irwin turbitt +44 (0)7867 640926 irwin@kafkabrigade.org handout... · 2020. 4. 24. · roi...

Irwin Turbitt

+44 (0)7867 640926

irwin@kafkabrigade.org.uk

•  Tame Wicked & Critical Problems –  (Grint – Warwick Business School)

•  Adaptive Leadership –  (Heifetz - Harvard Kennedy School)

•  Creating Public Value

–  (Moore - Harvard Kennedy School)

Three Core Concepts

• Holy Cross School Dispute

• Drumcree

• Alcohol fuelled Violence

• Glencree Sustainable Peace Network

• Kafka Brigade

Working on Wicked Problems

Adaptively

in order to

create Public Value

Normal distribution or bell curve

NORMAL DISTRIBUTION or BELL CURVE

“What was I thinking” Average

TARGET

Normal Abnormal Abnormal +ve deviancy -ve deviancy

What you see depends on what you are looking for!

“It’s  not  what  you  look  at  that  ma/ers,  it’s  what  you  see.”–  Henry  David  Thoreau  

The

Balcony Factions in a situation

Part of the problem is

how you see the problem

1

‘FAF’

Tom Peters

Balcony Work

Observations Interpretations Interventions

Ideas, propositions, theories…….. relieved of the burden of judgment

17

CRISIS TAME

WICKED

Command

Leadership

Management

Grint

Keith Grint

Leadership is the practise of getting the people to face complex collective responsibilities

It is unpopular and dangerous

•  Leadership requires Change •  Change requires LOSS •  Loss leads to DISTRESS •  Distress can be PRODUCTIVE •  Productive zone of Distress

MAINTAINING people within THEIR Productive Zone of Distress

Leadership

Tough Love The unwilling & The Unable

WICKED

Leadership

that MAINTAINS people within THEIR Productive Zone of Distress

Adaptive leadership is about disappointing people

at a rate they can absorb

It is unpopular and dangerous

Identify the Adaptive Challenge

Regulate the distress

Create the Holding Environment

The Seven Principles for Leading Adaptive Work

•  Create the heat •  Sequence & pace the work •  Regulate the distress

Protect the voices of Leadership from below

•  Resume responsibility •  Use their knowledge •  Support their efforts

Get on the Balcony

Give back the work

•  Work avoidance •  Use conflict positively •  Keep people focussed

•  Ensuring everyone's voice is heard is essential for willingness to experiment and learn •  Leaders have to provide cover to staff who point to the internal contradictions of the organisation

•  May be a physical space in which adaptive work can be done •  The relationship or wider social space in which adaptive work can be accomplished

•  A challenge for which there is no ready made technical answer •  A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed

•  A place from which to observe the patterns in the wider environment as well as what is over the horizon (prerequisite for the following five principles)

Maintain Disciplined Attention

Irwin Turbitt +44 (0)7867 640926 irwin@kafkabrigade.org.uk

Complex Adaptive Social Systems

1 1 2 + = relationship determines outcome

Authority is a relationship not a possession

Leadership is about relationships

17

Drumcree 2002

Opposing Views • Portadown District LOL No 1 regard Drumcree as a solemn occasion as they march to and from their place of worship. • The Nationalist community regard the parade as a show of strength by Loyalists: an opportunity to march in triumph through their midst.

The

Balcony

Factions in a situation

20

Community Consultation

•  Broadly there are four groupings

Unionist Councillors

Nationalist Councillors

Portadown District LOL No 1

Garvaghy Road Residents Coalition

Ensuring that there were no surprises as to police actions and why they took place.

The police can contain the problem of Drumcree. It will be the Community that solves it.

