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Why Haven’t We Changed the World Yet?
Addressing the system conditions.
@ruthkennedy ThePublicOffice
Perrie Ballantyne ThePublicOffice
@sophialooney Essex County Council
ThePublicOffice
Methods and approaches to support
transformational change in public
services.
Methods Buy-in
Commissioners are interested in ways to
improve outcomes and reduce costs.
Energy
Projects consistently unlock energy and
enthusiasm and galvanise interest in a case for
change and promising new directions.
Service design is brilliant...
Energy, ideas and people too often
dissipate when the project ends; learning
gets lost.
Dissipation
Projects can be siloed, short-term, or only on the edge of mainstream systems.
Culture
A great experience, a great toolkit and no lasting change; new
things fail to take root in the prevailing system
and culture
Sidelined
...but not everything is brilliant
How do we stop the prevailing conditions (culture, leadership,
governance, capabilities, measurements) squishing the energy and ideas that service design methods can unlock?
What else do we need (skills, methods and approaches) to enable service design to really support sustained
transformational change in public services and for citizens?
Unlocking the system
Supporting transformation
Key challenges to our work
Describe work we’ve done with Essex County Council (ECC) as an Innovation and Learning Partner, drawing out learning for service designers and those who commission design-led innovation.
1. Work
2. Challenges
3. Ideas
Share common issues from across the work; things that are getting in the way of embedding efforts to create change (with commissioners and providers and citizens/communities themselves).
Share ideas and thinking for how to support a more explicit conversation that exposes and addresses system conditions.
In this session we’ll share...
A small, multi-disciplinary team that brings design thinking to big system challenges and supports leaders of public services to create transformational change.
Bringing explicit practices to support professional learning and a deep understanding of system thinking and complexity.
We are ThePublicOffice
ThePublicOffice as metaphor
• Design thinking origins
• Earls Court, June 2007
• Physical ‘pop-up’ installation: a 'narrative environment' created with Central St Martin's
• A new & disruptive space
• Senior civil servants & partners, together, connecting emotionally with people on the receiving end of services
• This is the PUBLIC office
• ‘ Prepare to be moved; prepare to be wrong'
Workshops in ThePublicOffice installation provide a powerful disruptive starting point for enquiry...
ThePublicOffice in Essex
Watch on Vimeo: https://vimeo.com/119044238
It's easy to think differently in a workshop...
6 Big Principles underpin the work:
Focus Adapt
Believe Collaborate
Engage Learn
We stay relentlessly focused on citizens’ outcomes and experiences as the only measures of success that really matter.
We intentionally seek out opportunities to create and innovate as a core part of what we do, always staying focused on citizens’ outcomes and being savvy about risk.
We know we need to think about the whole system, and we take every opportunity to understand and solve problems together – even when this feels like it adds complexity.
We strongly believe that most citizens want and are able to own their own outcomes and be masters of their own destinies, and that we should promote and support independence wherever possible and appropriate.
We are deeply committed to listening to citizens and communities, and to involving them directly in understanding problems, designing and testing solutions, and co-producing outcomes.
We know that change starts with us, both as individuals and collectively, so we make time for our own learning, and to come together to analyse, reflect and learn in an honest and open way.
Our work in Essex
EmbeddingInnovationEmbedded in Essex County Council for 2.5 years as Innovation and Learning Partner.
Our work in Essex
Supporting moves to integrate health and social care and transition to becoming a commissioning council.
Supporting Integration
Our work in Essex
Helping ECC and a wide range of partners across the system to learn from citizens and shift what they do so that insights and energy shape new commissioning approaches.
Facilitating Learning
Early Years
Dementia Mental Health
Working Age Adults with a Disability
The scope of our work
Coaching | Taking commissioners on a learning and innovation journey
Deep Dives | New tools & methods to drive radical change in key policy areas
Learning | Surfacing what we learned. Facilitating reflection on how to improve
Double Diamond as a framework for whole system change journey
Learning Honesty and reflection. eing open to failure. Sharing. Applying what we learn.
Capacity Building Build organisation capacity to think, do and lead differently.
Generate
propositions to inform commissioning
Discover DevelopDefine Deliver
Test & Develop
Prototype quickly and cheaply
Select
the most promising ideas
Commission & Measure whether value
is delivered
Key activities in our programmes
1. CitizenConversationsBringing a wide group of colleagues and partners together into new conversations with citizens with citizens.... taking on the fear and resistance
2. InsightSensemakingSupporting diverse teams to make sense of new insights together, and manage productively the disruption this causes. Must start a few fights!
