These are slides from a session I am doing at the Joint Council of Extension Professionals 2014 Public Issues Leadership Workshop on April 7 in Alexandria, VA.
These are slides from a session I am doing at the Joint Council of Extension Professionals 2014 Public Issues Leadership Workshop on April 7 in Alexandria, VA.
Memetic Governance. Seminar ECCO, VUB. University of Brussels 2011Øyvind Vada
Øyvind Vada’s work is about how governance can be executed in a world where the public, private and third sectors are changing rapidly due to globalization and increased complexity. How we, as individuals, think, talk, decide and act together in all types of social systems, both locally and globally, is a function of a more and more interwoven world. Classical reductionist and hierarchical approaches to governance tend to fail due to these changes.
To reduce the gap between governance theory and governance practice, Vada argues that there is a need for new approaches that embrace complexity. He has developed a memetic approach for doing so, taking into account that we as individuals belong to different formal and informal social systems. These systems can be regarded as combinations of hierarchies, networks and markets.
Individuals and groups of individuals in social systems are, in Vada’s approach, treated as agents. As agents, we are free and goal-directed entities that maximize utility, benefit and/or fitness. We often have local and limited knowledge, and cannot always foresee effects of our individual actions on larger collective wholes.
Governing organizations includes governing agents. Vada argues that it is possible to design for a desired emergent outcome, where agents interpret predefined memes that influence how they perceive and process themselves, their surroundings and the tasks at hand. Different sets of predefined memes are created as tools and cognitive templates that form and process subjective thoughts, communications and actions, both individually and collectively.
Vada proposes an alternative way of allocating resources and exercising control and coordination in social systems – a new form of governance. He suggests a method where memes are instrumentally infused into social systems through processes where free and bounded rational agents are regarded as participants and players that impact their surroundings based on their own subjective agency. He shows how agents become carriers of shared memes in different arenas for diffusion and adaption. The predefined memes are formed as iconic and discrete models that can be applied to individual day-to-day situations as well as complex collective challenges. In the arenas, memes are woven into active exercises and assignments. Individual agents recognize the value of other agents’ viewpoints, make sense of the social systems they are part of and collectively create solutions that reduce the gap between the system’s strategic intent and its operational success.
The main task of Vada’s work is to merge an improved version of memetics with the intentions of classical governance. He has created a replicable method, which is potentially applicable in all organizations. The method seeks to balance a designed and planned approach to steering and coordination with emergent factors that are always present when human agency takes place.
Structured Public Involvement™ workshop Helsinki May 2009keironbailey
Structured Public Involvement workshop hosted at Helsinki City Auditorium, May 2009. Contains slides showing Arnstein Gap, overview of SPI process design, and summary results for various large civil infrastructure projects 1999-2008.
Under what conditions can information and communications technologies (ICTs) enhance the well-being of poor communities? The paper designs an alternative evaluation framework (AEF) that applies Sen’s capability approach to the study of ICTs in order to place people’s well-being, rather than technology at the center of the study. The AEF develops an impact chain that examines the mechanisms by which access to, and meaningful use of, ICTs can enhance peoples “informational capabilities” and can lead to improvements in people’s human and social capabilities. This approach thus uses peoples’ human capabilities, rather than measures of access or usage, as its principal evaluative space. Based on empirical evidence from rural communities’ uses of ICTs in Bolivia, the study concludes that enhancing people’s informational capabilities is the most critical factor determining the impact of ICTs on their well-being. The findings indicate that improved informational capabilities, like literacy, do enhance the human capabilities of the poor and marginalized to make strategic life choices to achieve the lifestyle they value. Evaluating the impact of ICTs in terms of capabilities thus reveals that there is no direct relationship between improved access to, and use of, ICTs and enhanced well-being; ICTs lead to improvements in people’s lives only when informational capabilities are transformed into expanded human and social capabilities in the economic, political, social, organizational and cultural dimensions of their lives.
Strategic Doing and the 2d Curve: the Story of FlintEd Morrison
Bob brown, a leader in the Strategic Doing movement, explains how he has used Strategic Doing to transform neighborhoods in Flint over the past eight years.
5 Things We Think We Know About Strategy -- And Why We're WrongEd Morrison
Strategic Doing is an agile strategy discipline for complex collaborations, open innovation and ecosystems. In the years that we took to develop the discipline, we learned a few myths about strategy that we'd like to share.
