irwin turbitt +44 (0)7867 640926 [email protected] handout... · 2020. 4. 24. · roi...
TRANSCRIPT
• Tame Wicked & Critical Problems – (Grint – Warwick Business School)
• Adaptive Leadership – (Heifetz - Harvard Kennedy School)
• Creating Public Value
– (Moore - Harvard Kennedy School)
Three Core Concepts
• Holy Cross School Dispute
• Drumcree
• Alcohol fuelled Violence
• Glencree Sustainable Peace Network
• Kafka Brigade
Working on Wicked Problems
Adaptively
in order to
create Public Value
Normal distribution or bell curve
NORMAL DISTRIBUTION or BELL CURVE
“What was I thinking” Average
TARGET
Normal Abnormal Abnormal +ve deviancy -ve deviancy
What you see depends on what you are looking for!
“It’s not what you look at that ma/ers, it’s what you see.”– Henry David Thoreau
The
Balcony Factions in a situation
Part of the problem is
how you see the problem
1
‘FAF’
Tom Peters
Balcony Work
Observations Interpretations Interventions
Ideas, propositions, theories…….. relieved of the burden of judgment
17
CRISIS TAME
WICKED
Command
Leadership
Management
Grint
Keith Grint
Leadership is the practise of getting the people to face complex collective responsibilities
It is unpopular and dangerous
• Leadership requires Change • Change requires LOSS • Loss leads to DISTRESS • Distress can be PRODUCTIVE • Productive zone of Distress
MAINTAINING people within THEIR Productive Zone of Distress
Leadership
Tough Love The unwilling & The Unable
WICKED
Leadership
that MAINTAINS people within THEIR Productive Zone of Distress
Adaptive leadership is about disappointing people
at a rate they can absorb
It is unpopular and dangerous
Identify the Adaptive Challenge
Regulate the distress
Create the Holding Environment
The Seven Principles for Leading Adaptive Work
• Create the heat • Sequence & pace the work • Regulate the distress
Protect the voices of Leadership from below
• Resume responsibility • Use their knowledge • Support their efforts
Get on the Balcony
Give back the work
• Work avoidance • Use conflict positively • Keep people focussed
• Ensuring everyone's voice is heard is essential for willingness to experiment and learn • Leaders have to provide cover to staff who point to the internal contradictions of the organisation
• May be a physical space in which adaptive work can be done • The relationship or wider social space in which adaptive work can be accomplished
• A challenge for which there is no ready made technical answer • A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed
• A place from which to observe the patterns in the wider environment as well as what is over the horizon (prerequisite for the following five principles)
Maintain Disciplined Attention
Irwin Turbitt +44 (0)7867 640926 [email protected]
Complex Adaptive Social Systems
1 1 2 + = relationship determines outcome
Authority is a relationship not a possession
Leadership is about relationships
17
Drumcree 2002
Opposing Views • Portadown District LOL No 1 regard Drumcree as a solemn occasion as they march to and from their place of worship. • The Nationalist community regard the parade as a show of strength by Loyalists: an opportunity to march in triumph through their midst.
The
Balcony
Factions in a situation
20
Community Consultation
• Broadly there are four groupings
Unionist Councillors
Nationalist Councillors
Portadown District LOL No 1
Garvaghy Road Residents Coalition
Ensuring that there were no surprises as to police actions and why they took place.
The police can contain the problem of Drumcree. It will be the Community that solves it.
The Media • Providing Factual Information to the Public in a Timely Manner
• Recognition of how the media put a story together • Work with the media • Briefings by a uniformed officer
• Granting the Media access
• Having them on our side of any cordon is advantageous
• Our perspective not the crowd’s
• Brief Disorder • Damage to Police property • 31 Police Injured
• 31 People Arrested • Cheaper Overall • Shorter Tail
The Results 2002
• As of 5 September 2002 – 31 people arrested – 25 persons charged – Offences including
• 20 Riot at Common Law • 5 Riotous Behaviour • 5 Disorderly Behaviour
• As of 3 October 2003 – 10 people convicted – 19 awaiting trial
• As of December 2003 – 29 people convicted
In The Courts
24
Policing Drumcree
Creating the Holding Environment Physical Obstacles
25
Policing Drumcree Creating the Holding Environment - Physical Obstacles
Drumcree Bridge 2001
26
Drumcree Bridge 2002
Mini CCOs in place from start
CCOs on call depending on
situation
• No disorder • No damage to property • No injuries • Shorter operation • Cheaper operation • Summer holidays
The Parade 2003 – the results
Drumcree 2003
The annual protest by Orangemen at Drumcree has passed off peacefully.
