Applying systems thinking to Local Economic Development

Size: px
Start display at page:

Download "Applying systems thinking to Local Economic Development"

Transcription

1 Applying systems thinking to Local Economic Development by Shawn Cunningham November 2005 Page 1 of 11

2 Applying systems thinking to Local Economic Development By Shawn Cunningham November 2005 Draft 1 Introduction In Local Economic Development (LED) calls are often made for a more systematic approach to the analysis of the locality. This call is usually accompanied by the plea to move from small, isolated projects to activities that involve large numbers of stakeholders in the analysis and development of interventions that could improve the locality. Thinking beyond projects to how economic systems work requires a basic understanding of systems thinking. This article will look at some of the principles of systems thinking and will consider how some of these may be applied in a LED context. The ability to think beyond individual parts and components of a system to the whole system is referred to as systems thinking. Each system is an interaction of elements manifesting as a whole. Instead of looking at snapshots of a system at a point in time, a systems view allows us to see change as a continuous and ongoing process. The ability to apply systems thinking is important for facilitators and consultants in Local Economic Development (LED) due to the fact that the private sector, public sector and civil society all form parts of a complicated system. Traditional decision making tends to involve linear cause and effect relationships. By taking a systems approach, we can see the whole complex of bidirectional interrelationships between various parts and actors. Instead of analysing a problem in terms of an input and an output, for example, we look at the whole system of inputs, processes, outputs, feedback, and controls. This larger picture will typically provide more useful results than traditional methods. Page 2 of 11

3 Systems theory also attempts to explain the phenomena where carefully planned interventions into systems do not perform as intended or why unexpected side effects are produced. This rest of this paper will provide some practical considerations for LED facilitators on how some of the systems thinking principles could be applied to local and regional economic development. It will not be an exhaustive or theoretical discussion on systems theory, nor will it provide for any recipes or tools. The basics of systems thinking Systems thinking is based on the perspective of the systems sciences, which seeks to understand interconnectedness, complexity and wholeness of components of systems in specific relationship to each other. It is interesting to note that systems theory spans many fields of study ranging from mechanics, to natural sciences, economics and sociology. Systems theory concentrates on the complexity and interdependence of relationships of groups of activities/parts that form the whole. Analysing systems involves the use of various techniques to study many different kinds of system. It emphasises studying systems in a holistic way, rather than applying simplifying (or oversimplification) techniques. This sounds much more complicated than it sounds. Simply put, parts are understood and analysed within the context of the larger system that they form part of. This means that insights are gained into the whole by understanding the linkages, interactions and processes between the elements that comprise the whole "system". This approach can help avoid the silo effect or fragmentation (or specilisation), where a lack of communication and interaction can cause a change in one area of a system to adversely affect another area of the system. This is especially relevant in fragmented systems where the linkages and relationships between components and activities are not clearly understood. Systems thinkers consider that: Page 3 of 11

4 a "system" is a dynamic and complex whole, interacting as a structured functional unit, the interdependency of the components is critical as a change in one part of the system has consequences in other parts of the system, information flows between the different elements that compose the system are important, a system is a community situated within an environment, and; information flows from and to the surrounding environment via boundaries. Systems in a local context Any person or organisation in a local economy can be part of several systems. To make things even more complicated, different stakeholders or actors could view the same system from very different perspectives. An example is a local firm that is part of the private sector system in a town. The employees see the firm as being part of an employment system, while the customers see the firm as part of the supply system to their own operations. Suppliers of the firm see the firm as part of their distribution system. This interwoveness of systems is especially relevant in a local setting, where external facilitators (or even the locals) are not even aware of all the links, ties, forces, influences and relationships between the various parts. A little known characteristic of systems is that intervening in a system often leads to counterintuitive or unexpected responses. This is probably the reason why so many well intended interventions often do not work due to reasons described as external or out of control factors. This is caused by all the relationships, activities and forces in systems not being visible or understood. Systems thinkers also see problems or failures as part of the system, not as external forces working in on the system. This means that problem solving should be done by the actors in the system, and not by external force or intervention. Some have even gone as far as to say that it takes effort and energy to keep problems or failures in a system, otherwise it would have solved itself a long time ago due to a systems tendency to maintain harmony and equilibrium. This phenomenon can usually be explained in terms of invisible vested interests and Page 4 of 11

5 hidden agendas. In a more practical sense this means that if there is a really strange behaviour, or rule, or activity in a system, it can only remain in the system if a certain group in the system benefits from this behaviour. Another view from the world of change management and learning is that systems should not be seen as things that are broken and that need fixing (Senge, 1999). Systems should be seen as functioning and living organisations with the problems and failures forming part of the system. Systems strive to equilibrium and harmony, thus failures and problems in the system are usually kept there by energy or other forces. This energy comes from the actors in the systems who may behave in a specific way to cause the illeffect that is harming other actors in the system. Sustainability of interventions in systems requires a habit of frequent reflection by the actors of their relationships and interaction with the systems that they identify with. This is also referred to as the learning ability of the system or the institutional memory. It should be noted that not only do the parts of a system influence the performance of the whole; the whole also influences the performance of the parts. It is important for stakeholders in a given economic system to become more aware of the systems that they are part of. Awareness and understanding of the economic system that people and organisations form part of is already a first milestone towards the improvement of the system. Practical considerations for LED facilitators The following section will provide some practical considerations for LED facilitators. These considerations are not exhaustive and are meant to cover only the most important aspects of systems thinking in LED from the experience of the author. Raising awareness and understanding is the first objective Facilitators should refrain from trying to fix problems or failures in economic systems even if they appear to be very obvious. It is more important to get the actors (system components) to understand the larger system and the impact of their behavior and other factors on the performance of the system. This self awareness of the system Page 5 of 11

