better government presentation with ivs december 21 2010 (paschane)

R E T H I N K I N G T H E RO L E O F P U B L I C S E RV I C E ,

H U M A N I Z I N G P E R F O R M A N C E A R C H I T EC T U R ES ,

& S O LV I N G SY ST E M I C P RO B L E M S

D a v i d M . P a s c h a n e , P h . D .

P E R F O R M A N C E A R C H I T E C T U R A L S C I E N C E S Y S T E M S

Better Government

Dr. David M. Paschane, © 2010

What is the “Better Government” movement?

Dr. David M. Paschane, © 2010 2

Where is the “Better Government” movement?

DC Metro Other States

International


500 and growing!

Why we need Better Government...“quad chart”


“Mangers spread powerlessness by l imiting information—without efficacy and influence—you arouse risk-averse rigidity and retaliation through subtle

sabotage.”

Rosabeth Moss KanterHar vard Bus iness School

Why doesn’t it change?


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.


Contrast with “quick-fix, low-rigor” methods…


“Hell, there are no rules here - we're trying to accomplish something.”

Thomas A . Edison American Inventor

They also stifle human innovation!


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 methods

3. Plan to stand up a pervasive Performance Analysis Operation

4. Ensure information technology is exceeding internal customer expectations

5. Anticipate changing communication platforms to humanize the analytics

6. Prepare for paced, hard work towards incremental, employee-tested changes

7. Support testing of small-scope applications in promoting self-optimizing cultures

8. Require routine explanations of performance patterns and capacity development

9. Facilitate cross-function accounting of costs, effort, and outcome consequences

10. Invest in rigorous explanatory analytics over routine simple presentations


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?


PERFORMANCE ARCHITECTURAL SCIENCE SYSTEMS

- PASS -

An Integrated Framework


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.


OR SI

UX GA

Operational Research:

Internal causality in

functions, with diagnosis of

friction in work parameters

User Interactivity:

Informatics for facilitating

behavioral commitment,

cognitive awareness, and

intuitive learning

System Integration:

Agile arrangement of

information platforms to fit

recursive analyses

Geographical Analytics:

Strategic inferences for

continuous improvement to

contextual causal factors

Performance Architectural

ScienceSystems

Integrated Science and Technology Methods


PASS Overlay on Value Chain

Resources Conditions Outputs Outcomes

OR SI UX GA


Set measureable

baseline for

testing decisions

and effects

Engineered analytic

platforms, matured

to fit capacity

Organizational informatics

to heighten workflow and

causality engagement

Inferential capacity to

strategically manage outcome

variation in real contexts

14

Measuring Functional Capacity

Testing Performance

Models

Testing General Fit

Standard Tactical

Measures

Performance Gap

Awareness

Testing Incremental

Changes

Resetting Strategic Alignment

Maturing Analytic Capacity


OR

Data Structures

Demonstrations

New Capacities

Collaborations

Diagnostics

Analytic Platforms

Improvements

15

System Integration: Performance Informatics

Analytic Platforms

Amazon.com as an example of maturing performance Informatics


SI

Cognitive-Information Interactivity

Adaptive Knowledge ResponsesAggregate Effect Inferences

16

User Interactivity: Normality of Informatics

Performance Informatics are normal

The change has affected the potential of feedback loops


UX

17

“A growth mindset yields the best results in productivity.”

Carol DweckStanford Univers i ty Psychology

Why performance informatics?


INJURED VETERAN SYNDROME

A Systemic Problem Example


Core Healthcare Cost Analyses

Core Healthcare Quality Analyses

Analyses:

Patient / Provider Use

of Self-Care Tools

Model:

Patient / Family Self-

Care Role Care

Management

Model:

Population-Based

Standards of Clinical

Care

Analyses:

Provider Use of

Standards of Care

Analyses:

Mutual Satisfaction in

Active Treatment and

Self-Care

Analyses:

Clinical Decisions by

Pay Structure

Model:

Cost Offsets in Use of

Lower Priced Services

and Methods

Analyses:

Patient / Provider

Decisions on Visits

and Tests

Analyses:

Patient Use of Points

of Care by Price

Analyses:

Patient Use of

Methods by

Frequency and Costs

Model:

Cost Offsets in Timely

Detection and

Coordinated Care

Analyses:

Patient Use of Care

by Frequency and

Costs

Analyses:

Differences in Costs

Attributed to Initiatives

Decrease

Costs

Analyses:

Differences in Costs


Increase

Quality

Increase Health

Centers or Rural Doctor

Access

Model:

Energy & IT

Efficiencies

Analyses:

Facility Operations

and Construction

Model:

National View of

Cohort Needs and

Service Contexts

Analyses:

Engagements by

Service and Provider

Types by Places

Increase

AccessModel:

Complimentary Care

and Care Seeking

Increase Health

Insurance Coverage

(Subsidy or Direct)

Model:

Growth of Intelligent

Infrastructure for

Service & AnalysisIncrease Health Care

Analytic Standards and

Evaluation

Increase Health IT in

Records, Navigation,

and ManagementAnalyses:

Value of Data from

Infrastructure Sources Analyses:

Maturity of

Performance

Architecture

Model:

Development of IT

Interface / Analytic

Layer

Analyses:

Control of Design and

Deployment of IT

Components

Model:

Organizational

Performance

Architecture

Analyses:

Mitigated Needs in

Service Contexts

Analyses:

Differences in Access


Health Performance Architecture with Required Information in Affecting Health and Policy Outcomes

Major Influencers

Full Health IT

Influencers of Health IT Infrastructure and the Development of Patient Agency

Patient Agency

Preferences to:

• Evaluate

• Decide

• Act

Control over:

• Information

• Processes

• Choices

Motivation for:

• Self-Care

• Care-Seeking

• Adherence

Online Therapeutic Interactivity

Fitted Education Programs

Evidence Standards of

Care

Patient Amendable Monitoring

Patient Group Service

Modeling

Visualized Orientation and

Logistics

Government

Policy

Programs

Oversight

Academia

Research

Education

Monitoring

Industry

Services

Operations

Products

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 lifecycle


better government presentation with ivs december 21 2010 (paschane)

Documents

s pa s s

s o na

s c i e n c e syst e

s o lv i n g s y s t

o s s ka nte rh

e r i ca n

b e t h

i c p r o b