better government presentation

8/8/2019 Better Government Presentation

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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 E C T U R E 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


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Why do we need Better Government?


In general, ourperformance recordsuggests we are:

Ineffective Inefficient Expensive

Unaccountable Unsuccessful

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Pew : Lowest level of citizens

trusting government

Hart : Lowest level of confidence in

Federal government

Public attitudes are increasingly negative

Dr. David M. Paschane, 2010 3


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Dehumanized processes,

Disempowered roles,

Chaotic value chains,

Oversized scopes,

Unaccountable leaders,

Superficial actions.

How about government employees?



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What does Better Government require?



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Executives aware and disclosingreturns on investments

Employees aware and interactingwith performance realities

A means of using transformative information



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What information do we need?

1. Details of work decisions, efforts, and complexity thataffect causal pathways, per employees purview.

2. Thorough, routine explanations of why outcomes arecaused the way they are, organizationally.

3. Measurable attributes of internal capacity and culture,as they affect productivity and organizational strategy.



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Mangers spread powerlessness by l imitinginformationwithout efficacy and

influence you arouse r isk-averse r igidityand retal iation through subtle sabotage.

R o s a b e t h M o s s K a n t e rH a r v a r d B u s i n e s s S c h o o l

What happens when we do not meet this

information requirement?


MORE INEFFECTIVE, INVISIBLE BUREAUCRACY AND FAILED INVESTMENTS

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Any new ideas.that sustain improvement?

We over rely on new quick-fix, pre-packaged methods

Neither change culture nor capacity to self-optimize

Can drive systemic problems deeper into the structure

The conformity discourages learned improvement



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Alternative: Self-Optimizing Framework

Hard work

Takes time

Tool agnostic

Applied science

Employee tested

Incremental change

Sustainability focused

People and organizational maturitythrough repeatable methods,simplified to fit the culture andneed for self-optimizing capacityamong government employees!



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Bottom Line Requirements

The Federal Government needs a reliable framework for:

A scientific approach to understanding and improving workers

productivity, work value and quality, and process efficiency

Visible and verifiable evidence for determining effective actions,

costs reductions, strategic programs and effects on outcomes

Reliable, measurable method of controlling predictable and

unplanned events that put projects at risk of failure

Open, analytic environment for worker-based innovation inincremental operational testing of improvements

Authentic and visible means of identifying accomplishments within

individual and team performances on a continuous basis



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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

- P A S S -

Integrated Methods for

Self-Optimizing Capacity



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What is the PASS Framework?

Performance Architectural Science Systems

Math

Measuring elements in the complex nexus of behavior, organization, andsystems, as work models that can be improved, incrementally

Motivation

Simplifying organizational awareness through recursive analyses of howeveryone contributes to the improvement in outcomes

Maturity

Normalizing robust awareness through multiple, integrated self-optimizingplatforms , from individual workers to customer outcomes



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Value Impact of Performance Architectures

Employee engagement

Awareness of causality and dependency

Testable ways of improving workflow

Self-reducing workflow friction

Sustained redesigns of workers impacts Recursive, effective risk reduction

Management engagement

Platform visibility on effort and processing

Alternative, localized management decisions

Changing work conditions and informal processes

Workers development and capacity



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OR SI

UX GA

Operational Research:Internal causality infunctions, with diagnosis offriction in work parameters

User Interactivity:Informatics for facilitatingbehavioral commitment,

cognitive awareness, andintuitive learning

System Integration:Agile arrangement ofinformation platforms to fitrecursive analyses

Geographical Analytics:Strategic inferences forcontinuous improvement to

contextual causal factors

Performance Architectural

ScienceSystems

Integrated Science and Technology Methods



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PASS Overlay on Organizational Causality

Resources Conditions Outputs Outcomes

OR SI UX GA


Set measureablebaseline for

testing decisionsand effects

Engineered analyticplatforms, matured

to fit capacity

Organizational informaticsto heighten workflow and

causality engagement

Inferential capacity tostrategically manage outcome

variation in real contexts

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MeasuringFunctionalCapacity

Testing

PerformanceModels

TestingGeneral Fit

StandardTactical

Measures

PerformanceGap

Awareness

Testing

IncrementalChanges

ResettingStrategicAlignment

Maturing self-

optimization capacity


OR

Data Structures

Demonstrations

New Capacities

Collaborations

Diagnostics

Analytic Platforms

Improvements

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Operational Research: Transformative Questions

Behavioral How do people 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?