6 stakeholders is already a first milestone and contributes to the learning and evolution of the system. This in turn would lead to the increased performance of the system. There is another important reason to emphasize importance of the awareness of the actors of the larger system. Just as the parts make up the larger system and influence its performance, the larger system also influences the performance of the parts. While a deeper understanding of the theoretical argument is not so important, this argument certainly holds true from a LED perspective. Senge (1990:13) said Taking in information is only distantly related to real learning. It would be nonsensical to say, I just read a great book on bicycle riding I ve learned that. Through learning we become able to do something we were never able to do. Through learning we re-perceive the world and our relationship to it. Stimulate local evolution - do not import external solutions Every local economic system is unique and is on its own development path. This development path is made up not only of local actors, local factors and other forces, but also by learning, decisions, thinking of groups etc. Copying or importing solutions or institutions from other economic systems often lead to failure or disappointment due to mismatches in the environment and evolution of the local system (Kay, 2004). This does not mean that the local actors should all look internally for their solutions to certain problems. Certainly looking at how other localities dealt with similar issues could be very useful. The point is that solutions should be developed that fit the local environment and that can form part of the local system. Whenever an external solution is brought in and competes with elements in the local system, the chances are that the improvements, no matter how good or noble they are, will be rejected by the system. Facilitators should caution local actors of identifying solutions from other localities that sounds like a great idea (e.g. we need an airport or, we need a waterfront ). From a systemic thinking perspective, external solutions that could fit into the local system and that can strengthen the functioning of the system should be identified. Page 6 of 11

7 Creative and innovative thinking on the part of the local actors is more essential than great ideas that worked elsewhere. Local actors should rather concentrate on exploration and learning of the local systems to develop homegrown solutions within the specific economic and social context. Applying instruments like Porters diamond will allow local actors to analyze their economic system, and to identify areas in the system where performance can be improved. This allows the actors to develop a differentiated local profile based on certain economic, social and physical characteristics makes it very hard, (if not impossible) for other localities to copy or clone the economic profile of the locality. Soft issues are critical in systems Culture, belief systems, value systems and opinions are important forces that should not be ignored in the analysis of local systems. We often say that perceptions can be more important than facts in a local context. Planning approaches and rigorous research often ignore these soft issues and prefer to focus on measurable factors. An example is where the local community believes that they are losing hundreds of formal jobs per year, despite the facts showing growing employment or small firm formation. The perception that there are so many job losses could lead to paralysis by the local stakeholders. The perception could be re-enforced by various means including the schools, churches, leaders, local press and other media forms. The reality is that the local stakeholders need to identify their own myths and belief systems and must decide to investigate, clarify and address these findings. The benefit for external facilitators is that they often see these myths easier than the locals and can point them out to the locals for investigation. Another important consideration for facilitators is the importance of trust building by the actors. Trust is essential for learning, for open and honest discussion, and for taking risks. Page 7 of 11

8 These soft issues are essential in the functioning of systems. Often, well intended change processes and interventions fail simply because they ignore the soft issues that keep things in place in the system. Small steps lead to sustainable change and improvement LED Consultants are often under pressure from their local customers for ambitious plans that solve many problems simultaneously. At the same time local stakeholders are often over optimistic about their ability to implement several activities at the same time without losing focus on their existing activities. The shelves of decision makers are filled with great plans and glossy project proposals, yet only a small percentage of these ever get implemented successfully. Facilitators should rather promote a multitude of small changes or alterations than a few big changes (Senge, 1999). Not only do the smaller changes strengthen learning and trust building, they are usually more acceptable to a large variety of system stakeholders. This approach is known as incremental development. From a systems theory perspective, it is advisable to make many small adjustments and then monitor the system for feedback, rather than making large changes that may cause other side-effects. Systems have a tendency to reject changes that disturbs the harmony of the system. Promote incremental change in existing institutions and organisations It is often said that the weak institutional layer is an obstacle to local economic growth, especially in rural areas and smaller economies. Facilitators should involve the weaker institutions and organizations in the analysis of the local systems together with their stakeholders and the other system actors. Opportunities for the institutions to respond to unmet local demands should be carefully analyzed with the assistance of the facilitator. Care should be taken not to transform or load existing institutions with completely new roles and responsibilities, as this often leads to an identity crises or negative pressure from existing stakeholders of the institution 1. The response to the demands of the system should be carefully analyzed, and incremental steps should be implemented. Not 1 If the facilitator is trained in change management then they would be able to engage with the organisation as a change facilitator, applying known change management instruments. Page 8 of 11