Leadership for wicked problems. Key Words: Public Leadership and Management, Wicked Problems, Transactional and Transformative, Implementation, Competencies
Memetic Governance. Seminar ECCO, VUB. University of Brussels 2011Øyvind Vada
Øyvind Vada’s work is about how governance can be executed in a world where the public, private and third sectors are changing rapidly due to globalization and increased complexity. How we, as individuals, think, talk, decide and act together in all types of social systems, both locally and globally, is a function of a more and more interwoven world. Classical reductionist and hierarchical approaches to governance tend to fail due to these changes.
To reduce the gap between governance theory and governance practice, Vada argues that there is a need for new approaches that embrace complexity. He has developed a memetic approach for doing so, taking into account that we as individuals belong to different formal and informal social systems. These systems can be regarded as combinations of hierarchies, networks and markets.
Individuals and groups of individuals in social systems are, in Vada’s approach, treated as agents. As agents, we are free and goal-directed entities that maximize utility, benefit and/or fitness. We often have local and limited knowledge, and cannot always foresee effects of our individual actions on larger collective wholes.
Governing organizations includes governing agents. Vada argues that it is possible to design for a desired emergent outcome, where agents interpret predefined memes that influence how they perceive and process themselves, their surroundings and the tasks at hand. Different sets of predefined memes are created as tools and cognitive templates that form and process subjective thoughts, communications and actions, both individually and collectively.
Vada proposes an alternative way of allocating resources and exercising control and coordination in social systems – a new form of governance. He suggests a method where memes are instrumentally infused into social systems through processes where free and bounded rational agents are regarded as participants and players that impact their surroundings based on their own subjective agency. He shows how agents become carriers of shared memes in different arenas for diffusion and adaption. The predefined memes are formed as iconic and discrete models that can be applied to individual day-to-day situations as well as complex collective challenges. In the arenas, memes are woven into active exercises and assignments. Individual agents recognize the value of other agents’ viewpoints, make sense of the social systems they are part of and collectively create solutions that reduce the gap between the system’s strategic intent and its operational success.
The main task of Vada’s work is to merge an improved version of memetics with the intentions of classical governance. He has created a replicable method, which is potentially applicable in all organizations. The method seeks to balance a designed and planned approach to steering and coordination with emergent factors that are always present when human agency takes place.
Structured Public Involvement™ workshop Helsinki May 2009keironbailey
Structured Public Involvement workshop hosted at Helsinki City Auditorium, May 2009. Contains slides showing Arnstein Gap, overview of SPI process design, and summary results for various large civil infrastructure projects 1999-2008.
Under what conditions can information and communications technologies (ICTs) enhance the well-being of poor communities? The paper designs an alternative evaluation framework (AEF) that applies Sen’s capability approach to the study of ICTs in order to place people’s well-being, rather than technology at the center of the study. The AEF develops an impact chain that examines the mechanisms by which access to, and meaningful use of, ICTs can enhance peoples “informational capabilities” and can lead to improvements in people’s human and social capabilities. This approach thus uses peoples’ human capabilities, rather than measures of access or usage, as its principal evaluative space. Based on empirical evidence from rural communities’ uses of ICTs in Bolivia, the study concludes that enhancing people’s informational capabilities is the most critical factor determining the impact of ICTs on their well-being. The findings indicate that improved informational capabilities, like literacy, do enhance the human capabilities of the poor and marginalized to make strategic life choices to achieve the lifestyle they value. Evaluating the impact of ICTs in terms of capabilities thus reveals that there is no direct relationship between improved access to, and use of, ICTs and enhanced well-being; ICTs lead to improvements in people’s lives only when informational capabilities are transformed into expanded human and social capabilities in the economic, political, social, organizational and cultural dimensions of their lives.
Strategic Doing and the 2d Curve: the Story of FlintEd Morrison
Bob brown, a leader in the Strategic Doing movement, explains how he has used Strategic Doing to transform neighborhoods in Flint over the past eight years.
5 Things We Think We Know About Strategy -- And Why We're WrongEd Morrison
Strategic Doing is an agile strategy discipline for complex collaborations, open innovation and ecosystems. In the years that we took to develop the discipline, we learned a few myths about strategy that we'd like to share.
