1 networks? what should they be about? 2-10-2014 brussels benedict wauters e-mail:...
TRANSCRIPT
BETTERPROGRAMMEMANAGEMENTORGANISATIONS
BETTER PROJECTS
BETTERDATA
The COP RBM: key tools
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Strategy focused organisation(Palladium)
LEAN for services(Vanguard)
Hofstede Model - on strategy, culture and change(Hofstede Centre)
Human Centered Design(IDEO)
Outcome Mapping (International Centre for Development Research)
Output based subsidies (World Bank)
New Synthesisfor public
administration(J. Bourgeon)
Concept mapping(Concept Systems)
Sensemaker(Cognitive Edge)
BETTERDATA
SCIENCE BASEDAPPROACH
CULTURALANTROPOLOGY
SOCIOLOGYDEVELOPMENTAL / SOCIAL PSYCHOLOGY
SYSTEMS THINKINGAPPROACH
ECON-OMICS
Biology/ ecology
• System and sub-systems in a hierarchy
• Interactions give rise to emergent properties
• Interactions define boundaries with wider systems
• Wider systems represent the environment
• Systems must develop productive relations with their environment
• Resilience of systems
Control engineering
(quality)
• Negative feed-back: dampening divergence of behaviour from a goal
• Positive feed-back: amplifying deviation from a goal (for better or worse)
• The many relations between the part of a system give rise to interacting positive and negative feed-back loops leading to unpredictabilty
• Requisite variety
Complexity theory
• Attractors• Non-linearity• Self-organisation• Emergence• Path dependency
RBM Tools
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Rational choice theory
NPM approach
RBM »plus »
Behavioral economics
Institutional/ evolutionary economics
• Routines (collective), habits (individual), rules norms
• Power• Biases
CULTURALANTROPOLOGY
SOCIOLOGYDEVELOPMENTAL / SOCIAL PSYCHOLOGY
SYSTEMS THINKINGAPPROACH
ECON-OMICS
Biology/ ecology
• System and sub-systems in a hierarchy
• Interactions give rise to emergent properties
• Interactions define boundaries with wider systems
• Wider systems represent the environment
• Systems must develop productive relations with their environment
• Resilience of systems
Control engineering
(quality)
• Negative feed-back: dampening divergence of behaviour from a goal
• Positive feed-back: amplifying deviation from a goal (for better or worse)
• The many relations between the part of a system give rise to interacting positive and negative feed-back loops leading to unpredictabilty
• Requisite variety
Complexity theory
• Attractors• Non-linearity• Self-organisation• Emergence• Path dependency
RBM Tools
4
Rational choice theory
Behavioral economics
NPM approach
Institutional/ evolutionary economics
RBM »plus »
• Routines (collective), habits (individual), rules norms
• Power• Biases
The COP RBM: key outputs
5
Website at www.coprbm.eu
E-learning at www.coprbm.eu
Benedict Wauters
SMART or not: are simple management recipes useful to improve performance in a complex world? A critical reflection based on the experience of the Flemish ESF Agency.
Paper submitted for the conference on “Prestaties van organisaties in de publieke sector: van wegen naar gewicht verliezen” / “Performance of public sector organisations: from weighing to
losing weight.”
Politicologenetmaal Gent on 30 and 31 mei 2013
Revised version 18/6/2013
The COP RBM: key outputs
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Paper at http://www.coprbm.eu/?q=node/644
Sourcebookhttp://www.coprbm.eu/?q=node/630
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Source: Ready or not? Taking innovation in the public sector seriously. G. Mulgan. NESTA. 2007
Doing (current) things “right” in managing ESIF!
Doing the (new) right things in managing ESIF!
• Ever heard of “learning organisations”?
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Peter Michael Senge is an American scientist and director of the Center for Organizational Learning at the MIT Sloan School of Management. He is known as author of the book The Fifth Discipline: The art and practice of the learning organization from 1990 (new edition 2006). He is a senior lecturer at the System Dynamics Group at MIT Sloan School of Management, and co-faculty at the New England Complex Systems Institute. In 1997, Harvard Business Review identified The Fifth Discipline as one of the seminal management books of the previous 75 years. For this work, he was named by Journal of Business Strategy as the 'Strategist of the Century'. They further said that he was one of a very few people who 'had the greatest impact on the way we conduct business today'.
“All real change is grounded in new ways
of thinking and perceiving” *
* P. Senge, The necessary revolution, p.10
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Incremental improvement?
• Everyone already engaged in certain practices
• Share and compare what we do• Always room for improvement• Can also be used for coordination where
interdependencies exist• In ESF, there are already fora for this (eg
ESF technical working group)
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• It turned out that the COP RBM is really about management innovation!
• But, should it be? If so what does this entail?
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Same Target Group?
"Radical" Innovation
Problem solving "daily management"
What are the
Needs?
Innovation is a proces
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Creating employee networks that deliver open innovation, MIT Sloan Man Rev 2011
Innovators / Early adopters
Source: Moore, Diffusion of innovations, 2003
Open for innovation?
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INNOVATION COORDINATION/IMPROVE
Horizon Vision oriented, longer term Problem solving, shorter term
Who EU level: scouts (central) and connectors (national/regional/organisational). Member State level: early adopters
Existing problem owners and decision-makers.
Process Seek interesting knowledge, bring it to early adopters, support pilots
Regular sharing and mutual support
Resources for use of knowledge
In separate demonstration projects with dedicated ‘innovation’ budgets, used by early adopters.
In existing processes with regular budget lines and managers.
Role of “top” Endorse/ “allow” innovation in general
Support line managers
Future networking among Member States – • How can we add most value?• What are the needs? (focus on innovation or focus
daily management problems?)
• Who should be the target groups (operational practitioners? top management? Other?)
• Commitment to feeding network knowledge back to organisations?
• Process: just regular meetings, or goal directed process?
• What is expected of the Commission?
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Questions