9 only does this reduce the risk for the institutions, it allows for feedback mechanisms to adjust or reinforce the new activities. Again, the task of the facilitator is to allow for the institution to explore and learn about new opportunities and roles within the system, and to then create a platform for the institution to experiment with different options. This way the stakeholders in the institutional will accept changes in the institutions more readily. Create a safe environment for exploration and reflection Business people and government officials are all used to a very linear thinking approach and a planned environment. Risks are identified and managed. Opportunities are identified and evaluated against current resources and abilities. The list goes on. It is important for the facilitator to create an environment where people can take risks, use their imagination, and get out of their boxes and silos. Establishing rules similar to those needed for creative processes like brainstorming of scenario planning is important to make sure that all participants feel free to contribute and take risks. Conclusion Although it is often tempting for external consultants and facilitators to point out obvious local problems and shortcomings, these interventions are not seen as systemic or integrated into the local system. Local systems often reject or cause external interventions to fail due to many soft factors. A trusting environment where opinions can be aired, concerns openly raised, and joint analyses can be done, is needed for this. The theory behind systems is maybe not so important for the local stakeholder as it is for the facilitator to understand that suggestions, ideas and interventions should be identified, refined and driven by the local stakeholders. By applying some of the simple principles of systems thinking to the development of local economies more sustainable solutions can be developed. This is especially true when it is recognised that the actors in a system must learn to understand themselves within the context of a greater system. Local actors must understand their relation to the system, and the influence of the system on their own performance. Page 9 of 11

10 Incremental development, learn by doing and stimulation of innovative thinking are key ingredients to allow systems to evolve to a higher level of performance. The role of the facilitator is to create a platform for discussion, joint analysis, reflection and learning where the stakeholders can better understand and respond to the systems that they belong to. What is needed is out-of-the-box thinking within the reality of the local economic system. Page 10 of 11

11 Source list Dorward, A, Kydd, J, Morrison, J and Poulton, C Institutions, markets and Economic Coordination: Linking development policy and praxis. Kay, J Culture and prosperity: the truth about markets why some nations are rich but most remain poor. Pasteur, K Learning for development: A literature review. Lessons for change in policy and organization. Institute from Development Studies, UK. Senge, P The fifth discipline - The art and practice of the learning organization Senge, P, Kleiner, A, Roberts, C,Ross, R, Roth, G and Smith, B The dance of change: the challenges to sustaining momentum in learning organizations. For German readers, the works of Niklas Luhman would be interesting. Page 11 of 11

ORGANISATIONAL DEVELOPMENT AND CHANGE MANAGEMENT (Burnes, B., 2009)

ORGANISATIONAL DEVELOPMENT AND CHANGE MANAGEMENT (Burnes, B., 2009) ORGANISATIONAL DEVELOPMENT AND CHANGE MANAGEMENT (Burnes, B., 2009) APPROACHES TO CHANGE MANAGEMENT APPROACHES TO CHANGE MANAGEMENT The biggest challenge is: understanding the strategy of the organisation

More information

Getting the best from your 360 degree feedback

Getting the best from your 360 degree feedback 1 Contents Getting the best from your 360 degree feedback... 3 What it is.... 3 And isn t.... 4 Using the system... 5 Choosing your respondents... 5 Choosing your competencies... 5 Compiling your questionnaire...

More information

Goal Setting. Your role as the coach is to develop and maintain an effective coaching plan with the client. You are there to

Goal Setting. Your role as the coach is to develop and maintain an effective coaching plan with the client. You are there to Goal Setting Your role as the coach is to develop and maintain an effective coaching plan with the client. You are there to Brainstorm with the client to define actions that will enable the client to demonstrate,

More information

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3 Civil Service 2012-2017 Level 3 HEO and SEO or equivalent Level 3 I n s p i r i n g E m p o w e r i n g C o n fi d e n t About this framework The Civil Service competency framework supports the Civil Service

More information

Photo Credit: Arthur Getz Escudero. CITY REGION FOOD SYSTEMS Sustainable Food Systems and Urbanization AN OVERVIEW

Photo Credit: Arthur Getz Escudero. CITY REGION FOOD SYSTEMS Sustainable Food Systems and Urbanization AN OVERVIEW Photo Credit: Arthur Getz Escudero CITY REGION FOOD SYSTEMS Sustainable Food Systems and Urbanization AN OVERVIEW Draft September 2014 CITY REGION FOOD SYSTEMS Sustainable Food Systems and Urbanization

More information

AC COMPETENCY FRAMEWORK Revised June 2012

AC COMPETENCY FRAMEWORK Revised June 2012 AC COMPETENCY FRAMEWORK Revised June 2012 Coaching competencies for All Coaches 1. Meeting ethical, legal and professional guidelines 2. Establishing the coaching agreement and outcomes 3. Establishing

More information

A conceptual framework for monitoring and evaluating OD The following table was developed for WWF UK

A conceptual framework for monitoring and evaluating OD The following table was developed for WWF UK A conceptual framework for evaluating OD The following table was developed for WWF UK Stage in the monitoring Evaluation Other considerations Prompts to help thinking about what could be included when

More information

4.1 Identify what is working well and what needs adjustment. 4.1.1 Outline broad strategies that will help to effect these adjustments.

4.1 Identify what is working well and what needs adjustment. 4.1.1 Outline broad strategies that will help to effect these adjustments. (Overview) Step 1 Prepare 1.1 Identify specific issues or choices that the planning process should address. 1.2 Develop an organizational profile. 1.3 Identify any information that must be collected to

More information

Making a positive difference for energy consumers. Competency Framework Band C

Making a positive difference for energy consumers. Competency Framework Band C Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture

More information

Chapter 2 A Systems Approach to Leadership Overview

Chapter 2 A Systems Approach to Leadership Overview Chapter 2 A Systems Approach to Leadership Overview 2.1 Introduction Developing a high performance organisation is an appropriate and achievable goal in today s business environment. High performance organisations

More information

i2isales Training Solution - Sales Management

i2isales Training Solution - Sales Management Please note: This document has been created due to requests from some of our customers for an off the shelf solution. It represents a very basic outline of the type of offering(s) we provide - and should

