INTELLIGENTPUBLIC SERVICES:THE POWER OFMANY MINDSDominic CampbellJUly 2012
Find all* the links from thispresentation at…http://delicious.com/dominic_campbell (especially #gov20)                    ...
What today will *not* look like
social media ain’t punk no moresocial media *is* mediano longer ‘if’ but ‘how’
shift frominfo/knowledgemanagementto focusing onJFDI andmaking use of it
shift from thinking aboutcommand andcontrolto focusing on creatingrelationships
power of many minds for….Minor service             Servicechange                    redesign                              ...
new behaviours and new ways of thinkingabout information / knowledge creation andsharing               Open               ...
Critical                 New Public Communicative   Underpinnings	           Management	 Governance	                      ...
Lee	  Bryant,	  Headshi:	  
I tweet therefore I amtimes are changing…
War of the Worlds             vs             vs
networkedcommunications fornetworked people innetworkedorganisations
The (digital) nativesare coming!
But it’s notjust themyou have toworryabout
social media, what is it good for?communications and engagement         customer service    public service co-designenterp...
2 areas to look at today…The crowd without: crowdsourcing changeand improvement through citizencollaborationThe crowd with...
citizen crowdsourcing
vertical model
the crowds are talking anddoing – with or without you
ideas for everywhere –       why not?
ask	  the	  crowd	  for	  ideas	  
need to deal with the good…
the bad…
the ugly…
transparent customer service
collaborate to make better policy
Importance of managingcrowdsourcing
listen, learn and (re)act appropriately
Make the most of local socialnetworks: Swindon case study
Or else…
and when you get it right…collective action for civic outcomes“The web has dramatically reduced the cost ofcollective acti...
INVOLVING PEOPLE IN THE PROCESS
Openness that works in bothdirections
Open toimprovement
Open to makingthings happen
!            match making    government and social innovation!
Share Ideas   Set ChallengesConnect and Organise
settingchallenges
DISRUPTING FROMTHE INSIDE   the crowdsourced council
Who are we?                              FutureGov uses technology, design                              and change to radi...
A public sector supported dot com startup                                   www.patchworkhq.com
Innovatively funded
The QuestionHow can we free up people involved insafeguarding to prioritise their time withclients, join up services aroun...
Where we started from                        www.patchworkhq.com
Phase 1 - Discovery
Phase 1 Observations - Human networks matter                                                                         Other...
Phase 1 Observations – Relationships are elusive      “Most social work teams (60%) are   operating with a 20%–30% vacancy...
Phase 1 Observations – Simplicity is valuable        “We used to know there was an issue by               how thick the fi...
Initial hypothesisA light-weight web app thatdraws existing data from eachagency’s system, as well as thechild and family,...
Co-design
The user priorities                      www.patchworkhq.com
The design              1	                	               www.patchworkhq.com
The application                  www.patchworkhq.com
Recommended reading
@DominicCampbelldom@wearefuturegov.com
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
Knowledge Management for Innovation - Dominic Campbell
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Knowledge Management for Innovation - Dominic Campbell

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Dominic Campbell speaking at MAV's Knowledge Management event in Melbourne July 2012

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Knowledge Management for Innovation - Dominic Campbell

