures
71
…organizational practices
5. Getting feedback from those already served
6. Sharing your learning with the world
7. Experimenting to remain innovative
8. Engaging in organizational reflection
72
Vision
Undertaken to Bring
about Outcomes
OUTCOMES
BOUNDARY
PARTNER 1
Outcome
Challenge
BOUNDARY
PARTNER 2
Outcome
Challenge
BOUNDARY
PARTNER 3
Outcome
Challenge
Progress Markers
Love to See
Progress Markers
Love to See
Progress Markers
Love to See
Like to See
Like to See
Like to See
Expect to See
Expect to See
Expect to See
Strategy Map 1
Strategy Map 2
Strategy Map 3
ORGANIZATIONAL
PRACTICES
STRATEGIES
Behaviors, Actions, Relationships of
Boundary Partners
Mission
73
Step 8-12
• Monitoring Priorities: identify whether the
project wants to monitor:
Changes in the Boundary Partners (Outcome
Journal, Step 9)
The effectiveness of its own strategies
(Strategy Journal, Step 10)
Its functioning as an organization
(Performance Journal, Step 11)
• Evaluation strategy (Step 12)
Name of your presentation
Journal for Monitoring Outcomes
Outcome Monitoring Journal
Period of monitoring and data collection:
Contributors to Monitoring Update:
Name of the person(s) who compiled the journal:
Outcome Challenge:
Based on your analysis of each progress marker, please indicate the number on the scale that best represents the boundary partner's progress in
achieving the progress marker (1 indicates no activity towards the progress marker while 7 represents full achievement of the progress marker)
Not started yet/no activity towards progress marker 1 2 3 4 5 6 7 Progress marker reached/strong activity towards progress marker noted
Progress markers
What happened (who, how, Date Strategy Used and its
Follow up/corrective measures
what, where)
(when) Efectiveness
Evidence
(documents
etc.)
1)
Not started yet/no activity towards progress marker 1 2 3 4 5 6 7 Progress marker reached/strong activity towards progress marker noted
2)
Not started yet/no activity towards progress marker 1 2 3 4 5 6 7 Progress marker reached/strong activity towards progress marker noted
3)
Not started yet/no activity towards progress marker 1 2 3 4 5 6 7 Progress marker reached/strong activity towards progress marker noted
4)
Not started yet/no activity towards progress marker 1 2 3 4 5 6 7 Progress marker reached/strong activity towards progress marker noted
5)
Not started yet/no activity towards progress marker 1 2 3 4 5 6 7 Progress marker reached/strong activity towards progress marker noted
75
Thanks to Kevin Kelpin
Color code for changes progress markers
No progress in 2013
Initial changes in 2013
Bigger changes in 2103
1
2
3
4
5
6
7
8
9
10
11
Staff ask for information in order to be
engaged in the journey of change towards
an RBM organisation
Staff ask to participate in RBM-related
trainings and similar opportunities that
cover personal needs for skills development
to improve professional competences (e.g.
management and leadership)
Management (Heads of Unit) communicate
about results from projects
Staff give more feedback and coach each
other on how to improve their work in
terms of RBM
Units meet with each other on a regular
basis
to
coordinate
and
discuss
improvement in terms of RBM
Staff present concrete ideas to be more
result oriented
Staff apply practices and experiences
gathered from each other in daily work
Staff coach promoters on results orientation
Staff use relevant sources of information to
learn
about
the
needs
of
constituents/citizens
Staff seek feedback from their colleagues
and the outside world about what they are
doing, learn from it and use it
Staff set up working groups with other
….
Greece
Education
Chech Rep.
7
Lithuania
6
Poland
5
Greece health
1 2 3 4
Slovenia
Bulgaria
Belgium
Flanders
Sweden
UK
PROGRESS MARKERS
Belgium Fr
Example OUTCOME journal COP RBM
X
X
76
Example OUTCOME journal COP RBM
PROGRESS MARKERS
Staff ask for information in order to be
engaged in the journey of change towards
an RBM organisation
1
Synthesis of progress in 2013
Describe briefly the progress for each PM with the main changes observed in the respective
countries
We had a few requests from our co-workers to share experience from seminars in journey to COP
RBM. Several of co-workers asked us to send the COP handbook although there was never a
feedback or any questions from them regarding the content of the handbook or RBM agenda to
enhance the debate. That’s why it’s only an initial progress.
What were key hindering factors affecting the achievement of progress markers?
-
Volatile political situation which affects also PMO’s senior and middle management;
-
Strong focus on absorption of Structural Funds rather than on the results;
-
Very poor evaluation culture, (not just in terms of ministerial capacity building, also the outsourced reports are mainly descriptive-based, too),
evaluation is not perceived as a management tool;
-
PMO is still predominantly audit-driven in terms of performance management;
-
Unclear procedures regarding the field of lobbying (roadmap to prevent illegal lobbying is being elaborated in collaboration with Commision for
Prevention of Corruption right now)
What were key stimulating factors that assisted in achieving progress?