The parade, which was banned from returning along the mainly nationalist Garvaghy Road, left Carleton Street Orange Hall at 10.20 BST. After a service at Drumcree Church, Orangemen walked to a police gate at the bottom of Drumcree Hill and staged a brief protest. PSNI Chief Superintendent Alan Todd said the day had gone very well and police had to use fewer officers than at any previous Drumcree.
Sunday, 8 July 2007, 13:20 GMT
Drumcree parade passes peacefully
Drumcree 2007
The Orange Order march at Drumcree, Co Armagh, passed off peacefully today.
The Parades Commission had ruled that the Drumcree march be rerouted away from the Garvaghy Road, continuing a ten-year ban. The Drumcree parades dispute has caused tensions since the mid-1990s, but recently it has not generated the large scale violence seen in the past. Recently, talks between Sinn Féin leader Gerry Adams and Portadown Orangemen fuelled speculation the issue has been drawn into wider political negotiations between Sinn Féin and the DUP, but both parties have denied this.
Sunday, 6 July 2008 Drumcree march passes peacefully
Drumcree 2008
The annual Orange Order parade at Drumcree in Portadown has passed without incident.
Orangemen have been banned since 1998 from going down the mainly nationalist Garvaghy Road in Portadown after their annual march from Drumcree church. Hundreds of Orangemen took part in the march and Sunday service at the church. They handed a protest letter to police over the Parades Commission's refusal to allow them to return along what they say is their traditional route.
Sunday, 10 July 2011, 15:09 GMT 16:09 UK Orangemen hold Drumcree parade
Drumcree 2011
Creating Value
• The Private Sector aims to create private value – Financial Profit
• The Public Sector aims to create Public Value – ? Who Decides?
" The bottom line
" No (concrete) bottom line
Adaptive Leadership for What?
Reference Book Mark Moore (1995)
Private Sector
Public Sector
Inputs & Outputs
INPUTS
INPUTS
OUTPUTS
OUTPUTS
Money based i.e. anything that can be purchased • buildings • equipment • peoples time
Money based Profit ROI Shareholder Value
Money based i.e. anything that can be purchased • buildings • equipment • peoples time
Authority based the unique resource only available to state authorities to obligate citizens to do what they would not volunteer to do
Mission based How much progress have we made with regard to our mission (PVP)
Goods & Services Obligations
Inputs & Outputs
• Public Managers are not limited, as they are in the private sector, to the provision of goods and services; “often public managers are in the business of imposing obligations not providing services."
• Probably the public managers most commonly thought to be engaged in this “retail delivery of obligations” are those in policing.
Moore 1995
Public Service –v- Serving the Public
• Inputs – Money – Authority
• Outputs Goods
Services
Obligations " Do you pay as much attention to managing your
AUTHORITY resources as you do to your money resources?
• Do you devote as much energy and enthusiasm to the design and delivery of OBLIGATIONS as you do to goods and services?
Unwilling & the Unable
Public managers and criminals have a lot in common
“They use force and other people’s money to accomplish their objectives”
Mark Moore, 1995
37
• ‘The most common form of human stupidity is forgetting what we were trying to do’ (Nietzsche)
• ‘The most common form of human stupidity is forgetting what we were trying to accomplish’ (Graham Allison),
• which leads to question zero, ‘what exactly are we trying to accomplish?’