OR

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System Integration: Organizational Informatics

Platforms (device apps, web apps)

Researched and engineered to fit operational needs of workers

Tested in workers purviews and skill sets

Enable understanding of the usefulness and meaningfulness of work

Align to organizational pursuit of desired outcomes

The new normal is informatics (e.g., Amazon.com)


SI

Cognitive-Information Interactivity

Adaptive Knowledge ResponsesAggregate Effect Inferences

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User Interactivity: Normality of Informatics

They

Inspire employees engagement

Enhance communication value

Simplify useful analyses

Sustain adaptive diagnostics Reveal employee innovations

Emphasize incremental achievement

Attract the emergent workforce

Most importantly, they create valuable feedback loops


UX

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Slow, search and find methodsof dated conclusions

High-speed, recognition of theend-game while working

User Interactivity: Evolved feedback loops


UX

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User Interactivity: Organizational Development

Cooperative Management Research

Executive Management Strategy

Chief Management Decisions

Team Capacity Maturity

Repeatable Individual Operations

Architect major decisionplatforms on causal pathways

Reliable causality models foradjusting capacity to targets

Trade-offs in performance byalternative work pathways

Throughput capacity calibrated

against comparative performance

Self-monitoring applications forinnovative tests of improvements


UX

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Leading informatics to humanizetechnology and democratize innovation

Opposing big project solutions thatdont fit the workers growth mindset

Leadership: PASS centers on the Emergent CIO



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A growth mindset yields the bestresults in productivity.

C a r o l D w e c k S t a n f o r d U n i v e r s i t y P s y c h o l o g y

What happens when we

lead organizational informatics?


MORE EFFECTIVE, VISIBLE STREAMLINING AND GAINS ON INVESTMENTS

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Nexus of performance science, IT, and governance

Scoring the Federal Government :0 = Activities related to IT or governance, but not affecting performance

10 = Organizational informatics sustaining improvement in performance

FEAA = 1. Operational definitions; not used to change performance. PART = 3. Sound principles; not targeted at inner workings of programs.

Challenge.gov = 4. Elicits ideas; not embedded in incremental operations.

TechStat = 5. Presents indicators; not setting parameters to discipline rigor.

Green IT = 7. Baseline platform for evidence-based decisions in energy use.

GI Bill = 8. Recursive analysis to quickly reset teams/work in an agile SD.

A shared service for Performance Science would help Federal CIOs, CFOs, CPOs

leverage the value of maturing , humanized, Performance Architectures.



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Better Government in the 21st Century!1. Support CIOs use of thePASS Framework.

2. Apply PASS to high

priority goals and critical IT

services.

3. Test basic organizational

informatics in the causal

pathway to goals.

4. Build interactive,

humanized portals to view

improving work models.

5. Integrate performance

architectures to sustainvisibility on the streamlining

effort from Federal policy to

serving constituents .



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Hell , there are no rules here - we'retrying to accomplish something.

T h o m a s A . E d i s o n A m e r i c a n I n v e n t o r

Culturally, informatics change the rules of

individual innovation, thus Better Government



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Engaging Government Employees in Better Government

DC Metro Other States

International


Promoting the PASS Framework, OrganizationalInformatics, and the Growth Mindset on theinternational LinkedIn Better Governmentforum

For more information, contact Dr. David Paschane at 202-256-5763

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