-
Informal observations from the EC regarding the draft version of Partnership Agreement 2014-2020 promote the importance of results,
-
The completion of projects from the 2007-2013 programming period – gradual emergence of result-based questions by journalists and EC
(f.e., what has been achieved by certain project? What was the benefit for the citizen/constituents?)
77
Strategy journal
Name of your presentation
Learning with Sensemaker
What is it that
makes this
cluster of
stories
different from
that one?
79
In the story shared, select the primary experience and place it
where it is best represented in the box. (From preliminary results)
Change
On my own
Stability
TREE
This image reminds me of
writing an ESF proposal. I was
struggling with the problem and
objective trees. I could not get
my data aligned with these
trees, initially I did not get the
trees that we were aiming at
from the perspective of the
organization. I took a lot of
energy to get this coherent.
When I see these kinds of
"trees" , diagrams, I always
study them very thoroughly. Out
of some kind of fascination, an
urge, a desire to become more
competent at this.
Interaction
with others
Lunch time noise
An experience that can be generalised
towards all the lunch break in the Agency:
it’s usually a very tiring group
conversations
when
eating
your
sandwich. One-on-one conversations are
very difficult to start. Usually, the tone is
set by a few dominant voices that claim
then entire table. Having a normal
conversation is not easy amidst all this
cacophony.
Cooperation agency-promotor
The ESF-audit in the context of our quality label was a
very positive experience. Mapping our quality policy and
subsequently discussing "live" the various improvement
points, both within our organisations as well as with the
ESF-auditors, was very useful and a learning
opportunity for me. In general, I prefer the personal
contacts between the ESF-Agency and project
promotors (through audits but also other ways), where
ESF has a look in the field at what is being done and
what possibilities exist, above trying to capture project
ideas and intention in online forms.
Not being heard...
Our team leader continuously emphasizes that we should come forward in time if certain goals cannot be achieved so that a different solution can
still be found in a timely fashion,... During the last two team meetings a colleague indicated multiple times that a certain "to do" was absolutely not
to be realized within the deadline. The team leader completely ignored this during both meetings,... Result: ...gets totally frustrated due to a feeling
of not being heard and does not get space to work, on solutions, other colleagues are not motivated to put such problems on the table during
future meetings, eventually the team leader will also get frustrated as the preset deadline will not be met...
Copyright © 2012 QED Insight. All Rights Reserved.
80
66% response rate
More heavily weighted
toward the bottom
81
Tools like Sensemaker are of use…especially when using them over time
Why this
“deviance”?
All stories
from various
sources were
related to
only 1 staff
member!
82
Performance Journal
WORK DATING FROM/TO:
CONTRIBUTORS TO MONITORING UPDATE:
PRACTICE 1. PROSPECTING FOR NEW IDEAS, OPPORTUNITIES, & RESOURCES
EXAMPLE OR INDICATORS
SOURCE OF EVIDENCE:
LESSONS:
PRACTICE 2. CONSULTING KNOWLEDGEABLE INFORMANTS
EXAMPLE OR INDICATORS
SOURCE OF EVIDENCE:
LESSONS:
PRACTICE 3. MAINTAINING THE SUPPORT OF YOUR NEXT HIGHEST POWER
EXAMPLE OR INDICATORS
SOURCE OF EVIDENCE:
LESSONS:
Name of your presentation
Simplification and outcome mapping
•
•
Outcome mapping presupposes financial simplification
Staff interact much more frequently with project:
 Must be clear how project starts in the short term…
 then make agreement when to report back relating to which with what kind of
answer (e.g. in 3 months) depending on the nature of the project…
 …in person at the PMO
 Bring also financial/administrative pieces for verification (if deep financial
simplification this entails mainly registration and sub-contracting which can be
verified quickly)
•
•
As one person “interviews”, the other checks: probably done in 2 hours
Or could be done in advance, resolving any issues during the meeting
 What is checked here is not rechecked afterwards!
 Short minutes are made and agreed (audit trail) on the spot
•
discussion can even be taped (if consent given)
 on the spot checks only when fraud may be an issue: easier to detect via
interviews than via “paper perfect” project reporting
 New agreement made for next meeting!
84
EXERCISE
• Take the OM exercise
Name of your presentation
Discussion on outcome mapping as a
way to run a call
Outcome mapping and solutions management
• Solutions management is dealing with multiple actors who
interact with each other and with constituents (target
groups, users) across sectors and services
• Sustainable progress in this system will require
establishing a self-sustaining dynamic of mutual
adaptation
• Solutions manager does NOT impose solutions but
support actors to continuously explore and find solutions
together…
• …until the solutions manager is not required anymore for
this
87
Nobel prize winning economist A. Sen’s capability approach
Outcome mapping is on
PLPA’s and calls for proposal
• at the call level, the specified outcome performs the
function of a boundary
• at the project level, a PLP approach empowers
constituents to create new possibilities to address their
changing and diverse needs, which will itself unlock
awareness of new needs
• hence, it is not a static but dynamic approach
89
C
A
L
L
Solutions
manager
PMO
Deman
d
Solutions
project
to support
e.g. PES
PLPA delivery mechanism
(solutions project gets EURO
envelope)
F
A
C
I
L
I
T
A
T
E
PES
Other
actor
Other
actor
I
N
V
O
L
V
E
Const.
