Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Better Government Presentation With Ivs December 21 2010 (Paschane)


Published on

Dr. Paschane is working with the Better Government group to revise his application of the PASS framework to Federal transformations.

  • Be the first to comment

Better Government Presentation With Ivs December 21 2010 (Paschane)

  2. 2. What is the “Better Government” movement?Dr. David M. Paschane, © 2010 2
  3. 3. Where is the “Better Government” movement? 500 and growing! DC Metro Other States InternationalDr. David M. Paschane, © 2010 3
  4. 4. Why we need Better Government...“quad chart”Dr. David M. Paschane, © 2010 4
  5. 5. Why doesn’t it change? “Mangers spread powerlessness by limiting information—without efficacy and influence—you arouse risk-averse rigidity and retaliation through subtle sabotage.” Ro s a b e t h M o s s Ka nte r H a r va rd B u s i n e s s S c h o o lDr. David M. Paschane, © 2010 5
  6. 6. What information matters? 1. Individual-level causes of outcomes….details on work decisions, efforts, costs, knowledge sources, and complexity of work pathways and across workers’ purviews. 2. Organizational-level causes of outcomes….routine explanations of why capacity and “rules” drive performance. 3. System-level causes of outcomes….overlaid and traced patterns in fulfillments or failures of strategy against customer contexts.Dr. David M. Paschane, © 2010 6
  7. 7. Contrast with “quick-fix, low-rigor” methods…Dr. David M. Paschane, © 2010 7
  8. 8. They also stifle human innovation! “Hell, there are no rules here - were trying to accomplish something.” T h o m a s A . Ed i s o n A m e r i ca n I nve nto rDr. David M. Paschane, © 2010 8
  9. 9. What are the (government) requirements?1. Return to scientific methods, vs. branded methods, e.g., 6σ, KM, BI, etc.2. Adopt a framework for integrated scientific methods3. Plan to stand up a pervasive Performance Analysis Operation4. Ensure information technology is exceeding internal customer expectations5. Anticipate changing communication platforms to humanize the analytics6. Prepare for paced, hard work towards incremental, employee-tested changes7. Support testing of small-scope applications in promoting self-optimizing cultures8. Require routine explanations of performance patterns and capacity development9. Facilitate cross-function accounting of costs, effort, and outcome consequences10. Invest in rigorous explanatory analytics over routine simple presentations Dr. David M. Paschane, © 2010 9
  10. 10. We should be able to answer these questions: Behavioral  How do employees behave under different circumstances?  What activities trigger various responses?  What behavior is encouraged, allowed or tolerated, or not? Organizational  What official/unofficial roles affect groups?  How are formal/informal processes sustained or changed?  What inertia is tolerated or challenged?  How do groups form and self-preserve, and resist interference? Systems  How are interdependent commitments sustained or broken?  What affects the capacity to transform or utilize information?  What drives the cultural constructs that bound systems?Dr. David M. Paschane, © 2010 10
  11. 11. An Integrated Framework P E R F O R M A N C E A R C H I T EC T U R A L S C I E N C E SYST E M S - PA S S -Dr. David M. Paschane, © 2010 11
  12. 12. What does a framework enable? Math Motivation Maturity Performance Architectural Science Systems (PASS) was developed to be an applicable, comprehensive framework for solving systemic problems, humanizing performance architectures, and motivating employees to rethinking their role in public service.Dr. David M. Paschane, © 2010 12
  13. 13. Integrated Science and Technology Methods Performance Architectural OR SIOperational Research: System Integration:Internal causality in Agile arrangement offunctions, with diagnosis of information platforms to fitfriction in work parameters recursive analyses UX GAUser Interactivity: Geographical Analytics:Informatics for facilitating Strategic inferences forbehavioral commitment, continuous improvement tocognitive awareness, and contextual causal factorsintuitive learning Systems ScienceDr. David M. Paschane, © 2010 13