More information

Foundation Level Competency Model

Foundation Level Competency Model Change Manager Foundation Level Competency Model The Change Manager Foundation competency model sets an independent industry benchmark for ENTRY LEVEL change management practitioners. This competency model

More information

Writing Thesis Defense Papers

Writing Thesis Defense Papers Writing Thesis Defense Papers The point of these papers is for you to explain and defend a thesis of your own critically analyzing the reasoning offered in support of a claim made by one of the philosophers

More information

The Public Policy Process W E E K 1 2 : T H E S C I E N C E O F T H E P O L I C Y P R O C E S S

The Public Policy Process W E E K 1 2 : T H E S C I E N C E O F T H E P O L I C Y P R O C E S S The Public Policy Process W E E K 1 2 : T H E S C I E N C E O F T H E P O L I C Y P R O C E S S Why Study Public Policy Scientific Reasons To help us better understand the nature of political behavior

More information

New Approaches to Economic Challenges - A Framework Paper

New Approaches to Economic Challenges - A Framework Paper New Approaches to Economic Challenges - A Framework Paper 1. The global crisis was a wake-up call to policymakers around the world. Market and governance failures have led to the most pressing financial,

More information

The NSW Health Leadership Framework

The NSW Health Leadership Framework The NSW Health Leadership Framework July 2013 Foreword It is with great pleasure that I recommend to you the first NSW Health Leadership Framework. This framework has been developed by the Health Education

More information

EFFECTIVE STRATEGIC PLANNING IN MODERN INFORMATION AGE ORGANIZATIONS

EFFECTIVE STRATEGIC PLANNING IN MODERN INFORMATION AGE ORGANIZATIONS EFFECTIVE STRATEGIC PLANNING IN MODERN INFORMATION AGE ORGANIZATIONS Cezar Vasilescu and Aura Codreanu Abstract: The field of strategic management has offered a variety of frameworks and concepts during

More information

Developing Policies, Protocols and Procedures using Kotter s 8 step Change Management Model

Developing Policies, Protocols and Procedures using Kotter s 8 step Change Management Model 2013 Developing Policies, Protocols and Procedures using Kotter s 8 step Change Management Model Marion Foster Scottish Practice Management Development Network [Pick the date] IMPLEMENTING CHANGE POWERFULLY

More information

Project Management with PRINCE 2

Project Management with PRINCE 2 Project Management with PRINCE 2 PRINCE2 - PRojects IN Controlled Environments PRINCE2 is a project management methodology created in the early 1990s which was adopted by the British Government for all

More information

The Model comprises of a set of three integrated components:

The Model comprises of a set of three integrated components: The world does not stand still. It is changing ever more rapidly. The interdependencies between organisations, communities, countries and economies are strengthening and increasing in complexity. To remain

More information

Research Investments in Large Indian Software Companies

Research Investments in Large Indian Software Companies Research Investments in Large Indian Software Companies Pankaj Jalote Professor, Department of Computer Science and Engineering Indian Institute of Technology Kanpur, India 208016 jalote@iitk.ac.in, www.cse.iitk.ac.in/users/jalote

More information

Top Ten Mistakes in the FCE Writing Paper (And How to Avoid Them) By Neil Harris

Top Ten Mistakes in the FCE Writing Paper (And How to Avoid Them) By Neil Harris Top Ten Mistakes in the FCE Writing Paper (And How to Avoid Them) By Neil Harris Top Ten Mistakes in the FCE Writing Paper (And How to Avoid Them) If you re reading this article, you re probably taking

More information

RANGING RETAILING CUSTOMER-FIRST. The Economics of Customer-Oriented Product Ranging Decisions

RANGING RETAILING CUSTOMER-FIRST. The Economics of Customer-Oriented Product Ranging Decisions CUSTOMER-FIRST RETAILING GROWING RETAIL SALES WITH CUSTOMER CENTRIC STRATEGIES By Jason Nathan Executing effective category management is central to any successful retailer. Whether being managed for efficiency,

More information

Explaining the difference your project makes A BIG guide to using an outcomes approach. Sara Burns and Joy MacKeith Triangle Consulting October 2006

Explaining the difference your project makes A BIG guide to using an outcomes approach. Sara Burns and Joy MacKeith Triangle Consulting October 2006 Explaining the difference your project makes A BIG guide to using an outcomes approach Sara Burns and Joy MacKeith Triangle Consulting October 2006 Explaining the difference your project makes Stock code

More information

PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME

PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME DEFINITIONS OF ENGAGEMENT The concept of employee engagement has received growing interest recently, with a range of research into what engagement is

More information

Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors

Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors Level5 Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system.

More information

Software Engineering. What is a system?

Software Engineering. What is a system? What is a system? Software Engineering Software Processes A purposeful collection of inter-related components working together to achieve some common objective. A system may include software, mechanical,

More information

Personal Development Planning and eportfolio. Student Guide

Personal Development Planning and eportfolio. Student Guide Personal Development Planning and eportfolio Student Guide 1 Introduction PDP helps you to develop the skills you need to take responsibility for your learning, development and career progression. Engaging

More information

Statement on the core values and attributes needed to study medicine

Statement on the core values and attributes needed to study medicine Statement on the core values and attributes needed to study medicine Introduction This statement sets out the core values and attributes needed to study medicine in the UK. This is not an exhaustive list

More information

Correlation between competency profile and course learning objectives for Full-time MBA

Correlation between competency profile and course learning objectives for Full-time MBA Correlation between competency and course for Full-time MBA Competency management in the Organizational Behavior and Leadership Managing Sustainable Corporations Accounting Marketing Economics Human Resource

