Using Change Management Techniques To Improve Results-Based Management

Transcription

1 Using Change Management Techniques To Improve Results-Based Management Presentation by: Jeffrey Meyer Contact details: PPX Learning Event: April 22, 2015

2 On today s menu: A presentation that explores three big ideas, as well as some techniques, that we can all apply to manage change and achieve specific results.

3 1) We ll begin by exploring the power of logic, and discuss how it can help us be principled and purposeful in managing change initiatives.

4 2) Then, a concept called a Theory of Action will be introduced to show how it can help us frame our workflow and build logic models for managing change.

5 3) Then, a concept called a Theory of Change will be introduced to show how it can help us raise the logic functioning behind our logical approaches and processes.

6 The Power of Logic

7 The power of logic Can help us be principled & purposeful. What is logic? Logic is one of many grand concepts in our lexicon that can be rather difficult to define in an elevator pitch, or a 30-second sound bite. Yet, at its elementary core, logic can be described as a science of reasoning that offers us a particular approach for organizing our thoughts and orienting our judgments. Logic is the beginning of wisdom, not the end. -Leonard Nimoy ( ) Logic offers us a way to apply wisdom in judging the validity of claims, and in turn, manage the understandings, knowledge, information and data that precedes it - as shown here in Russell Ackoff s logic model. Data Information Knowledge Understanding Wisdom

8 The power of logic 1) Begins with a deep appreciation that logic is only one of many possible approaches for organizing our thoughts and orienting our judgments As any Star Trek episode, or daily newspaper article will show, logic is neither the only approach in town nor is it often the most employed approach in decision making and, in the spirit of diversity, nor should it be. After all, as alluring as Spock and his logical prose was, Spock was not the captain of the Starship Enterprise, and nor was every decision made by the Captain Kirk and his crew a logical one in their search for the final frontier. Other equally impressive approaches include, in no particular order, the power of: Emotion Passion Intuition Convention Tradition Religion Fiction Superstition Self-preservation Corruption Aversion Imagination 2) One working assumption, therefore, is that: Logic will get you from A to B. Imagination will take you everywhere. -Albert Einstein ( )

9 So, how can logic help us be principled and purposeful? How can logic help us manage different result pathways in a unified manner? On the value of utility: On the value of duty: If every action has a motive Then, deontology logic can help us achieve results that value: position fidelity, accountability, consistency and loyal implementation. Source: Google Image Logical pathways and pursuits If every action has a consequence Then, utilitarian logic can help us achieve results that value: resource maximization, efficiency, effectiveness, economy and relevance. On the value of causality: If change is always possible; and every thing that changes happens for a reason Then, the logic behind the scientific method can help us communicate cause and effect relationships and their impact on change.

10 Building a Theory of Action

11 What is a Theory of Action? In general, a theory of action is a descriptive account that identifies: 1) What an intervention does; and, 2) What an intervention plans to achieve. An intervention can involve a great many possibilities: it could be a task, a project, a program, a policy or a strategy.

12 What is a Theory of Action? Applying a theory of action can be as simple as saying: 1) x is performed, so that y can be achieved; and, 2) The achievement of y has these qualities and quantities. Overall, the type of logic applied in theories of action are mostly structural, or procedural, in scope a logical approach, or a sequential approach based on logic.

