Following on from thinking in a few recent posts about the emerging nature of change in government (and after inspiration and help from Noah Raford) I have put together a white paper available as a PDF or here…
Governments are facing new, game-changing complexity. They are dealing with increasingly pressing and diverse problems: from improving public services, to ensuring national security, to dealing with the global financial crisis. Each problem has its own specific set of issues; but now, in a world of mounting complexity, these issues interact and it is near-impossible to manage them separately. A focus on applying the right technical solution for each problem in isolation is unlikely to work. The real challenge is to develop cultures that will enable people in government to make sense of, and deal with, complex situations in appropriate, holistic ways.
The new challenges
The challenges of government are not just getting more complicated; they are getting Complex. Complexity is different. In Complicated situations, cause-and-effect can be predicted: in Complex ones, because these situations are too new, too dynamic or too uncertain, it can’t.
Complicated problems can be solved through clever analysis and the use of existing practice. Whilst we will still have Complicated challenges (best dealt with in traditional ways) the bulk of critically important ones now facing Government are Complex and need different treatment.
Crucially, applying Complicated solutions to Complex challenges is likely to be unfruitful and possibly counter-productive. A different approach is needed if government is to thrive in the 21st Century.
In the past when things were just Complicated, we were able to hire experts to think our way to a solution. This doesn’t work when things are complex. Why?
Look at a stark example from the UK National Health Service. The UK Department of Health spent billions on an IT project to manage patient health records, which has now been abandoned…
“The Department of Health is not going to achieve its original aim of a fully integrated care records system across the NHS. Trying to create a one-size-fits-all system in the NHS was a massive risk and has proven to be unworkable.”
Chair of UK Government Public Accounts Committee
Complexity was at the heart of the failure. The programme was too ambitious, requirements were too diverse, suppliers were too hard to manage, stakeholders were too unsupportive (and so on). The approach was essentially a top-down, analytic one: hire some smart people to work out the answer and then build a system to implement it. But Complex problems don’t need more expertise or better answers; they need a culture of dealing with complexity. When things are Complex, Government has to be flexible. It must be able to design and build systems whilst, at the same time, trying to understand and change them: perhaps like learning a musical instrument whist trying to make a living from playing it.
Culture is important. Government organisations need to be more responsive to their operating environments; they need to be more agile. Sub-units, that were previously separated for efficiency reasons, must interact spontaneously and not because they have been told to. Individuals at all levels must take more responsibility and their managers must enable (rather than control) them as they do that. Organisations must think and operate more as networks and less as hierarchies. All this means a significant change in behaviour: a change that will feel as uncomfortable as writing with the wrong hand. This new approach will not be brought about by altering structure or processes or technology.
These ideas mostly run against the grain of the way governments are structured and managed: behaviours, beliefs and ways of doing things would feel very different. On top of this, whilst Complexity is turning things upside down, the Complicated stuff hasn’t gone away either. Everything needs to be juggled at the same time: Government needs to grow new ways around old ones and everyone involved must understand why different situations need different approaches.
A new culture is needed.
The make-up and functioning of government communities also presents a significant challenge. To create a culture of dealing with complexity it is necessary to nurture a community of staff that appreciates how to deal with complexity. It is often difficult for government cultures that have grown up with strict rules and complicated procedures to make this shift. In IT, for example, working in a complex way can bring significant, unexpected change. This can create headaches for security teams, support services, policy people and administrators. These problems cannot be designed away, since they are required by the nature of the complex situation themselves. So it is crucial to involve those likely to be affected right from the beginning. The distinction is that when it’s Complicated you need to build teams to solve problems: when it’s Complex you need to grow communities to improve situations.
What to do?
This approach has perhaps three components: Experimentation, Collaboration and Openness …
To create something big and Complicated – like a new road system – then of course the right thing to do is turn to engineers and other professionals who do this kind of thing for a living. To do something big and Complex – like changing the way an organisation works – don’t do the same thing. There is too much uncertainty, too much dynamism and too much complexity. Instead, focus on the Small – lots and lots of fast, iterative Small. The more experiments, the better, as long as open and non-punitive feedback is encouraged as well.