  1. 1. INTELLIGENTPUBLIC SERVICES:THE POWER OFMANY MINDSDominic CampbellJUly 2012
  2. 2. Find all* the links from thispresentation at…http://delicious.com/dominic_campbell (especially #gov20) *if not all then most…
  3. 3. What today will *not* look like
  4. 4. social media ain’t punk no moresocial media *is* mediano longer ‘if’ but ‘how’
  5. 5. shift frominfo/knowledgemanagementto focusing onJFDI andmaking use of it
  6. 6. shift from thinking aboutcommand andcontrolto focusing on creatingrelationships
  7. 7. power of many minds for….Minor service Servicechange redesign Social Collaboration innovation
  8. 8. new behaviours and new ways of thinkingabout information / knowledge creation andsharing Open Formal and informalCollaborative TransparentEngaging Authentic Sharing Personalised Real-time Co-produced
  9. 9. Critical New Public Communicative Underpinnings Management Governance Rationalist, Hegel, Marx, Empiricist, Hume, Philosophical Tradition Positivist, Historicist Burke, Popper Problem Solving Technical Adaptive Critical Philosophy System + Strategic Action Lifeworld + Communicative Action (Habermas) Urban Design Engineered Shared Space Proprietary Information Technology Open Source Market Rationality Animal Spirits and Embedded View of Market Chicago School Markets Communicative Style Broadcast Interactive Web 2.0 Central Government Expedient Ethical Approach Approach to Transparency Contextualised Data Raw Data Credit:  Leo  Boland  &  Emer  Coleman,  Greater  London  Authority  
  10. 10. Lee  Bryant,  Headshi:  
  11. 11. I tweet therefore I amtimes are changing…
  12. 12. War of the Worlds vs vs
  13. 13. networkedcommunications fornetworked people innetworkedorganisations
  14. 14. The (digital) nativesare coming!
  15. 15. But it’s notjust themyou have toworryabout
  16. 16. social media, what is it good for?communications and engagement customer service public service co-designenterprise 2.0 – wikiing the organisationcrowdsourcing innovation – and action
  17. 17. 2 areas to look at today…The crowd without: crowdsourcing changeand improvement through citizencollaborationThe crowd within: empowering public sectoremployees to do more
  18. 18. citizen crowdsourcing
  19. 19. vertical model
  20. 20. the crowds are talking anddoing – with or without you
  21. 21. ideas for everywhere – why not?
  22. 22. ask  the  crowd  for  ideas  
  23. 23. need to deal with the good…
  24. 24. the bad…
  25. 25. the ugly…
  26. 26. transparent customer service
  27. 27. collaborate to make better policy
  28. 28. Importance of managingcrowdsourcing
  29. 29. listen, learn and (re)act appropriately
  30. 30. Make the most of local socialnetworks: Swindon case study
  31. 31. Or else…
  32. 32. and when you get it right…collective action for civic outcomes“The web has dramatically reduced the cost ofcollective action” Clay Shirky
  33. 33. INVOLVING PEOPLE IN THE PROCESS
  34. 34. Openness that works in bothdirections
  35. 35. Open toimprovement
  36. 36. Open to makingthings happen
  37. 37. ! match making government and social innovation!
  38. 38. Share Ideas Set ChallengesConnect and Organise
  39. 39. settingchallenges
  40. 40. DISRUPTING FROMTHE INSIDE the crowdsourced council
  41. 41. Who are we? FutureGov uses technology, design and change to radically change public services, making them better and cheaper. Patchwork is a multi-agency networking website, allowing front line staff to quickly and easily establish a virtual team to provide joined-up services to an individual www.patchworkhq.com
  42. 42. A public sector supported dot com startup www.patchworkhq.com
  43. 43. Innovatively funded
  44. 44. The QuestionHow can we free up people involved insafeguarding to prioritise their time withclients, join up services around childrenand families and surface patterns forearlier intervention sooner? www.patchworkhq.com
  45. 45. Where we started from www.patchworkhq.com
  46. 46. Phase 1 - Discovery
  47. 47. Phase 1 Observations - Human networks matter Other     Rela=ve Agency   GP/   health   visitor   Neighbour   Detec=ve   Sergeant     Mother Peers   Child   Social   Worker   Youth   Worker   Teacher   www.patchworkhq.com
  48. 48. Phase 1 Observations – Relationships are elusive “Most social work teams (60%) are operating with a 20%–30% vacancy rate and 12% turnover which means relationships aren’t consistent” Association of Directors of Childrens Services and Society of Local Authority Chief Executives www.patchworkhq.com
  49. 49. Phase 1 Observations – Simplicity is valuable “We used to know there was an issue by how thick the file was” “You should see my Desktop on my PC, there’s files everywhere. If I don’t have the file in front of me it doesn‘t exist” “I don’t pine for paper files” “They asked me how I would improve ICS, I said just make it a big giant field. Everyone laughed, but I was serious” “I feel that we are trying to represent “I’d like to see my the content of a child’s life in a notes like layers in computer format. People are not like Photoshop” that and it makes me upset” www.patchworkhq.com
  50. 50. Initial hypothesisA light-weight web app thatdraws existing data from eachagency’s system, as well as thechild and family, and presents itin a useful way. www.patchworkhq.com
  51. 51. Co-design
  52. 52. The user priorities www.patchworkhq.com
  53. 53. The design 1     www.patchworkhq.com
  54. 54. The application www.patchworkhq.com
  55. 55. Recommended reading
  56. 56. @DominicCampbelldom@wearefuturegov.com

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