13 Some Theories of Action Examples A Theory of Action for Environmental Management: Recycle Reduce Reuse In the realm of environmental management, one popular theory of action goes like this: To manage our environment, and change our current trajectory, we need to perform three key actions: we need to recycle; we need to reduce; and we need to reuse. Altogether these three particular concepts form a theory on what exact actions are needed. And, like any good theory, it can be managed, tested and evaluated to see if in fact these actions are the best course of action for yielding results. In this example, we could perhaps expect to see this theory provide action statements on: The types of recycling (e.g., paper, metal and plastic) and the desired amounts (e.g., 40,000 tones each); The types of reduction (e.g., water, electricity, greenhouse gases) and the desired amounts (e.g., 50% reduction from 1990 standards). What we don t see in a theory of action; however, is the other side of the equation how and why we can expect these particular actions to manage and change our environment. For example, we don t see that one fundamental working assumption at play here is a theory of change that says in order to think globally we each need to act locally. Environmental stewardship, therefore, may assume that while we all have a vested stake, these actions could be exercised in different ways. In other words, the context, conditions, assumptions and risks behind an action theory matter. From this point of view, there are a wide variety of possible theories of change available for us to manage and effect change. We could, for example, apply a social diffusion theory; a socioecological theory, or a shaming theory to make these actions work or happen. More on this soon.

14 Some Theories of Action Examples A Theory of Action for Crime Control Swift Punishment Certain Punishment Severe Punishment In the realm of crime control, one popular theory of action goes like this: To manage offenders, and change people in such a way that they do not (re)offend, we need to perform three key actions: we need to ensure our justice system provides swift punishment, certain punishment and severe punishment. Altogether these three particular concepts form a particular theory on what actions are needed. And, like any good theory, it can be managed, tested and evaluated to see if in fact these particular actions are the best course of action for yielding results. Using the power of logic, we should see evidence that these actions are: 1) being performed, and 2) being performed to achieve some expectation. We should expect to see, for example, a performance story that shows court cases do not take years to process; that the Mounties always get their man; and, that perhaps mandatory minimum sentencing laws are in effect. Logically, we should also not expect to see in this particular model actions that focus on mental pathologies such as anger management interventions, or mitigating circumstances, such as poverty reduction. What we don t see in a theory of action; however, is how and why we can expect these particular actions to control crime. In this particular model, human nature if viewed to be rational and pleasure calculating, so this theory of action directly links with theories of change based on social deterrence both general and specific deterrence.

15 Some Theories of Action - Examples A theory of action could include: 1) A broad outcome chain, with each logical element having its own particular storyline For example, a Theory of Action for Knowledge Management By Russell Ackoff Data Information Knowledge Understanding Wisdom 2) A specific outcome chain, with each logical element having its own particular storyline For example, a Theory of Action for Surveillance work that focuses on different data activities Data Gathering Data Integration Data Analysis Data Interpretation Data Dissemination

16 Some Theories of Action Examples In the Canadian context, we could see an outcome chain that looks like this: Theory of Action -- Expected Outcomes What Change looks like: Strategic Objective Excellence for all students; Excuses for none. No student left behind Long-term outcome Intermediate outcome All students at school y demonstrate a proficient level of performance on standardized state tests. The partnership program at school y is implemented as planned, with high fidelity. All students show favorable proficiency scores on standardized state tests School pedagogy aligns with state curriculum plan and learning expectations Immediate outcome Students at school y are intrinsically engaged Acceptable student attendance Acceptable student participation Theory of Change Some logical conditions, assumptions and risks that can impact actions, and thus the management of change Outcome Moderators Student perspective: Gender, ethnicity, socioeconomic status, language, acculturation, attendance Class perspective: Cohort dynamics and characteristics Teacher perspective: Instructor effects, such as: competence, consistency, and projection School perspective: The state of leadership, organization; service-delivery characteristics Parent perspective: Their state of involvement in a child s learning Neighborhood perspective: The extent to which it is conducive for reinforcing educational goals and aspirations State perspective: Funding support and predictability

17 Building a Theory of Change

18 What is a Theory of Change? In general, a theory of change is a judgemental account that identifies: 1) How an intervention works to produce results; and 2) Why an intervention works to produce results; The logic applied is essentially functional in scope; and the focus is placed on: the mechanisms of change, and more specifically, the context, conditions, assumptions and risks under which a mechanism will operate (or not).