The point is to succeed or fail fast, and often, and do it in small ways that don’t have consequences should things go wrong. This way we can learn and progress quickly. If we don’t, we are prone to missing opportunities and making big, expensive mistakes.
In Complex situations traditional means of coordination, through organisational hierarchies, are not responsive enough. Organisations need to be more spontaneous; when faced with a problem or an opportunity, people need to be able to respond themselves rather than wait for managers. This means people must have the facility both to identify the others they need to work with and then to coordinate that work effectively. Tools like Facebook, Twitter, LinkedIn and WordPress are transforming interaction and cooperation in our private lives: there is a huge opportunity to use similar tools within organisations to transform our work lives.
Incorporating social capabilities into work tools and creating the culture to use them effectively will take time but is critical to future success: see the recent McKinsey reportThe rise of the networked enterprise or the Forbes article Social Power – The coming corporate revolution. There is currently huge emphasis on creating tools to store and distribute information but, in dealing with Complexity, it is more important to connect People with People than it is to connect People with Information.
Complexity creates enormous and pressing demand for new capabilities. It will not be possible for government departments to provide everything everyone wants. It is therefore essential that they reach out to both their “customers” and their partners to help understand and deliver novel ways of doing things. To do this effectively there is a need for both new infrastructure and a new culture of outward looking, collaborative staff.
The iPhone is an example of this kind of thing. Apple provide a robust technology infrastructure and facilities for anyone with the skills to create applications for it – there are now nearly 500,000 iPhone apps that Apple could never have created themselves. The same approach could be taken in government to empower partner organisations, internal teams or even gifted amateurs amongst the staff to bring innovative ideas to life.
This thinking is developing in the UK. For example, some local councils are partnering with a social enterprise called Fix My Street - a service that allows citizens to report on problems like holes in the road, graffiti and illegal dumping of waste using a website and associated mobile applications. The initiative is reducing clean-up times and increasing satisfaction of local residents.
Such initiatives have three important features: open technical infrastructure made available to all; open services that enable others to use that infrastructure; and, crucially, open behaviours that create a cohesive, helpful community around the infrastructure that will ensure it is used. And this openness starts with friendly, can-do, inclusive behaviours from everyone involved (and not really the technology): the culture thing again.
The right people
From the inside
People, both workers and managers, who have done well in typically procedural government environments, may not be ideally suited to guiding a transition to more emergent ways of working. New thinking will be needed.
There are people with the right mind-set already in government organisations. Some may not be visible because of the jobs they are in or because they are comparatively junior: they will need to be found, encouraged and perhaps offered different work. Some may be noticeably frustrated: with support and in a changed environment, perhaps their energies can be directed for the good. Those with the best potential may be mavericks or otherwise unusual: don’t ignore them.
It may also be necessary to find a few new people from the outside. The right ones may come from quite different backgrounds and have little experience of the work at hand. They will probably not be easily found through traditional recruitment methods.
From the outside
Many government organisations have established relationships with large providers of consultancy, and that is the natural place to look for help; but consultancies optimised for analysing complicated stuff, designing intricate things, delivering big projects or who are otherwise steeped in Complicated ways of working are likely to find it hard to adapt their approach to handling the Complex. It’s a little like expecting Olympic gold-medal-winning rowing crews to retrain and repeat their success in Synchronised-swimming. Whilst these organisations may have individuals with the right skills, the context in which they work and the way they are managed makes it hard for them to behave in, and support, the emergent ways of working needed to cope with complexity.
Since handling complexity is about organic changes rooted within the organisation there is much less scope for big set-piece technology implementations or organisational restructurings. There is much less money to be made. With big providers, there would always be an urge to convert help for the Complex into more profitable support for the Complicated; and this may not be the right thing. The DNA of these organisations is just not right: smaller organisations that focus specifically on supporting emergent change may be a better choice.
As it says on our masthead…
In times of change the learners will inherit the earth while the knowers will find themselves beautifully equipped to deal with a world that no longer exists.