More information

Environmental accounting and reporting

Environmental accounting and reporting RELEVANT TO ACCA QUALIFICATION PAPER P1 Environmental accounting and reporting For the 2013 exams onwards, a small but quite significant change applies to the Paper P1 syllabus in Section E of the Study

More information

Healthcare, transportation,

Healthcare, transportation, Smart IT Argus456 Dreamstime.com From Data to Decisions: A Value Chain for Big Data H. Gilbert Miller and Peter Mork, Noblis Healthcare, transportation, finance, energy and resource conservation, environmental

More information

Reflection. Structured reflection

Reflection. Structured reflection 1 Reflection Reflection is an everyday process. We reflect on a range of everyday problems and situations all the time: What went well? What didn t? Why? How do I feel about it? We don t usually follow

More information

Involve-Project Manager

Involve-Project Manager Involve-Project Manager This article will describe: What is Project Management Why is Project Management so important to community and voluntary organisations The Key Phases of Project Management: o Initiation

More information

Personal Learning and Thinking Skills

Personal Learning and Thinking Skills Personal Learning and Thinking Skills Guidance on delivering Personal Learning and Thinking Skills within Pan Sector Apprenticeship Frameworks Independent enquirers Creative thinkers Reflective learners

More information

Convergence in Corporate Governance in Light of Globalization

Convergence in Corporate Governance in Light of Globalization Hans-Ueli Vogt Convergence in Corporate Governance in Light of Globalization Presentation Given at the International Conference on Law and Society in the 21st Century (Berlin, July 25-28, 2007), Panel

More information

W2: Team Coaching: creating cultural change. Shaun Lincoln and Chris Bean

W2: Team Coaching: creating cultural change. Shaun Lincoln and Chris Bean W2: Team Coaching: creating cultural change Facilitated by: Shaun Lincoln and Chris Bean Team Coaching Team Coaching Tools to use with teams to build a culture of mutual understanding, collaboration, and

More information

Executive Summary of Mastering Business Growth & Change Made Easy

Executive Summary of Mastering Business Growth & Change Made Easy Executive Summary of Mastering Business Growth & Change Made Easy by David Matteson & Jeff Hansen, June 2008 You stand at a crossroads. A new division of your company is about to be launched, and you need

More information

Assessment Modes: Critical Review of a Body of Knowledge

Assessment Modes: Critical Review of a Body of Knowledge Assessment Modes: Critical Review of a Body of Knowledge Criteria In order to demonstrate functioning at Masters level in a critical review of a body of knowledge students will: show familiarity at first

More information

SEYMOUR SLOAN IDEAS THAT MATTER MOVING BEYOND CUSTOMER EXPERIENCE TOWARDS CUSTOMER ENGAGEMENT - A WINNING APPROACH

SEYMOUR SLOAN IDEAS THAT MATTER MOVING BEYOND CUSTOMER EXPERIENCE TOWARDS CUSTOMER ENGAGEMENT - A WINNING APPROACH SEYMOUR SLOAN IDEAS THAT MATTER MOVING BEYOND CUSTOMER EXPERIENCE TOWARDS CUSTOMER - A WINNING APPROACH INTRODUCTION The traditional discussion within organisations has always focused around the customer

More information

Agile Development: Demystified

Agile Development: Demystified Agile Development: Demystified by Scott Warner Sprint, Agile, Scrum - words we normally associate with sports. Agile Methodology is 1 very much [like ] a sport with a highly-structured, rules-based engagement

More information

pm4dev, 2016 management for development series Project Scope Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS

pm4dev, 2016 management for development series Project Scope Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS pm4dev, 2016 management for development series Project Scope Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development

More information

The Next Steps for Disability and Carer Policy: Reducing the divide

The Next Steps for Disability and Carer Policy: Reducing the divide The Next Steps for Disability and Carer Policy: Reducing the divide Presentation to National Disability Services Conference May 2010 This paper was developed for Carers Victoria through collaborative work

More information

The word Socratic comes from the name Socrates (ca B.C.), a Classical Greek philosopher who developed a Theory of Knowledge.

The word Socratic comes from the name Socrates (ca B.C.), a Classical Greek philosopher who developed a Theory of Knowledge. 1 The Socratic Circle What does Socratic mean? The word Socratic comes from the name Socrates (ca. 470-399 B.C.), a Classical Greek philosopher who developed a Theory of Knowledge. What was Socrates' Theory

More information

Kotter's 8-Step Change Model

Kotter's 8-Step Change Model Kotter's 8-Step Change Model Implementing change powerfully and successfully Change is the only constant. - Heraclitus, Greek philosopher What was true more than two thousand years ago is just as true

More information

Business Model Innovation Workbook: How entrepreneurs design and assess innovative business models

Business Model Innovation Workbook: How entrepreneurs design and assess innovative business models Business Model Innovation Workbook: How entrepreneurs design and assess innovative business models This document outlines a systematic process of designing and representing the value creating system that

More information

ORGANISATIONAL CULTURE. Students what do you all think Organizational Culture is? Can you all define it in your own way.

