Join the full conversation on Linkedin: https://lnkd.in/p/eB2svqYGAt today’s webinar for The Public Service Transformation Academy, Chrissie Gregory and Sharon Davidson described how learning from the Commissioning Academy had changed their work in children’s services. They described a shift from service thinking to system thinking. Both already had considerable experience. The Academy helped them connect and … Continue reading Who are we trying to help, and how would they know we’d made their lives better?
How much of your successful project is being held together by somebody else’s unpaid work?
Join the full conversation on LinkedIn: https://lnkd.in/p/eb42GxTKSay, a youth centre opens. Parents organise the lifts, volunteers cover the gaps, and a community group negotiates access and deals with others using the space. Young people without that support might never get through the door. The project delivered what it promised.A cost transferred to a household hasn’t … Continue reading How much of your successful project is being held together by somebody else’s unpaid work?
If a children’s services leadership team agrees to ‘improve outcomes for children’, what has it agreed to do differently?
Join the full conversation on Linkedin: https://lnkd.in/p/e-asRQnYFor a family dealing with several services, the answer depends on what those services can do together. It also depends on whose knowledge reaches the people making decisions.On Wednesday 4 November, I’ll be talking with Chrissie Gregory and Sharon Davidson about how they’ve approached this work. Both are experienced … Continue reading If a children’s services leadership team agrees to ‘improve outcomes for children’, what has it agreed to do differently?
Serbia’s students and the possibility of a government that learns.
join the conversation on Linkedin: https://www.linkedin.com/posts/antlerboy_serbias-student-list-won-a-parliamentary-share-7522763504466984962-uxDP/ Can citizens keep steering and correcting the people they elect — without having to spend their lives supervising them?Serbia’s Student List won a parliamentary majority. The student organisers have practised decision-making collectively under extreme pressure, chosen other people - experts - to serve, and intend to hold them to account. I … Continue reading Serbia’s students and the possibility of a government that learns.
Transduction – leading transformation – Issue #245
My weekly posts When being useful becomes part of the difficulty Barry Oshry’s account of John Carter shows how better results and self-directed teams can still meet resistance when they disrupt an organisation’s expectations of control. In relational public services, people navigating conflicting demands can secure immediate help while inadvertently allowing the underlying problems to … Continue reading Transduction – leading transformation – Issue #245
Transduction – leading transformation – Issue #244
My weekly posts If a public service #testlearngrow idea succeeds because someone senior makes an exception to a funding rule, what happens when that person changes jobs? I like the Test, Learn and Grow playbook, but pilots that depend on exceptions have not changed the system. I want practical guidance on who can reopen a … Continue reading Transduction – leading transformation – Issue #244
Suppose a chief executive makes a phone call and sorts out a problem that public services have spent months passing between them… What happens to the next person to face the same problem?
A personal intervention can solve one problem while leaving the same barrier for the next family. Who can change the rules, funding, and responsibility?
If a public service #testlearngrow idea succeeds because someone senior makes an exception to a funding rule, what happens when that person changes jobs?
Pilots that rely on exceptions haven’t necessarily changed the system. Who can turn frontline learning into changes to funding, authority, and accountability?
Peter Block has a deeply irritating habit; he consistently Gives Good Guru and makes you think, damnit.
You ask him a complicated question about organisational change, resistance, expertise or leadership. He listens, then says something apparently simple which makes most of your elaborate thinking look faintly ridiculous.
By ‘systems leadership’, I don’t mean ‘the peak leaders of clustered institutions’.
I mean working with others to shape direction and enable action, while investigating and changing the patterns that produce our situation. Our own part in those patterns, whose purposes count, and who gets to decide what ‘better’ means all belong in that work.