Key activities in our programmes
3. EnvisagingNew SystemsHelping teams to explore new possibilities across the system, and define a new, shared system vision, together
Key activities in our programmes
4. Modelling PracticeWe (and the leaders we are coaching) are modelling new ways of working in practice, incl:• openness to
learning• being comfortable
with uncertainty• courage
Key activities in our programmes
5. Demonstration ProjectsSmall-scale projects to demonstrate change on the ground.
Key activities in our programmes
6. Making aMovementBuilding energy for, involvement in and commitment to the change as we go... in the place.
Key activities in our programmes
Case Study:
Rethinking Early Years
Analysis of Essex data
Horizon scanning
Citizen journey map
Visits to other places
Problem definition
Idea Generation
Deliberation Day
Hypothesis development
Ethnographic research with Essex parents & families
Review of financial imperatives
Analysis of latest research evidence; EIF
Multiple cause analysis (soft system
methodology)
Rethinking Early Years: Activities
Key insights Things we learned that we ignore at our peril
We need to focus on building the resilience
of families and reducing their isolation.
There is poor collaboration and connection between
public services – this doesn’t make sense for families and
limits the impact of what professionals do.
It’s all about relationships professionals and families
need to build their relational capability.
No-one wants or needs more services — families aren’t getting
the best value from the ones that already exist.
4. Peer support and unleashingcommunity capacity
2. Transformingthe Workforce
3. Alternative approaches tocommissioning for outcomes
1. TransformingChildren’s Centres
Becoming less about buildings and more about people
Responding to evidenced need and targeted
Owned and driven by families and communities, with support
from professionals
Working to parents’ strengths and building their knowledge and resilience
Co-creating and co-delivering approaches that work
Building a strengths based approach
Building relational capability
Establishing a common core of understanding
Working towards a shared vision
Based on a deep understanding of families’ needs, current performance
and evidence of what works
Building community capacity
Working with new providers (including communities)
The four big ideas...
The impact so far...
1. New understanding of the problem and a real commitment to change
“We’re designing services but not capturing what people need…when I looked at what we were doing, I
was totally baffled.”Nazmin Mansuria, Barnardos
“After what we’ve learned, we can’t go back to commissioning the same
kinds of things. We need to do things very differently.”
Carolyn Terry, Early Years Commissioner for Sufficiencyand Sustainability
2. New shared system vision at the heart of a new commissioning approach
The impact so far...
3. More open and collaborative relationships with providers, partners and families
The impact so far...
Watch on Vimeo https://vimeo.com/140688981
Important shifts, but the challenge is huge
“We don’t really know how to do this and we have to
learn how to do it.”
Anna Saunders, Head of Commissioning, Vulnerable People, ECC
Reflection..
Why is it so hard?
1. What helps make change happen?What gets in the way?
2. What’s the journey been like for you and yourcolleagues? Have there been any light-bulbmoments (good or ouch!)?
3. How do you see the challenge of takingthings to scale? What needs to happen?
Leading system & culture change from within a council Discussion: Sophia Looney, Essex County Council
Reflection: why is it so hard?
A messy dual existence
Operating models
Current System
Structures New perspectives
New shared vision
New ideas & creativity
New ways of working
Resources
Behaviours
Culture
Interventions and stimuli
e.g. Ethnography,Horizon scanning,
Data analysis,Journey mapping,
immersive workshop, new ideas
Dual existence
New System
What we’re trying to build...
Operating models
Current System
One-way valves prevent backwards movement e.g. explicit new roles and teams,
new incentives, coaching
Structures
Resources
Behaviours
Culture
Dual existence
New System
Integrated vision & action
Ourcomes & metrics
that matter
Shift in power &
responsibility
New & different resources
Bridges show what the new system should be e.g. demonstration projects
What works?
Making things stick
Listening & LearningTune in to what you find in a place (individuals, teams and organisations) and design support that responds not only to what they need to do, but also what they need to learn in order to do the thing.
Making things stick: What works?
Tell compelling stories and help other people to tell them (about an insight, vision, change, learning) again, and again and again.
Storytelling
Making things stick: What works?
Support to Think, Feel & Do DifferentlyHelp expose attitudes and assumptions, have explicit conversations about culture and practice and support people make the emotional and actual leap to thinking and doing differently.
Making things stick: What works?
Be prepared to lead tough conversations!
We work in complex living systems
People own what they create: At the heart of co-creation.
Real change takes place in real work: Nothing has really changed if we aren’t doing the real work differently.
People who do the work do the change: So, you need to involve the do-ers in the change process.
Start anywhere but follow it everywhere: You know where you want to begin, get on with it but follow wherever it leads.
Keep connecting the system to more of itself: To release the collective intelligence you have to be connected, none of us is as smart as all of us.
1.
2.
3.
4.
5.
Myron Rogers' Five Maxims:
1. What else can you tell usabout the challenge ofmaking change stick?
2. What else can you tell usabout what works?
Discussion: Sharing your own reflection
So: Why Haven't We Changed the World Yet?
We need to keep addressing the system conditions, and our own behaviours and practices.
@thepublicofficewww.wearethepublicoffice.com
Design by Sam Dunne @thedunnething
With thanks to Noun Project contributors: Andrey Vasiliev; Simple Icons; Gerald Wilmoser; Till Teenck; Baruch Moskovits; Iris Roijakkers; Krisada; Joe Pictos; Gregor Cresnar; Edward Boatman; Jessica Lock; Gillbert Bages; FORMGUT