ORGANISATIONAL CULTURE. Students what do you all think Organizational Culture is? Can you all define it in your own way. Lesson:-35 ORGANISATIONAL CULTURE Students what do you all think Organizational Culture is? Can you all define it in your own way. In the 1980's, we saw an increase in the attention paid to organizational

More information

Doctor of Education - Higher Education

Doctor of Education - Higher Education 1 Doctor of Education - Higher Education The University of Liverpool s Doctor of Education - Higher Education (EdD) is a professional doctoral programme focused on the latest practice, research, and leadership

More information

3 Hands-on Techniques for Managing Operational Change in HRIS Projects

3 Hands-on Techniques for Managing Operational Change in HRIS Projects 3 Hands-on Techniques for Managing Operational Change in HRIS Projects When IT or business managers talk about HRIS implementations, more often than not they soon get to the point that, whilst the implementation

More information

This historical document is derived from a 1990 APA presidential task force (revised in 1997).

This historical document is derived from a 1990 APA presidential task force (revised in 1997). LEARNER-CENTERED PSYCHOLOGICAL PRINCIPLES: A Framework for School Reform & Redesign TABLE OF CONTENTS: Background Learner-Centered Principles Prepared by the Learner-Centered Principles Work Group of the

More information

Government Communication Professional Competency Framework

Government Communication Professional Competency Framework Government Communication Professional Competency Framework April 2013 Introduction Every day, government communicators deliver great work which supports communities and helps citizens understand their

More information

Introduction to Team-based Organizations

Introduction to Team-based Organizations INTRODUCTION TO TEAM-BASED ORGANIZATIONS 1 1 Introduction to Team-based Organizations He makes tools (and does so within more than one technical tradition), builds shelters, takes over natural refuges

More information

Measurement and measures. Professor Brian Oldenburg

Measurement and measures. Professor Brian Oldenburg Measurement and measures Professor Brian Oldenburg Learning objectives 1. To identify similarities/differences between qualitative & quantitative measures 2. To identify steps involved in choosing and/or

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1 The integrated leadership system ILS support tools Leadership pathway: Individual profile Executive Level 1 profile Shapes strategic thinking Achieves results Cultivates productive working relationships

More information

QUALITY TOOLBOX. Understanding Processes with Hierarchical Process Mapping. Robert B. Pojasek. Why Process Mapping?

QUALITY TOOLBOX. Understanding Processes with Hierarchical Process Mapping. Robert B. Pojasek. Why Process Mapping? QUALITY TOOLBOX Understanding Processes with Hierarchical Process Mapping In my work, I spend a lot of time talking to people about hierarchical process mapping. It strikes me as funny that whenever I

More information

The PMO as a Project Management Integrator, Innovator and Interventionist

The PMO as a Project Management Integrator, Innovator and Interventionist Article by Peter Mihailidis, Rad Miletich and Adel Khreich: Peter Mihailidis is an Associate Director with bluevisions, a project and program management consultancy based in Milsons Point in Sydney. Peter

More information

Curriculum 2016. Vocational Teacher Education

Curriculum 2016. Vocational Teacher Education v Curriculum 2016 Vocational Teacher Education 1 Preface Dear teacher student I wish to welcome you to vocational teacher studies at Tampere University of Applied Sciences! You are embarking with your

More information

GROW Model for Coaching

GROW Model for Coaching GROW Model for Coaching Goal Reality Options Will What do you hope to achieve? What is your current position? What alternatives are available to you? What have you decided to do next? A practical and flexible

More information

THE CULTURE OF INNOVATION AND THE BUILDING OF KNOWLEDGE SOCIETIES. - Issue Paper -

THE CULTURE OF INNOVATION AND THE BUILDING OF KNOWLEDGE SOCIETIES. - Issue Paper - THE CULTURE OF INNOVATION AND THE BUILDING OF KNOWLEDGE SOCIETIES - Issue Paper - UNESCO, Bureau of Strategic Planning September 2003 1 I. The past and present scope of innovation During the last two decades,

More information

Critical Practice: Graphics and Illustration (GRAP 2022) Critical reading and writing

Critical Practice: Graphics and Illustration (GRAP 2022) Critical reading and writing Critical Practice: Graphics and Illustration (GRAP 2022) Critical reading and writing Rita Frangiosa Language and Learning Adviser (EASS) Learning and Teaching Unit Aims of session Overview of assignment

More information

FIVE STEPS TO MANAGE THE CUSTOMER JOURNEY FOR B2B SUCCESS. ebook

FIVE STEPS TO MANAGE THE CUSTOMER JOURNEY FOR B2B SUCCESS. ebook FIVE STEPS TO MANAGE THE CUSTOMER JOURNEY FOR B2B SUCCESS ebook TABLE OF CONTENTS Executive Summary Step 1: Map the Customer Journey Step 2: Find the Gaps, Please Step 3: Create a Total Customer View Step

More information

In initial planning phases In monitoring and execution phases

In initial planning phases In monitoring and execution phases Project management What is it? Project management is a framework for a range of tools for helping plan and implement development and change projects. A range of tools exist, including: Gantt charts (bar

More information

THE NEW INTERNATIONALS. Updating perceptions of SMEs in an increasingly globalised world

THE NEW INTERNATIONALS. Updating perceptions of SMEs in an increasingly globalised world THE NEW INTERNATIONALS Updating perceptions of SMEs in an increasingly globalised world Contents Introduction 5 Born Global 6 International Futures 7 Supporting UK SMEs 8 UK Regions 9 Conclusion 10 About

More information

Your guide to. Diversity & Inclusion

Your guide to. Diversity & Inclusion Your guide to Diversity & Inclusion So, just what is Diversity & Inclusion? Diversity is what makes us the individuals we are. That could be nationality, education, religion, sexual orientation, life experience,