• the technique of ‘the 5 whys’. Asking ‘why’ repeatedly until clarity about the purpose is achieved
• a common failure is confusing activity with results
Public value propositions
Mission purpose Question Zero i.e. what is it that we are trying to accomplish exactly
Organised & operated The manner in which we organise our resources and use them to produce desired outputs/outcomes
Sources of Support & legitimacy Ability to say YES or NO or to influence those that can say YES or NO
Operationally & Administratively feasible
Substantively valuable
Legitimate & Politically sustainable
Operating Capacity
Public Value
Proposition
Authorising Environment
Programmes
Processes
Procedures
INPUTS
The Value Chain within the “Operating Capacity”
C L I E N T S
P O L I C Y O U T C O M E S
OUTPUTS
Partners &
Co-Producers
Money based i.e. anything that can be purchased • buildings • equipment • peoples time
Authority based the unique resource only available to state authorities to obligate citizens to do what they would not volunteer to do
The boundary of your own
organisation
The boundary of your Operating
Capacity
The Police & Community Policing
• 17, 048 police officers in Scotland
Absence and office duties • 16,000 police officers
work 6.25 hrs a day 218 days per year
• 15, 456, 200 front line hours on duty per annum
• 3,272,220 citizens of working age in Scotland
• 47secs policing per citizen of working age per day
• Is it administratively and operational possible?
• Is it politically and legally possible?
• Is the purpose publicly valuable?
• Managing downward towards improving the operating capacity for achieving the desired purpose.
• Managing upward, towards politics, to get or maintain legitimacy and support for that purpose
• Judging the value of your imagined purpose
Three Key Activities
Three Key Questions
The Strategic Triangle – Mark Moore
Leading Adaptive Change
? Swansea - Bridgend - Cardiff
- RCT
KAFKABRIGADE
• 86% of all reported incidents are against
women;
• Majority aged between 20-29 years old;
• Majority are unemployed;
• 55% have children;
• 71% of victims children had witnessed abuse;
• 81% of victims were pregnant;
• 70.6% of incidents occur in the home;
• 67% of abuse is between intimate partners.
Step 1: Explorative research & case selection
PHASE ONE - DIAGNOSIS
The Facts in RCT
KAFKABRIGADE
• Single mother,
• 30 years of age
• 2 children aged 5 & 6;
• Well spoken;
• Very supportive and caring mother;
• When abuse started, living in Council housing;
• Abuse occurred during pregnancy and lost baby;
• Abuse started 4 years ago;
• 2 abusive relationships.
Step 2: Case research & preliminary reports
PHASE ONE - DIAGNOSIS
Profile of Emma
KAFKABRIGADE
PHASE ONE - DIAGNOSIS
Step 3: Expert critique of the preliminary analysis
• Police; • Women’s Aid; • A&E department; • Crown Prosecution Service; • Cardiff Prison; • Witness Care Unit; • Social Services;
Agencies involved • Council Housing; • RCT Housing Advice; • Health Visitors; • Local GP; • Probation; • Midwifery service; • Pontypridd Safety Unit.
KAFKABRIGADE
PHASE ONE - DIAGNOSIS
Step 3: Expert critique of the preliminary analysis
Examples of Agency Failures • Police - Abuser removed from home by Police after incident but returns 3 hours later to damage home;
• Police - After one incident police do not arrest Abuser even though in breach of bail conditions;
• Probation service – Victim support, would not notify Emma of when Abuser is released from jail;
• Prison service – Emma continued to receive threatening mail from Abuser whilst in prison.
KAFKABRIGADE
PHASE ONE - DIAGNOSIS
Step 3: Expert critique of the preliminary analysis
Examples of Agency Failures • Women’s Aid – offered a refuge in Barry – not an option with young children;
• Social services - After an incident, Emma telephoned Social Services from a friend’s house and was told to go home and phone the police; Fear of children being taken into care – reluctant to seek help;
• Housing - On transfer list for 4 years to move away from Abusers;
• Housing - Policy creates the need for the victim and her family to move rather than the Abuser.
KAFKABRIGADE
PHASE ONE - DIAGNOSIS
Step 3: Expert critique of the preliminary analysis
Examples of Agency Failures • Health - Disclosed abuse to GP who prescribed anti-inflammatory and anti depressants. Assaulted once in surgery – abuser banned from premises. No referrals to support services.
• Health - Attended A&E with Police on 2 occasions after incidents, but no referral made, handed a leaflet;
• Health - After an assault, Emma lost baby. Attended A&E. Handed a leaflet and letter for GP. No further contact with Midwife.