Leadership for wicked problems. Key Words: Public Leadership and Management, Wicked Problems, Transactional and Transformative, Implementation, Competencies
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This presentation is about how to best craft messages out of research. It highlights the importance of effective messages in the research informing policy process.
Manilla, Philippines
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Nigeria may be described as having no specific, well formulated, clear regional development policy or framework; therefore, most of the country’s commitments towards regional development are products of other policies, which do not have bases for regional planning in all its ramifications. The country has over the years witnessed a number of constitutional developments and creation of more administrative units, both of which directly or indirectly affect its regional structure and development process. This paper discusses the need for community models, practical administrative system and structure to facilitate a sustainable national development process.
Finding The Voice of A Virtual Community of PracticeConnie White
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Environmental changes coupled with the impact on globalization leading to increasing complexity in many developing strategies, especially on the foresight and futures studies. These trends pose a fundamental question, what is the chalenges of future’s complexity? It seems before understanding the origin of Future Scenario's idea and laws governing the Future Time, we've gone into the application of Scenarios to build better stories about future.
In this paper we deeply investigated following issues in order to demonstrate the effects of the origin of idea's ontology on Future Scenarios;
1. Idea ontology,
2. The origin of creative thinking,
3. Idea nurturing in organizations,
4. Shaping the future time,
5. Scenario planning,
6. Ideas social network (global brain).
This paper is a fundamental research type that makes theory for an applied science. In fact, we seek to bridge an ontology base with an applied knowledge. According to qualitative approach this study because of its data references to valid resources is valid and due to expert's continuous supervisions is reliable.
Conceptual Model that have been emerged from this investigation, shows how we can improve scenario planning ability and what actually should be done to have good scenarios.
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1. Copyright 2014 – Scott Hutcheson
This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.
Effective Strategy for Addressing
Public Issues
Scott Hutcheson, Ph.D.
IEEA Spring Conference
Nashville, IN – April 29, 2014
2. What to Expect From This Session
• Present insights from research on the effective development and
implementation of strategies to address community-based public
issues
• Explore how to incorporate findings into Extension community-based
public issues work
3. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
The Great and the Near
Great in the White River
Country
by Z. M. Horton
The Baxter Bulletin
Dec 31, 1915
S. J. Hutcheson, a well known farmer and stockman of
Norfork, roping a calf
6. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
Norfork,
Arkansas
(pop. 550)
9. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
Research
Question
Why are some strategies
for addressing public
issues successful and
others…not so much?
10. Answering the Question
A grounded theory exploration
using a sequential mixed method
approach beginning with a
qualitative phase in which semi-
structured interviews resulting were
conducted with a purposively
sampled panel of experts resulting
in data that was open coded using
the data spiral analysis method
followed by a quasi-experimental
quantitative phase in which two
contrasted groups of purposefully
sampled, randomly assigned
participants were surveyed,
resulting in data that was analyzed
using Spearman’s rho to determine
correlation coefficients.
1. Literature review
2. Interviews
3. Surveys
11. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
Problem
Statement
• Literature gap regarding factors
contributing to effective strategy in the
context of public issues like economic
development (Kwon, Berry, & Feiock,
2009).
• Civic leaders face daunting tasks of
developing and implementing
strategies to address these public
issues (Markey, 2010).
• Very little research-based information
to guide decisions about effective
strategy-development processes.
12. • Evolution of public issues
• Institutionalization
• Locus of control
• Increasing complexity
• Tools for managing public issues
• Early tools
• Evolving tools
• Emerging tools
• Contributing theories
• Strategy formation
• Collaborative governance
• Social innovation
Insights from the Literature
Conducted as part of the grounded
theory data collection process
(McGhee, Marland, and Atkinson,
2007).
Conducted to provide
contextualization (Dunne, 2011) and
orientation to the phenomenon
(Pozzebon, Petrini, de Mellow, and
Garreau, 2011).
13. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
Evolution of
How We
Deal with
Public Issues
Institutionalization
• Pre-institutional (Pre- WW2)
• Institutional (1950-1990)
• Multi-Institutional (1990 to today)
Locus of Control
• Control in the hands of the “elite” (Perrucci &
Pilisuk, 1970).
• Most economic & community development
issues are “Type 3 Public Problems” and
control is shared by a group of “nonexperts”
(Heifitz and Sinder, 1988).