  14. 14. PASS Overlay on Value Chain Engineered analytic Inferential capacity to Set measureable platforms, matured strategically manage outcome baseline for to fit capacity variation in real contexts testing decisions and effects Organizational informatics to heighten workflow and causality engagement OR SI UX GA Resources Conditions Outputs OutcomesDr. David M. Paschane, © 2010 14
  15. 15. Maturing Analytic New Capacities OR Capacity Resetting Measuring Data Structures Improvements Strategic Functional Alignment Capacity Testing Testing Incremental Performance Changes Models Diagnostics Demonstrations Performance Testing Gap General Fit Awareness Standard Tactical Measures Analytic Platforms CollaborationsDr. David M. Paschane, © 2010 15
  16. 16. SI System Integration: Performance Informatics Analytic Platforms as an example of maturing performance Informatics Cognitive-Information Interactivity Aggregate Effect Inferences Adaptive Knowledge ResponsesDr. David M. Paschane, © 2010 16
  17. 17. UX User Interactivity: Normality of Informatics Performance Informatics are normal The change has affected the potential of feedback loopsDr. David M. Paschane, © 2010 17
  18. 18. Why performance informatics? “A growth mindset yields the best results in productivity.” C a ro l D we c k S ta nfo rd U n i ve rs i t y Psyc h o l o g yDr. David M. Paschane, © 2010 18
  19. 19. A Systemic Problem Example I N J U R E D V E T E R A N SY N D RO M EDr. David M. Paschane, © 2010 19
  20. 20. Health Performance Architecture with Required Information in Affecting Health and Policy Outcomes Increase Health Model: Analyses: Centers or Rural Doctor Energy & IT Facility Operations Access Efficiencies and Construction Analyses: Increase Differences in Access Attributed to Initiatives Access Analyses: Increase Health Model: Engagements by Insurance Coverage Complimentary Care Service and Provider (Subsidy or Direct) and Care Seeking Types by Places Core Healthcare Quality Analyses Model: Analyses: Analyses: Patient / Family Self- Mutual Satisfaction in Patient / Provider Use Care Role Care Active Treatment and Analyses: of Self-Care Tools Increase Management Self-Care Differences in Costs Attributed to Initiatives Quality Model: Analyses: Analyses: Population-Based Provider Use of Clinical Decisions by Standards of Clinical Standards of Care Pay Structure Care Model: National View ofCohort Needs andService Contexts Core Healthcare Cost Analyses Model: Analyses: Analyses: Cost Offsets in Use of Patient Use of Patient Use of Points Lower Priced Services Methods by Analyses: of Care by Price Decrease and Methods Frequency and Costs Differences in Costs Attributed to Initiatives Costs Model: Analyses: Analyses: Cost Offsets in Timely Patient / Provider Patient Use of Care Detection and Decisions on Visits by Frequency and Coordinated Care and Tests Costs Model: Analyses: Increase Health IT in Development of IT Control of Design and Records, Navigation, Model: Interface / Analytic Deployment of IT and Management Growth of Intelligent Layer Components Analyses: Analyses: Infrastructure for Value of Data from Mitigated Needs in Service & Analysis Model: Analyses: Infrastructure Sources Service Contexts Increase Health Care Organizational Maturity of Analytic Standards and Performance Performance Evaluation Architecture Architecture
  21. 21. Influencers of Health IT Infrastructure and the Development of Patient Agency Major Influencers Government Academia Industry Full Health IT Policy Research Services Online Fitted Education Therapeutic Programs Education Operations Programs Interactivity Oversight Monitoring Products Evidence Patient Standards of Amendable Care Monitoring Patient Group Visualized Patient Agency Service Orientation and Modeling LogisticsPreferences to: Control over: Motivation for:• Evaluate • Information • Self-Care• Decide • Processes • Care-Seeking• Act • Choices • Adherence
  22. 22. Is there “low-hanging fruit,” right now? Use veteran-seated teams for call centers Provide patient-amendable monitoring systems Experiment with performance informatics Forecast risk along the outcome lifecycleDr. David M. Paschane, © 2010 23