19 What is a Theory of Change? Applying a theory of change can be as simple as saying: X needs to be performed in Z fashion, so that Y can be achieved. Y depends on the context, conditions, assumptions & risks liked to X

20 Some theories of change Conceptual Examples Psychology Theories of Change Behavioural theories of change Social learning theory Operant conditioning Classical conditioning Economic Theories of Change Theory of Reasoned Action Sociology Theories of Change Symbolic interactionism Network Theory Social Diffusion Theory Empowerment Theory Deterrence Theory Political Theories of Change Marxism, Liberalism

21 Framing the Logic behind Change Management A logic model can provide a systematic way to articulate the incremental process, or progress, of change in a purposeful manner. Context Input Activity Output Reach Outcome Impact A fundamental challenge and opportunity to keep in mind and manage: The art of progress is to preserve order amid change, and to preserve change amid order Alfred North Whitehead (English Mathematician and Philosopher, )

22 Framing the Logic behind Change Management Context Input Activity Output Reach Outcome Impact The Big Idea: Context affects what we do and what we think. The problem context: What exactly do you want to change? The intervention context: How exactly do you want to bring about change? The broader context: How might the environment impact the management of change? (Benchmarks/Baseline) The evaluation context: When will assessments take place, and what questions be asked? Insights applied from: Debra Rog. (2012). When Background becomes Foreground: Toward Context-Sensitive Evaluation Practice.

23 Framing the Logic behind Change Management Context Input Activity Output Reach Outcome Impact The Big Idea: Resources are needed to effect change, so what is needed? Labour: Human resources - remunerated and volunteer; specialized labour and general labour; Land: Natural resources - above and below the land; Facilities: Places for doing things; Equipment: Tools and supplies for doing things; Social power: Authority and legitimacy laws, regulations, directives, policies, frameworks, strategies, etc.; Financial capital: Money; Intellectual capital: Data, Information, Knowledge; Contextual Awareness; Social capital: Motivation collective and individual;

24 Framing the Logic behind Change Management Context Input Activity Output Reach Outcome Impact The Big Idea: Actions are needed to effect change, so what actions (role and responsibilities) are needed? Protector: To defend the sovereign and its state interests Regulator: To control/influence behaviour social, economic, moral (Administrator; Inspector; Enforcer; Adjudicator) Provider: Public services; Public goods; Public information; etc. Funder: Redistributor of wealth through taxation, transfer payments, grants and contributions

25 Framing the Logic behind Change Management Context Input Activity Output Reach Outcome Impact The Big Idea: There s only so much we can do, so what can we do? Three Spheres: The spheres of Control, Influence and Interest. Identify what your activity can control; Identify what your activity can influence; Identify everything else of interest, yet is outside your activity s sphere of control and influence.

26 Framing the Logic behind Change Management Context Input Activity Output Reach Outcome Impact The Big Idea: What type and amount of goods/services is your activity directly producing to effect change? An information brochure, pamphlet, commercial or guideline Treated water 911 response service A heart transplant A military strike A passport, a license, a permit, or an authorization of some kind A policy framework, a legislative act

27 Framing the Logic behind Change Management Context Input Activity Output Reach Outcome Impact The Big Idea: For whom? Who do you want to reach? Universal: Absolutely everyone in society with no exception Selective: Almost everyone in society with notable exclusions Middle class families At Risk populations Vulnerable populations Stakeholders Producers, consumers, marketers, importers, exporters, etc Deviants, Saints

28 Framing the Logic behind Change Management Context Input Activity Output Reach Outcome Impact The Big Idea: Actions have consequences, intended and unintended. In Canada, federal government logic models often end with an outcome focus, and this section often makes a temporal distinction between immediate, intermediate and final outcomes.

29 Framing the Logic behind Change Management Context Input Activity Output Reach Outcome Impact The Big Idea: Ok, something happened, something changed, now what? What was the merit of the intervention? The inherent, intrinsic, context-free value What was the worth of the intervention? The contextually determined, place-bound value

30 Questions