14. Hierarchy of Complex Systems
•Social Organizations – economics, education,
politics
•Individual Human – language capacity,
knowledge accumulation, design and use of
tools
•Animal – mobility, information processing
•Plants – viability
•Open Systems – matter, energy
•Cybernetics – computers
•Clockworks – engines
•Frameworks – buildings, cells
14
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
16. Hierarchy of Complex Systems
•Social Organizations – economics, education,
politics
•Individual Human – language capacity,
knowledge accumulation, design and use of
tools
•Animal – mobility, information processing
•Plants – viability
•Open Systems – matter, energy
•Cybernetics – computers
•Clockworks – engines
•Frameworks – buildings, cells
16
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
17. Hierarchy of Complex Systems
•Social Organizations – economics, education,
politics
•Individual Human – language capacity,
knowledge accumulation, design and use of
tools
•Animal – mobility, information processing
•Plants – viability
•Open Systems – matter, energy
•Cybernetics – computers
•Clockworks – engines
•Frameworks – buildings, cells
17
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
18. Hierarchy of Complex Systems
•Social Organizations – economics, education,
politics
•Individual Human – language capacity,
knowledge accumulation, design and use of
tools
•Animal – mobility, information processing
•Plants – viability
•Open Systems – matter, energy
•Cybernetics – computers
•Clockworks – engines
•Frameworks – buildings, cells
18
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
19. Dealing with the Complexity
19
Early Models
• 1960s in universities, schools, municipalities (Hamilton, 2007)
• Late 1980s/Early 1990s first economic development strategic plans
(Blackerby & Blackerby, 1995)
• Borrowed from industry models (Blair,2004)
Evolving Models
• Recognition that corporate models are less effective (Bryson and Roering,
1987).
• U.S. Economic Development Administration’s CEDS; Cooperative
Extension Service’s Take Charge (Hein, Cole, & Ayres, 1990); Asset-Based
Community Development, (Kretzmann and McKnight, 1996; Community
Capitals, Flora, 1992)
Emerging Models
• Effectiveness of strategic planning in business questioned (Mintzberg,
1994).
• Effectiveness of strategic planning in economic & community development
questioned ( Blair, 2004; Robichau, 2010; Morrison, 2012)
• Organic Strategic Planning (McNamara, 2010, Open Source Economic
Development (Merkel, 2010), Strategic Doing (Hutcheson, 2008;
20. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
Complexity =
Messes
Public issues
are complex
Institutions
emerged to
deal with the
complexity
There are lots
of
institutions
No single
institution is
“in charge” of
most public
issues
Complex
environment
22. Social Innovation
Social innovations…
• are best designed and implemented in networks
• emerge from heterogeneousness (diversity)
• are framed using existing assets
• are products of co-creation
• are the result of collective action
• should have decentralized implementation
• ,when implemented should focus on tangible results
Bland, Bruk, Kim, and Lee (2010); Bouchard (2012); Mulgan, Ali, Tucker and Sanders (2007);
Neumeier (2012); Oliveira and Breda-Vazquez (2012)
23. Strategy Formation
Strategies…
• are formed intuitively
• are iterative
• must be designed to account for unanticipated variables
• must take into account contextual values, assumptions,
beliefs, and expectations
• must be flexible
• should be designed collaboratively
• and best developed as an intra-organizational activity
Feser, 2012; Johanson, 2009; Lindblom, 1959; Mintzberg, 1978; Parnell, 2008; Rindova, Dalpiaz, and
Ravasi, 2011; Sminia, 2012; Tapinos, Dyson, and Meadows, 2011
24. Collaborative Governance
Collaborative governance…
• takes advantage of network structures
• connects existing assets
• focuses first on small wins
• Requires decision making to be made by consensus
• works when there is trust among participants
• is efficient
• involves successful management of both internal and external
stakeholders
Ansell and Gash, 2008; Chiclana et al., 2013; Clarke, Huxley, Mountford, 2010; Emerson, Nabatchi, and Balogh, 2012;
Gibson, 2011; Johnston, Hicks, Nan, and Auer, 2011; Kwon, Berry, and Feiock, 2009; Merkle , 2010; Olberding, 2009;
Ospina and Saz-Carranza, 2010; Pammer, 1998; Poister, 2010
25. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
These Things
Matter
• Organizational Structure (hierarchy,
network, etc.)
