Post on 13-Apr-2017
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TOWARDS CULTURAL CHANGE IN GOVERNMENT EMBEDDING HUMAN -CENTRED DESIGN IN THE PRACTICE OF PUBLIC POLICY
Dr. Jesper Christiansen, Senior Program Manager, Nesta
Email: jesper.christiansen@nesta.org.uk, Twitter: @JesperC_
1) Public policies are usually developed by few people that are not involved in their implementation (separating policy development and implementation as two different tasks)
2) Public policy often becomes a quest for clear-cut interventions that idealizes the theoretical (stability) over practice (changing reality)
3) When policies are considered as failures, they are more likely to be failed by wider networks of support and validation.
→ How do we avoid policies getting stuck on the wrong path in terms of creating impact? How do we enable governments to experiment with what works?
THE PROBLEMS WITH PUBLIC POLICY…
Transforming the processes, skills and culture of government
• Focus on transforming the way that government approaches innovation,
• Uses consultancy services and training, secondments and placements, to develop skills and mind-sets
• Educate and provide insights and knowledge needed to empower others inside government to innovate..
Achieving wider policy and systems change
• Focus on achieving wider policy and systems change and bringing about transformation,
• Look beyond specific interventions
• to the wider policy context and complex systems that need to change,
• Architects, creating the designs and blueprints that others can follow
Creating solutions to solve specific challenges
• Focus on solving high priority problems, and developing usable and scalable solutions, Collaborate with colleagues in government agencies.
• Developers and creators of innovations.
Engaging citizens, non-profits and businesses to find new ideas
• Focus on opening up government to voices and ideas from outside the system,
• Open innovation and challenge-led approaches
• Strong communications and engagement strategies.
• Create conditions for innovations from outside government to thrive.
• that others can follow 4 types of
1. The active involvement of users at all stages of development (co-creation)
2. Multiple partners from public, private, civic sectors
3. Bringing together different disciplines and approaches from design, social research, policy, technology, etc.
4. A dedicated space (real or virtual) for experimentation and developing new ideas.
PUBLIC INNOVATION LABS: A DEFINITION
Adapted from Europan Commission (2009): InnoGRIPS report #4
“My employees do not question the new insight gained by involving citizens and taking on a new process to development. But they question the consequences for our organization”
REFORMING THE DANISH EMPLOYMENT SYSTEM • Citizen-centred • Rehabilitation • Focus on citizens assets and resources • Relational – working with citizens • ‘Employability’ • Cross-professional collaboration
NEW KIND OF INTELLIGENCE IN PUBLIC DECISION MAKING
– NOT JUST STATISTICAL DATA…
Purpose: to highlight and validate
Scope: generalizable
Focus: Societal problems at scale
Time: point-in-time
• making the abstract concrete (screendump)
NEW KIND OF INTELLIGENCE IN PUBLIC DECISION MAKING
– BUT ALSO QUALITATIVE AND ETHNOGRAPHIC DATA…
Purpose: to understand and to generate
Scope: contextual, complexity, causes
Focus: concrete everyday life and human-experience
Time: real-time, over time
MULTIPLE PARALLEL EXPERIMENTS
New role descriptions and professional
identification
New competences and skills – coaching and
stewardship
New organizational setup for rehabilitation
practice
Co-owned actions plans
Team-structured feedback mechanisms
Etc.
CO-CREATING PUBLIC POLICY Implementation as an experimental process Strategic focus on unintended outcomes and potentialities in order to learn, adapt and create intended outcomes = better dynamic between policy and practice Collaboration and shared ownership New relationships and conversations across silos and different levels of government.
Building new organizational capacity Reinventing the practice of policy making from human-centred design principles
Focus We assume… But really... Attention point Consequence
Policy and implementation
Frontline workers do not understand the policy
There are too many contradicting strategies and intentions
Building bottom-up constituencies for change
Implementation as experimental process: opportunity to learn and test new hypothesis
Theory of change Change is a product of a specific planned process
Change through a broad range of activities
Dynamic between policy and practice
Multiple parallel experiments/ ‘pipelines of intelligence’
Focus in support system
Rational understanding of what should be done
Focus on sense-making and local ownership
Creating the right energy in the system
Creating a mandate for change through dynamic feedback-loops
CHANGING THE APPROACH TO PUBLIC POLICY…