More information

Science, Religion and the Limits of Knowledge

Science, Religion and the Limits of Knowledge Santa Clara University Department of Electrical Engineering Dr. Aleksandar I. Zecevic Winter 2015 ENGR 343 Science, Religion and the Limits of Knowledge REQUIRED TEXT Aleksandar I. Zecevic, Truth, Beauty

More information

LESSONS LEARNED REPORT

LESSONS LEARNED REPORT Demystifying Quality in a Project Environment Best Practice User Group Workshop LESSONS LEARNED REPORT Purpose This document summarises the results of a workshop looking at Quality in a Project Environment,

More information

Workforce & OD Strategy 2011-2016

Workforce & OD Strategy 2011-2016 Workforce & OD Strategy 2011-2016 Contents Page Introduction and Context 1 Section 1 2 THE CURRENT WORKFORCE Section 2 5 VISION FOR THE FUTURE Section 3 7 KEY PLATFORMS AND OUTCOMES Section 4 10 ORGANISATIONAL

More information

Job Design from an Alternative Perspective

Job Design from an Alternative Perspective Job Design from an Alternative Perspective Paula W. Potter Western Kentucky University Abstract The purpose of this paper is to explore a theoretical aspect of job design in a way that departs from the

More information

Virtual Programme for HR Business Partners

Virtual Programme for HR Business Partners Virtual Programme for HR Business Partners Why virtual? Many of our clients want to attend HR Business Partner workshops but are based across the country or have global Business Partner teams. So we created

More information

Executive Problems Following Traumatic Brain Injury. Patient Information Booklet. Talis Consulting Limited

Executive Problems Following Traumatic Brain Injury. Patient Information Booklet. Talis Consulting Limited Executive Problems Following Traumatic Brain Injury Patient Information Booklet Talis Consulting Limited What are Executive Functions? Your brain performs a number of highly complex skills all the time.

More information

Participatory Decision-Making Indicators

Participatory Decision-Making Indicators Participatory Decision-Making Indicators Measuring progress on improving urban management decision-making processes Guidelines for Istanbul+5 Decision-making Indicators The international community is committed

More information

Social Return on Investment

Social Return on Investment Social Return on Investment Valuing what you do Guidance on understanding and completing the Social Return on Investment toolkit for your organisation 60838 SROI v2.indd 1 07/03/2013 16:50 60838 SROI v2.indd

More information

CONSUMER ENGAGEMENT IN THE CURRENT ACCOUNT MARKET

CONSUMER ENGAGEMENT IN THE CURRENT ACCOUNT MARKET CONSUMER ENGAGEMENT IN THE CURRENT ACCOUNT MARKET Why people don t switch current accounts March 2016 A Bacs Research Paper 1 FOREWORD Since 2013 Bacs has operated the Current Account Switch Service (CASS)

More information

DEEPER LEARNING COMPETENCIES April 2013

DEEPER LEARNING COMPETENCIES April 2013 DEEPER LEARNING COMPETENCIES April 2013 Deeper learning is an umbrella term for the skills and knowledge that students must possess to succeed in 21 st century jobs and civic life. At its heart is a set

More information

Using the NQF Level Descriptors

Using the NQF Level Descriptors General Directorate of Using the NQF Level Descriptors NQF Level Descriptors are used along with other sources of information to place qualifications on the NQF. Other sources, which will become more widely

More information

Health, Security, Safety and Environment (HSE)

Health, Security, Safety and Environment (HSE) Health, Security, Safety and Environment (HSE) Content: 1 Objective 2 Application and Scope 21 Application of HSE Directive with underlying documents 22 Scope of HSE Management system 3 Framework for our

More information

Role theory in International Relations

Role theory in International Relations Role theory in International Relations Talk given at Tsinghua University, Beijing Department of International Relations #1 Outline 1. The theoretical argument 2. Role theory: between IR + Foreign Policy

More information

Exploring Strategic Change

Exploring Strategic Change Julia Balogun, Veronica Hope Hailey, Gerry Johnson, Kevan Scholes FT Prentice Hall 2003 ISBN: 0273683276, 280 pages Theme of the Book The book links into (and develops further) the ideas on strategic change

More information

rapid strategy deployment

rapid strategy deployment rethinking business series rapid strategy deployment Strategy;n,1:aplanofactiondesignedtoachievealong-termoroverallaim Deploy; n, 2: bring into effective action The key isn t just having a strategy, it

More information

ACTIVITY 15 Set Goals and Plan for Action

ACTIVITY 15 Set Goals and Plan for Action Title: Focus: Time: Guiding Question: Connections: Rationale/ Background: ACTIVITY 15 Set Goals and Plan for Action Self-assessment: What do I know about myself? 2 lessons @ 50-60 minutes A snapshot view:

More information

Section 2: Ten Tools for Applying Sociology

Section 2: Ten Tools for Applying Sociology Section 2: Ten Tools for Applying Sociology CHAPTER 2.3: APPLYING THEORIES QUICK START: In this chapter, you will learn Why theory is an important, practical tool. The theories of functionalism, conflict

More information

Buddha Heart Parenting Enrich your family with Buddhist wisdom and compassion. A Path for Parents. Author Dr C L Claridge

Buddha Heart Parenting Enrich your family with Buddhist wisdom and compassion. A Path for Parents. Author Dr C L Claridge Buddha Heart Parenting Enrich your family with Buddhist wisdom and compassion Author Dr C L Claridge Publisher Vajra Publications, Kathmandu, Nepal Published in 2007 ISBN: 978-99946-788-39 Genre Parenting,

