System Mapping as a Tool of Organizational Learning and Change

1. System Mapping as a Tool of Organizational Learning and Change Presented to “Improving the Quality of Public Services”: An International Conference, Moscow, June 2011 Karen Baehler Scholar in Residence American University, School of Public Affairs Washington, DC

2. ORGANIZATIONAL VALUE CHAIN or INPUT-OUTPUT MODEL Outcomes Outputs Trans-formation Processes Inputs This is the standard view of performance

3. ORGANIZATIONAL VALUE CHAIN with MICROMANAGEMENT (1st PROBLEM) Outcomes Outputs Impressionistic feedback Trans-formation Processes Inputs Overseers react to perceived outcomes with reduced $ and layers of procedural rules

4. ORGANIZATIONAL VALUE CHAIN with PERFORMANCE MEASUREMENT Outcomes Outputs Trans-formation Processes Performance: How to measure? Inputs

5. ORGANIZATIONAL VALUE CHAIN with PERFORMANCE MANAGEMENT Outcomes Outputs Trans-formation Processes Inputs Quality feedback, thermostatic control, single-loop learning

6. ORGANIZATIONAL VALUE CHAIN with MICROMANAGEMENT AGAIN Outcomes Outputs Good performance data Trans-formation Processes Inputs Overseers react to unsatisfactory performance with reduced $ and layers of procedural rules

7. There is a fundamental tension within performance measurement between … Learning Accountability Improving quality of work through external mechanisms for quality control Requires close oversight by accountability agencies Why would agencies be enthusiastic about this? • Improving quality of work through internal, but reliable feedback • Requires an organizational culture with • Risk tolerance – willing to try new approaches • Tolerance for errors – seen as methods of learning

8. Is the solution to separate learning and accountability functions of data? • New Zealand central agencies to line agencies: • We will hold you accountable for “managing for outcomes,” not for outcomes themselves

9. 2ND PROBLEM = LIMITED LEARNING OPPORTUNITIES STUCK WITHIN CONFINES OF MODEL Outcomes Outputs Good performance data Trans-formation Processes Inputs

10. ARGYRIS on DOUBLE-LOOP LEARNING: STEP OUTSIDE THE MODEL Norms Outcomes Goals Outputs Good performance data Trans-formation Processes Inputs Outlook

11. Diversify sources Outcomes Obstacles to progress Causes of the problem Choice & Design of Outputs VARIATION:SYSTEM-BASED LEARNING MODEL Opportunities for influence Problem Contributing factors

12. An example of system mapping that contributes to performance learning Source listed on last slide

13. Centers for Disease Control and Prevention“Healthbound” Game: System Overviewhttp://www.cdc.gov/healthbound/docs/hbg-pathways.pdf Another example of high-quality system mapping

14. Centers for Disease Control and Prevention“Healthbound” Game: Pathways Map CDC has quantitative models to support each of the pathways in the system map

15. Looking forward • Resources should be applied to mapping processes in agencies • Encourage broad participation of staff at all levels in the ongoing mapping processes, perhaps via “intranet” mechanisms for sharing • Wikis with hyperlinks to deeper analysis • Risks • People won’t participate • Answer: Incentives + multi-media • Maps used to justify status quo • Answer: Crowd sourcing

16. Diversify sources COMBINED MODEL Outcomes Obstacles to progress Causes of the problem Choice & Design of Outputs Opportunities for influence Trans-formation Processes Problem Contributing factors Inputs

17. Sources for System Maps • Problem gambling pathways: • Australian Productivity Commission (1999). Australia’s Gambling Industries: Inquiry Report. Report No. 10. Volume 1, ch 7, p. 7.4. Canberra. • Health System • Centers for Disease Control and Prevention. The Healthbound Game. • http://www.cdc.gov/healthbound/docs/hbg-pathways.pdf