System Mapping as a Tool of Organizational Learning and Change

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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

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ORGANIZATIONAL VALUE CHAIN or INPUT-OUTPUT MODEL
Outcomes
Outputs
Trans-formation Processes
Inputs
This is the standard view of performance
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ORGANIZATIONAL VALUE CHAIN with MICROMANAGEMENT (1
st PROBLEM)
Outcomes
Outputs
Impressionistic feedback
Trans-formation Processes
Inputs
Overseers react to perceived outcomes with
reduced and layers of procedural rules
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ORGANIZATIONAL VALUE CHAIN with PERFORMANCE
MEASUREMENT
Outcomes
Outputs
Trans-formation Processes
Performance How to measure?
Inputs
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ORGANIZATIONAL VALUE CHAIN with PERFORMANCE
MANAGEMENT
Outcomes
Outputs
Trans-formation Processes
Inputs
Quality feedback, thermostatic control,
single-loop learning
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ORGANIZATIONAL VALUE CHAIN with MICROMANAGEMENT AG
AIN
Outcomes
Outputs
Good performance data
Trans-formation Processes
Inputs
Overseers react to unsatisfactory performance
with reduced and layers of procedural rules
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There is a fundamental tension within performance
measurement between

• Learning

• Accountability

• 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

• Improving quality of work through external
  mechanisms for quality control
• Requires close oversight by accountability
  agencies
• Why would agencies be enthusiastic about this?

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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

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2ND PROBLEM LIMITED LEARNING OPPORTUNITIES STUC
K WITHIN CONFINES OF MODEL
Outcomes
Outputs
Good performance data
Trans-formation Processes
Inputs
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ARGYRIS on DOUBLE-LOOP LEARNING STEP OUTSIDE
THE MODEL
Norms
Outcomes
Goals
Outputs
Good performance data
Trans-formation Processes
Inputs
Outlook
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Diversify sources
Outcomes
Obstacles to progress
Causes of the problem
Choice Design of Outputs
VARIATIONSYSTEM-BASED LEARNING MODEL
Opportunities for influence
Problem
Contributing factors
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An example of system mapping that contributes to
performance learning
Source listed on last slide
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Centers for Disease Control and
PreventionHealthbound Game System
Overviewhttp//www.cdc.gov/healthbound/docs/hbg-p
athways.pdf
Another example of high-quality system mapping
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Centers for Disease Control and
PreventionHealthbound Game Pathways Map
CDC has quantitative models to support each of
the pathways in the system map
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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 wont participate
• Answer Incentives multi-media
• Maps used to justify status quo
• Answer Crowd sourcing

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

• Problem gambling pathways
• Australian Productivity Commission (1999).
  Australias 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.p
  df