Const.
Const.
Or internalise
F
A
C
I
L
I
T
A
T
E
C
A
L
L
Solutions
manager
PMO
Deman
d
Solutions
project
to support
e.g. PES
PES
Other
actor
Other
actor
I
N
V
O
L
V
E
Const.
Const.
Const.
PLPA delivery mechanism
(solutions project gets EURO
envelope)
DP
DP
Enhancer
PMO
C
A
L
L
Const.
Const.
DP
DP
DP
Const.
DP
PCM (grants) or Results
Based Financing delivery
mechanism (tender)
91
• Let us look at other applications of this
kind of logic….
92
MICHAEL WOOLCOCK is Lead Social
Development Specialist with the
Development Research Group at the
World bank, and a Lecturer in Public
Policy at the John F. Kennedy School of
Government at Harvard.
From 2007-2009 he was on external
service leave as Professor of Social
Science and Development Policy at the
University of Manchester, where he was
the founding Research Director of the
Brooks World Poverty Institute.
Prior to joining the Bank in 1998 he taught
at Brown University and the University of
Queensland (Australia).
Watch also :
http://www.youtube.com/watch?v=05A
aiOZfRXM
Problem-Driven Iterative Adaptation
• developed to counter the tendency in the public sector to
engage in “best practice” reforms
Rather PDIA will:
interventions are successful if they empower a constant process
through which agents make organizations better performers
Name of your presentation
Compliance driven Performance driven
“Issues” have to be politically and socially constructed to gain attention as “problems”. This involves
raising the visibility of issues through spectacular “focusing events” (such as crises), the use of
statistical indicators, or manipulation of feedback from previous experiences.
Only possible when novelty is encouraged and rewarded
within the authorizing environment within which key decisions are made
Small steps help flush out contextual challenges, including
those that emerge in response to the interventions themselves.
Convening = decision-makers working closely with front-line staff… and connecting = interacting
with other frontline workers to get the changes going
• And yet another variation….
96
Innovation pipelines
OPEN
INNOVATION
NEEDS!
Robert G. Cooper is one of the most one of the most influential innovation thought-leaders in the business world today. He pioneered
many groundbreaking discoveries in product innovation, including the Stage-Gate® Idea-to-Launch Process, now implemented by
almost 80% of North American companies. He is the recipient of numerous prestigious awards including the Crawford Fellow from the
Product Development and Management Association (PDMA) and the Maurice Holland Award from the Industrial Research Institute
(IRI). He is also Professor Emeritus of Marketing and Technology Management at the DeGroote School of Business at McMaster
University, and Distinguished Fellow at the Institute for the Study of Business Markets (ISBM) at Penn State University.
97
NOT LINEAR!
“CONCEPT”
Innovator
PMO
C
A
L
L
Demand
S
U
P
P
O
R
T
Domain
project
to support
innovation
DP
DP
Innovator
PMO
C
A
L
L
DP
DP
PLPA delivery mechanism
(domain gets EURO envelope)
S
U
P
P
O
R
T
DP
DP
DP
DP
DP
DP
DP
DP
I
N
V
O
L
V
E
I
N
V
O
L
V
E
Const.
Const.
Const.
Const
Cons.
Const
PLPA delivery mechanism
(DPs get EURO envelope)
99
• Annex: solution to OM exercise
100
Workers more
healthy
Workers
Workers more
satisfaction
Sphere of
interest
Worker teams
Management
Human Res.
Dept.
Sphere of
influence
Project team
Company X
Sphere of
Control
Workers are
healthier
Overall
Objective
VISION
Sphere of influence
Sphere of interest
VISION
Intermediate
Autonomy
Result
(e.g.
Policy
in teams
development)
Intermediate
Teams have
Result (e.g.
challenging
but
early
childhood
development)
realistic tasks
Intermediate
Supportive
Result (e.g.
staff
leadership
development)
Boundary
Partner
(e.g.
Manage
Student
ment
support
structures)
Boundary
Partner
(e.g.
Human
College
Res. Dept
administrations)
Boundary
Worker
Partner
(e.g.
Student
teams
bodies)
Outcome
Challenge
Outcome
Challenge
Outcome
Challenge
Progress
Markers
Progress
Markers
Progress
Markers
Sphere of control
Workers have
job
satisfaction
Specific
more
objective
Program
Project
activities
&
activities and
outputs
outputs
Project
mission
Program
Project
activities
&
activities and
outputs
outputs
Project
Programme
implementing
implementing
team
team
Project
Program
activities
and
activities
outputs
& outputs
Organisation
al practices
Project
purpose
Monitoring of
results
through result
indicators and
specific
objective
Results
indicators
Monitoring of
achievement
of progress
markers by
boundary
partners
through
outcome
journal
Monitoring
of
programme
project
activities
actions
and
organisation
al practices
through
strategy
journals