The Media • Providing Factual Information to the Public in a Timely Manner

•  Recognition of how the media put a story together •  Work with the media •  Briefings by a uniformed officer

•  Granting the Media access

•  Having them on our side of any cordon is advantageous

•  Our perspective not the crowd’s

•  Brief Disorder •  Damage to Police property •  31 Police Injured

•  31 People Arrested •  Cheaper Overall •  Shorter Tail

The Results 2002

•  As of 5 September 2002 –  31 people arrested –  25 persons charged –  Offences including

•  20 Riot at Common Law •  5 Riotous Behaviour •  5 Disorderly Behaviour

•  As of 3 October 2003 –  10 people convicted –  19 awaiting trial

•  As of December 2003 –  29 people convicted

In The Courts

24

Policing Drumcree

Creating the Holding Environment Physical Obstacles

25

Policing Drumcree Creating the Holding Environment - Physical Obstacles

Drumcree Bridge 2001

26

Drumcree Bridge 2002

Mini CCOs in place from start

CCOs on call depending on

situation

•  No disorder •  No damage to property •  No injuries •  Shorter operation •  Cheaper operation •  Summer holidays

The Parade 2003 – the results

Drumcree 2003

The annual protest by Orangemen at Drumcree has passed off peacefully.

The parade, which was banned from returning along the mainly nationalist Garvaghy Road, left Carleton Street Orange Hall at 10.20 BST. After a service at Drumcree Church, Orangemen walked to a police gate at the bottom of Drumcree Hill and staged a brief protest. PSNI Chief Superintendent Alan Todd said the day had gone very well and police had to use fewer officers than at any previous Drumcree.

Sunday, 8 July 2007, 13:20 GMT

Drumcree parade passes peacefully

Drumcree 2007

The Orange Order march at Drumcree, Co Armagh, passed off peacefully today. 

The Parades Commission had ruled that the Drumcree march be rerouted away from the Garvaghy Road, continuing a ten-year ban. The Drumcree parades dispute has caused tensions since the mid-1990s, but recently it has not generated the large scale violence seen in the past. Recently, talks between Sinn Féin leader Gerry Adams and Portadown Orangemen fuelled speculation the issue has been drawn into wider political negotiations between Sinn Féin and the DUP, but both parties have denied this.

Sunday, 6 July 2008 Drumcree march passes peacefully

Drumcree 2008

The annual Orange Order parade at Drumcree in Portadown has passed without incident.

Orangemen have been banned since 1998 from going down the mainly nationalist Garvaghy Road in Portadown after their annual march from Drumcree church. Hundreds of Orangemen took part in the march and Sunday service at the church. They handed a protest letter to police over the Parades Commission's refusal to allow them to return along what they say is their traditional route.

Sunday, 10 July 2011, 15:09 GMT 16:09 UK Orangemen hold Drumcree parade

Drumcree 2011

Creating Value

•  The Private Sector aims to create private value –  Financial Profit

•  The Public Sector aims to create Public Value –  ? Who Decides?

"  The bottom line

"  No (concrete) bottom line

Adaptive Leadership for What?

Reference Book Mark Moore (1995)

Private Sector

Public Sector

Inputs & Outputs

INPUTS

INPUTS

OUTPUTS

OUTPUTS

Money based i.e. anything that can be purchased • buildings • equipment • peoples time

Money based Profit ROI Shareholder Value

Money based i.e. anything that can be purchased • buildings • equipment • peoples time

Authority based the unique resource only available to state authorities to obligate citizens to do what they would not volunteer to do

Mission based How much progress have we made with regard to our mission (PVP)

Goods & Services Obligations

Inputs & Outputs

•  Public Managers are not limited, as they are in the private sector, to the provision of goods and services; “often public managers are in the business of imposing obligations not providing services."

•  Probably the public managers most commonly thought to be engaged in this “retail delivery of obligations” are those in policing.

Moore 1995

Public Service –v- Serving the Public

•  Inputs –  Money –  Authority

•  Outputs Goods

Services

Obligations "  Do you pay as much attention to managing your

AUTHORITY resources as you do to your money resources?

•  Do you devote as much energy and enthusiasm to the design and delivery of OBLIGATIONS as you do to goods and services?