• Framework (asset-based, deficit-
based)
• Processes (planning and
Implementation separate and distinct,
planning and implementation integrated
and iterative, etc.)
• Timeframe (focused on longer-term
goals, focused on shorter-term goals,
etc.)
• Implementation (tasks centralized with
one organization, tasked disseminated
among multiple organizations)
26. Insights from the Panel of Experts
The Qualitative Data
• Population of scholars and practitioners who design
curricula, teach, and/or practice strategy development for
addressing public issues (economic development,
community development, community health, etc.)
• Sample: N=12
• Semi-structured interviews (IRB-approved, anonymity)
• Verbatim transcripts, data spiral analysis with three levels
of coding: open, axial, selective using qualitative analysis
software
• 56 single-spaced pages/over 31,000 words of data
27. Findings from the Interviews
27
1. Network organization structures
2. Asset-based Frameworks
3. Iterative planning/implementation process
4. Inclusion of shorter-term goals
5. Decentralized implementation
6. Metrics to learn what is working
7. High levels of trust among participants
8. Readiness for change in community
28. Variables
28
1. Network organization structures
2. Asset-based Frameworks
3. Iterative planning/implementation process
4. Inclusion of shorter-term goals
5. Decentralized implementation
6. Metrics to learn what is working
7. High levels of trust among participants
8. Readiness for change in community
Independent
Variables
Dependent Variable = Effectiveness
29. Effectiveness
For the effective strategy initiative you have in mind, how
would you describe its level of effectiveness:
• Completely effective
• Significantly effective
• Somewhat effective
Ineffectiveness
For the ineffective strategy initiative you have in mind, how
would you describe its level of ineffectiveness:
• Somewhat ineffective
• Significantly ineffective
• Completely ineffective
Organizational Structure, etc.
Measuring
the Variables
Hierarchical, with a clear top
and bottom
Network, with a hub and
spokes
30. Insights from Participants
The Quantitative Data
• Population of individuals who have participated in
community-based strategy initiatives to address public
issues (economic development, community development,
community health, etc.)
• Sample of 300 (plus those reached by use of snowball
sample) participants were randomly selected from PCRD
contact database (N=209). Assured that Indiana was not
over represented
• IRB-approved survey constructed using the factors
identified in phase 1, participants randomly assigned to two
contrasting groups
31. Findings from the Surveys
31
Source: Scott Hutcheson, Distributed under a Creative Commons 3.0 License.
Effective & Ineffective Strategy Initiatives – Mean Responses
33. Findings from the Surveys
33
Source: Scott Hutcheson, Distributed under a Creative Commons 3.0 License.
Correlation Between Strategy Initiative Effectiveness and the Eight Independent Variables
34. Recipe for EFFECTIVE Strategies
• Have a network organizational structure
• Frame strategies primarily around
building on existing assets
• Have a planning and implementation
processes that is iterative
• Include short-term, easy-win goals
• Decentralize responsibilities for
implementation among multiple
organization
• Use metrics to learn what is working and
to make adjustments along the way
• Build high levels of trust among
participants
• Assure that participants are ready to
change
35. Recipe for INEFFECTIVE Strategies
• Have a hierarchical organizational
structure
• Frame strategies primarily around
addressing problems or deficits
• Have a planning and implementation
process that is linear and sequential
• Include only long-term, transformational
goals
• Centralized responsibilities for
implementation with one organization
• Uses metrics primarily for
accountability
• Proceed even though there are low
levels of trust among participants
• Proceed although participants are not
ready for change
37. • Think about public issues differently
• Accelerate the collaborations needed to
address them
• Develop and implement agile, asset-based
strategies to meet a progressive series of
clearly defined strategic objectives
Addressing
Public Issues
39. Exercise One: Reframing Public Issues
39
Choose one of the following problem-centered
statements about public issues and reframe it as an
opportunity-centered question.
1. Somebody needs to do something about the graffiti on our
downtown buildings
2. We can’t keep our smartest kids here. We’re suffering from “brain
drain.”
3. In the good old days we had great manufacturing jobs that paid a
great wage.
4. People are not eating enough fruits and vegetables.
5. Our kids are not getting the math and science skills they need.
41. Exercise Two:
Accelerating
Collaboration
1. Consider a collaboration that
is important to your work
2. Ask yourself what stage on
the continuum is that
collaboration in now?
3. Think of specific steps you
could take to move the
collaboration to the next
level