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Posts Tagged ‘policy’

Nina Holm Vohnsen

Labour market montage 1

By October 26th 2009

Academic work I // sketch for a presentation. I take a shower. Make a cup of coffee. Nescafe. Hotel room. I only pour half of it in my cup. Or I won’t sleep. I sit at the desk. I forget what I’m doing. Stare at the paper. Write the heading. The coffee. Tastes bad. Look at my cellphone. There is sand on the table. Look at the paper. Thoughts wanders off. The coffee. Tastes bad. Makes even real milk taste UHT. Why do phone cords always coil? Look at my mobile. Turn on my computer. The coffee. Surprisingly bad. I forget why I turned on the computer. Then I remember, though it wasn’t the reason to begin with. I switch to standby. One bullet on my list. I look at the coffee. Was it that bad? Yes. I finish it. Almost. I go insane. Push it away. Look at the mobile. Lean back in chair. Look out the window. Look at my mobile. Put down my pen.

Thought I // inspired by David Mosse. What if all the clever plans and schemes that policy makers go about developing serves no other purpose than being creative obstacles to those whose job it is to translate the politicians’’ intentions into practice? Thought II // inspired by Tim Ingold. How might you rethink policy (understood as an attempt at a prescriptive design) when you take seriously that shape giving is a constant process resulting from people’s engagement with life, each other and their physical surroundings and not an execution of any grand plan?

Irrelevant detail I // green eyes. Her irises are at least twice as big as any I have seen until now. They stabbed me or no one in particular through the stench of urine. Two gigantic jewels hovering above the cardboard box. Oh! She was just a junkie.

Academic work II // field work. He holds out a plastic bag. I don’t understand what he is saying, only that he wants me to look inside the bag. Guesstimate; there is about 40 boxes of pills in this plastic bag that he has brought with him into the computer room. He brings coffee and tea for the employees and the participants who have been referred to ‘the ‘sickness benefit package solution’. He hands me a cup of coffee with milk and asks me who I am? Praises the employees. And then; the plastic bag. He intents something but I have no idea what. I look into the bag at the pills. I think he tells me that he wants to talk to his caseworker about the pills. I know nothing about pills. Here is what I know: He holds a string of rejected job applications; if he doesn’’t get a job he wont be able to bring his wife to the country; the municipality has invested in a ‘sickness benefit package solution’ to get him full time employment; they pay around 1000 kr a week for 25 hour that are meant to put him ‘the citizen’ at the center and bring him closer to the labor marked. Here is what he knows about me: Nothing. 0. Zero.

Jesper Christiansen

Policy-based evidence or evidence-based policy?

By June 25th 2009

“If we want people to innovate, the responsibility has to be with them” (John Seddon, 2009)

At MindLab we often experience how innovation the public sector can be a complex matter in a system that seems to be built for stability and not for development and change. John Seddon addresses this issue in his new book ‘Systems Thinking in the Public Sector’ where he tries to come with solutions for what he calls “the failures of the reform regime”.billede1

According to John Seddon innovation in the public sector is drowning. An intense monitorism poses systems of extreme control which leaves public workers demoralized in a high rate. Seddon argues that this is due to the neglecting of one almost too evident matter: the creation of systems based on the implementation of service experience from the points of view of workers and users.

He introduces what he calls ‘systems thinking’ which is based on the basic thought that the design of the system determines how actors behave. The only plan you will need, he argues, is knowledge by studying the system and the flow of demand in customer terms. Seddon puts it this way: “Things always go wrong. If something is going wrong predictably, you can only turn it off by re-designing the service”.

This should be done by involving public workers in control and development. “If you want someone to do a good job, design a good job to do. Workers have to have the means to control and improve their own work. The work of managers then changes to a cooperative role, working on the system. Working on the work with the worker”.

The measuring of public service should instead be based on the actual local work that is being done and in this way make room for variety and unexpected innovation. Thus, for Seddon there is no good way to set up target standards because they will always be arbitrary and never fit on a broad scale. This means, as we often underline at MindLab, that the complexity of public demands should be taken into account and policy should aim at coping with these rather natural and human circumstances.

This doesn’t mean that governments should stop talking about visions and purpose. As Seddon puts it: “It’s entirely legitimate for the government to talk about purpose, but it must be the managerial responsibility to make choices about measures and method”. This changes the locus of control and puts public workers at the centre of understanding and improving their work. As it should be according to Seddon to avoid a regime “that looks for policy-based evidence, not evidence-based policy”.

Quotes taken from the lecture ‘Cultural change is free‘ at 2009 conference of the Human Givens Institute.

Also read “Systems Thinking in the Public Sector” (John Seddon, Triarchy Press 2009) and check out The Systems Thinking Review.systems-thinking-cover