How to Transform the public sector, and how not to do it
The jounrney of change in the public sector is Franky, difficult. How many of us are trying our best to help local and central gov to improve, and we see that the sustained outcomes are really challenging to maintain.
Who is to blame, what went wrong, what can I do better next time?
In the concepts of systems thinking there is the link between how think and how we act as managers and leaders. And once we understand this, we can get a far clearer picture of how the whole system works. And therefore we can understand how to guide its change.
These way this works is, in a nutshell, the links from;
Thinking: our mindset as to how we perceive the world of work.
leads to,
Concepts: the concepts that align themselves with that mindset.
leads to,
Behaviours and structures: what we create.
leads to,
Outcomes: the reality of the way our public sector organisations work.
What does that all mean? This follows the framework of the Iceberg model. This model is one of the core frameworks of systems htinking, and it is what makes systesm thinking so broad.
With such a multilayered complex arrangement, I usually find it far better to listen to a description. Caroline has been in at the start of what it was first conceived and created.