KAFKABRIGADE
PHASE TWO - GALVANISING CHANGE
• Minister, Leaders, senior managers of agencies met Emma and listened;
• Made commitments to change the way we respond to victims of domestic abuse;
• Action Plan prepared and all senior executive and non-executives responsible for delivery;
• Refocused CSP Domestic Abuse Forum to support and drive operational delivery of actions;
• Limited additional cost to implement changes – making better use of what we have.
Step 4: Collective performance review
Examples of RCT Outputs
KAFKABRIGADE
PHASE TWO - GALVANISING CHANGE
• Trained large numbers of health professionals to divert and support victims through care pathways;
• Housing associations have introduced protocols to put victims housing need first, look to accommodate locally and support tenancy;
• Police-training all frontline staff on how to respond to Domestic Violence incidents and undertake risk assessments;
• Difficulties Emma experienced with criminal justice system addressed;
Step 5: Final recommendations & action plan
Examples of RCT Outputs
KAFKABRIGADE
Has anything changed?
• Increased number of independent domestic violence advisors to handhold victims through services;
• Key services such as A&E/Health Visitors/Midwifery now make referrals;
• Examples similar to Emma’s Case now being referred and appropriate response provided;
• Emma now working as a Domestic Abuse volunteer with Safety Unit.
KAFKABRIGADE
How has Kafka helped? • By putting the Citizen First – realising how
difficult it can be to access the labyrinth of services;
• Brought a wide range of professionals together to share good and poor practice, and solve the problems together;
• Created discomfort for all professionals by dealing directly with a citizen who has received an ineffective service;
• Informed and changed working practices and national policies.
KAFKABRIGADE
How has Kafka helped? • Created a commitment for change from
executive and non-executive leaders – that has accelerated the pace of change;
• Staff Energized, Excited & Inspired
Problems, Problems, Problems.
• PROBLEM
• Wicked
• Tame
• Crisis
• RESPONSE
• Leadership
• Management
• Command
" METHOD
" Trial & Error • To make Progress
• Research & Development • To identify and design a Fix
• Command & Control • To restore normality (order)
-asking good questions
- Managing the best process
- Providing an answer
Leadership It is unpopular and dangerous
Leadership is the practise of getting the people to face
complex collective responsibilities
Adaptive leadership
MAINTAINS people within THEIR Productive Zone of Distress
It is about disappointing people at a rate they can absorb
Identify the Adaptive Challenge
Regulate the distress
Create the Holding Environment
The Seven Principles for Leading Adaptive Work
• Create the heat • Sequence & pace the work • Regulate the distress
Protect the voices of Leadership from below
• Resume responsibility • Use their knowledge • Support their efforts
Get on the Balcony
Give back the work
• Work avoidance • Use conflict positively • Keep people focussed
• Ensuring everyone's voice is heard is essential for willingness to experiment and learn • Leaders have to provide cover to staff who point to the internal contradictions of the organisation
• May be a physical space in which adaptive work can be done • The relationship or wider social space in which adaptive work can be accomplished
• A challenge for which there is no ready made technical answer • A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed
• A place from which to observe the patterns in the wider environment as well as what is over the horizon (prerequisite for the following five principles)
Maintain Disciplined Attention
Irwin Turbitt +44 (0)7867 640926 [email protected]
Public Value
• No (concrete) bottom line – Using Money & Authority to co-produce Goods, Services &
Obligations • “often public managers are in the business of imposing
obligations not providing services.“
• Unwilling & the Unable
• You – The People -v- The Person
• Is it administratively and operational possible?
• Is it politically and legally possible?
• Is the purpose publicly valuable?
• Managing downward towards improving the operating capacity for achieving the desired purpose.
• Managing upward, towards politics, to get or maintain legitimacy and support for that purpose
• Judging the value of your imagined purpose
Three Key Activities
Three Key Questions
The Strategic Triangle – Mark Moore
"People are always blaming their circumstances for what they are. I don't believe in circumstances. The people who get on in this world are the people who get up and look
for the circumstances they want, and if they can't find them, make them"
George Bernard Shaw in “Mrs Warren's Profession”
Circumstances
Be Leaders
Will choose to practise
Who when faced with wicked problems:
And Will Create Public Value
So
Will
Adaptive Leadership
Will