More information

EXECUTIVE OUTPLACEMENT

EXECUTIVE OUTPLACEMENT EXECUTIVE OUTPLACEMENT E ven successful and loyal managers, who built their careers inside the organisation, are surprisingly unprepared in the areas of self- -marketing, alternative career planning and

More information

Being & Becoming: The Early Years Learning Framework for Australia

Being & Becoming: The Early Years Learning Framework for Australia Social and emotional learning and development: KidsMatter and Belonging, Being & Becoming: The Early Years Learning Framework for Australia This document is part of the reading for Module 2: Social and

More information

ROADMAP. Initial IA screening & planning of further work

ROADMAP. Initial IA screening & planning of further work ROADMAP Title of the initiative: Youth programme post 2013 Type of initiative (CWP/Catalogue/Comitology): CWP Lead DG: DG EAC/E-2, Youth in Action Unit Expected date of adoption of the initiative (month/year):

More information

Management Information & KPIs: How and why to use information effectively in the Financial Services sector. Research White Paper

Management Information & KPIs: How and why to use information effectively in the Financial Services sector. Research White Paper Management Information & KPIs: How and why to use information effectively in the Financial Services sector Research White Paper Index 1 3 4 5 6 7 8 9 10 Introduction The commercial importance of Management

More information

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca Need Information? Go to: www.chr.alberta.ca/apscompetencies Have Questions? Email: apscompetencies@gov.ab.ca Table of Contents Background... 3 Why Behavioural Competencies?... 3 The APS Competency Model...

More information

STRATEGIC PLANNING TEN-STEP GUIDE. Planning is a critical component of good business and good management of business.

STRATEGIC PLANNING TEN-STEP GUIDE. Planning is a critical component of good business and good management of business. STRATEGIC PLANNING TEN-STEP GUIDE THE IMPORTANCE OF PLANNING Planning is a critical component of good business and good management of business. Planning helps assure that a business remains relevant and

More information

Words That Work Playbook

Words That Work Playbook MetLife DISABILITY INSURANCE Words That Work Playbook Language to drive your DI client discussions We can likely all agree on the importance of protecting your clients income in the event of a disability.

More information

Job Description. Barnet Band & scale range. No. of staff responsible for 0 Budget responsibility ( ) Purpose of Job

Job Description. Barnet Band & scale range. No. of staff responsible for 0 Budget responsibility ( ) Purpose of Job Job Title Barnet Band & scale range Reports to Service area No. of staff responsible for 0 Budget responsibility ( ) Purpose of Job Job Description Partnership Manager Commissioning Group The will support

More information

LEIPZIG CHARTER on Sustainable European Cities

LEIPZIG CHARTER on Sustainable European Cities LEIPZIG CHARTER on Sustainable European Cities Agreed on the occasion of the Informal Ministerial Meeting on Urban Development and Territorial Cohesion in Leipzig on 24 / 25 May 2007 PREAMBLE The LEIPZIG

More information

Coaching the team at Work

Coaching the team at Work Coaching the team at Work Introduction While a great deal has been written about coaching individuals, there has been relatively little investigation of coaching teams at work. Yet in discussions with

More information

360 Degrees Performance Appraisal

360 Degrees Performance Appraisal 360 Degrees Performance Appraisal Mrs. Neeshu Lecturer Government College, Gurgaon (HR) ABSTRACT: 360 Degree Performance Appraisal is an Industrial Psychology in Human Resource Management. It is also known

More information

1/8. Descartes 4: The Fifth Meditation

1/8. Descartes 4: The Fifth Meditation 1/8 Descartes 4: The Fifth Meditation Recap: last time we found that Descartes in the 3 rd Meditation set out to provide some grounds for thinking that God exists, grounds that would answer the charge

More information

Emotional Intelligence Self Assessment

Emotional Intelligence Self Assessment Emotional Intelligence Self Assessment Emotional Intelligence When people in the workplace do not act with Emotional Intelligence (EQ) the costs can be great: low morale, bitter conflict and stress all

More information

The Core Competencies for Public Health Professionals

The Core Competencies for Public Health Professionals University of South Florida Scholar Commons Florida Public Health Training Center Center for Leadership in Public Health Practice 1-1-2013 The Core Competencies for Public Health Professionals Center for

More information

Australian Service Excellence Standards. Your road map to an excellent organisation

Australian Service Excellence Standards. Your road map to an excellent organisation Australian Service Excellence Standards Your road map to an excellent organisation South Australia, Department for Communities and Social Inclusion. Australian Service Excellence Standards: A road map

More information

TRADITIONAL VS MODERN SOFTWARE ENGINEERING MODELS: A REVIEW

TRADITIONAL VS MODERN SOFTWARE ENGINEERING MODELS: A REVIEW Year 2014, Vol. 1, issue 1, pp. 49-56 Available online at: http://journal.iecuniversity.com TRADITIONAL VS MODERN SOFTWARE ENGINEERING MODELS: A REVIEW Singh RANDEEP a*, Rathee AMIT b a* Department of

More information

Big Data in Danish industry - Appendix

Big Data in Danish industry - Appendix Big Data in Danish industry - Appendix Table of contents 1. Introduction... 2 2. My background... 2 3. Thesis background... 2 4. Research approach confessional accounts... 3 5. The problem statement...

More information

An introduction to Social Return On Investment

An introduction to Social Return On Investment An introduction to Social Return On Investment Introduction Social Return On Investment analyses combine a story about the difference we make with number values so things can be compared. An SROI analysis

More information