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Redesigning Governance


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MindLabs Christian Bason holdt foredrag i GovLab, New York, hvor nytænkning af offentlig styring var på dagsordenen. Se Christians slides om hans erfaringer fra forskningsarbejde om hvordan offentlige ledere engagerer sig i designmetoder for at finde nye løsnings- og styringsmodeller

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Redesigning Governance

  1. 1. Redesigning governance In search of the next public business model Christian Bason Director, Ph.D. Fellow
  2. 2. When trying something new we are bound to sometimes fail…How do you redesign a national school system?
  3. 3. Source: Ministry of Education
  4. 4. Co-designing school reform
  5. 5. MindLab works with its owners to create change which generates the desired value for citizens, business and society.
  6. 6. “MindLab will strengthen the outcomes of public policies through systematic insight into the perspective of citizens and businesses, and active involvement of the stakeholders who can turn new ideas into practice.” Strategy
  7. 7. Policy Press 2010 European Commission 2012 MindLab 2013 European Commission 2013 DESIS Network 2013
  8. 8. Design for policy Christian Bason (ed.) Series editor Rachel CooperGower Ashgate October 2014
  9. 9. 1. Governance
  10. 10. The role of „governance‟ is to organise and steer resources to achieve desired outcomes for people and society… …at the lowest possible cost.
  11. 11. Contours of the next public governance model From delivery to activating citizen’s resources (Denmark’s Charter for Civic Engagement) From transactional welfare to relational wel (Participle) From professional quality to experienced qual (Danish Regions) From rights-based to outcome-based welfare (City of Odense)
  12. 12. Co-production A governance approach that seeks to leverage all available resources to produce the best possible outcomes at the lowest possible cost.
  15. 15. Source: David Snowden (2007 Governance as a complex phenomenon Causal-effect relationship is simple and well-known. There is typically one ”best practice”. Causal-effect relationships can be found through rigorous analysis. There are multiple ”good practices”. Causal-effect cannot be established through analysis. Systematic experimentatio n is needed to discover what works. The situation must be stabilized quickly. Solutions are unique.
  16. 16. The next public governance model cannot just be prescribed, it must be discovered. This requires three mutually interdependent processes to open up the problem and opportunity space. Recognising complexity
  17. 17. 2. Redesign
  18. 18. First, professional empathy. A deep exploration of how citizens experience our public systems in context. -> What drives human behaviour and shapes outcomes?
  19. 19. The service journey... ...and points of pain.
  20. 20. Second, creating divergence. Active engagement with public organisation(s) to help them find out what they must change. - > How do we open up for alternative future scenario
  21. 21. ”It would really improve our work if there was a place where one could see what the other authorities did. For instance, I had a contact to Statistics Denmark where we decided that the activity ”managing own finances” should have a different code than ”managing other people‟s finances”. I wrote it in my book, but of course the other authorities cannot access that.” Employee in Danish Business Authority
  22. 22. Third, rehearsing the future. Probing, testing and experimenting with concrete manifestations of potential new governance approaches. -> Which of our ideas have a chance of producing real value on the outside (effectiveness) and inside (efficiency) of the public system?
  23. 23. 3. Leadership
  24. 24. New governance models (co-production) New innovation approaches (design-led) Public managers engaging with design
  25. 25. “Managers, as designers, are thrown into situations that are not of their own making yet for which they are responsible to produce a desired outcome. They operate in a problem space with no firm basis for judging one solution as superior to another, and still they must proceed.” Boland & Collopy (2004)
  26. 26. Most public managers are good at negotiating and deciding between different courses of action…
  27. 27. ...but where do the different courses of action come from?
  28. 28. “A design attitude views each project as an opportunity for invention that includes a questioning of basic assumptions and a resolve to leave the world a better place than we found it.” Boland & Collopy (2004)
  29. 29. From ”Which decision should I make?” Question: What is the decision space? Objective: That a decision is made To “What should I make a decision about?” Question: What is the problem and opportunity space? Objective: That the decision helps solve the problem From decision- to design attitude
  30. 30. Public managers may not display attitudes entirely like designers. But they can engage with design in ways that catalyse the discovery, with their staff, of new governance models…
  31. 31. Questioning basic assumptions Managers engaging with design systematically question the assumptions on which they base their decisions. They continuously seek to challenge their understanding of the problem space.
  32. 32. ”A few years ago, my schedule planner and I observed that there was something about the way in which students select subjects for General Studies, which was inconsistent with the goals of the subject. So either we have completely misunderstood what's going on, or there is something wrong with those goals.” Mette Kynemund Headmaster, Virum high school
  33. 33. Focusing on outcomes Managers engaging with design are interested in how to achieve desired change – by impacting the experience and behaviour of users. They make this their first priority.
  34. 34. ”I tell my staff: In my job the priority is first and foremost to give the users what they need, because they have nowhere else to go. – but you do. You can find other jobs. Our users cannot. My main responsibility is with them … I think in the public sector we have two obligations as managers, and some times you need to be clear about which one you rank the highest.” Christina Pawsø Former manager, Camillagaarden, Odense
  35. 35. Stewarding the unknown Public managers take active responsibility for disturbing or challenging their employees, for instance by insisting on continuous experimentation. They are (relatively) comfortable with not being able to answer where the process will lead – and thereby give their staff significant freedom to identify new solutions on their own.
  36. 36. ”They looked a bit uncomfortable, for it was their own efforts they were filming. Their immediate manager was also a bit uncomfortable, I think.” Peter Gadsdon Development Director, London Borough of Lewisham
  37. 37. Making the future concrete Managers who engage with design tend to establish a narrative or vision about the future that is so concrete that you can see it and feel it. The active use of models and sketches, but also stories, media, and enactments, are all expressions of a ”designerly” approach to driving change.
  38. 38. Source: Izone
  39. 39. 1. How to strike the right balance between (prescriptive) governance principles versus (emergent) design processes? 2. What might be the role of digital tools in the design process? 3. What will it take for managers to truly engage with design approaches? Some questions
  40. 40. @christianbason