Unwilling & the Unable

Public managers and criminals have a lot in common

“They use force and other people’s money to accomplish their objectives”

Mark Moore, 1995

37

•  ‘The most common form of human stupidity is forgetting what we were trying to do’ (Nietzsche)

•  ‘The most common form of human stupidity is forgetting what we were trying to accomplish’ (Graham Allison),

•  which leads to question zero, ‘what exactly are we trying to accomplish?’

•  the technique of ‘the 5 whys’. Asking ‘why’ repeatedly until clarity about the purpose is achieved

•  a common failure is confusing activity with results

Public value propositions

Mission purpose Question Zero i.e. what is it that we are trying to accomplish exactly

Organised & operated The manner in which we organise our resources and use them to produce desired outputs/outcomes

Sources of Support & legitimacy Ability to say YES or NO or to influence those that can say YES or NO

Operationally & Administratively feasible

Substantively valuable

Legitimate & Politically sustainable

Operating Capacity

Public Value

Proposition

Authorising Environment

Programmes

Processes

Procedures

INPUTS

The Value Chain within the “Operating Capacity”

C L I E N T S

P O L I C Y O U T C O M E S

OUTPUTS

Partners &

Co-Producers

Money based i.e. anything that can be purchased • buildings • equipment • peoples time

Authority based the unique resource only available to state authorities to obligate citizens to do what they would not volunteer to do

The boundary of your own

organisation

The boundary of your Operating

Capacity

The Police & Community Policing

•  17, 048 police officers in Scotland

Absence and office duties •  16,000 police officers

work 6.25 hrs a day 218 days per year

•  15, 456, 200 front line hours on duty per annum

•  3,272,220 citizens of working age in Scotland

•  47secs policing per citizen of working age per day

•  Is it administratively and operational possible?

•  Is it politically and legally possible?

•  Is the purpose publicly valuable?

•  Managing downward towards improving the operating capacity for achieving the desired purpose.

•  Managing upward, towards politics, to get or maintain legitimacy and support for that purpose

•  Judging the value of your imagined purpose

Three Key Activities

Three Key Questions

The Strategic Triangle – Mark Moore

Leading Adaptive Change

? Swansea - Bridgend - Cardiff

- RCT

KAFKABRIGADE

•  86% of all reported incidents are against

women;

•  Majority aged between 20-29 years old;

•  Majority are unemployed;

•  55% have children;

•  71% of victims children had witnessed abuse;

•  81% of victims were pregnant;

•  70.6% of incidents occur in the home;

•  67% of abuse is between intimate partners.

Step 1: Explorative research & case selection

PHASE ONE - DIAGNOSIS

The Facts in RCT

KAFKABRIGADE

• Single mother,

• 30 years of age

• 2 children aged 5 & 6;

• Well spoken;

• Very supportive and caring mother;

• When abuse started, living in Council housing;

• Abuse occurred during pregnancy and lost baby;

• Abuse started 4 years ago;

• 2 abusive relationships.

Step 2: Case research & preliminary reports

PHASE ONE - DIAGNOSIS

Profile of Emma

KAFKABRIGADE

PHASE ONE - DIAGNOSIS

Step 3: Expert critique of the preliminary analysis

•  Police; •  Women’s Aid; •  A&E department; •  Crown Prosecution Service; •  Cardiff Prison; •  Witness Care Unit; •  Social Services;

Agencies involved •  Council Housing; •  RCT Housing Advice; •  Health Visitors; •  Local GP; •  Probation; •  Midwifery service; •  Pontypridd Safety Unit.

KAFKABRIGADE

PHASE ONE - DIAGNOSIS

Step 3: Expert critique of the preliminary analysis

Examples of Agency Failures • Police - Abuser removed from home by Police after incident but returns 3 hours later to damage home;

• Police - After one incident police do not arrest Abuser even though in breach of bail conditions;

• Probation service – Victim support, would not notify Emma of when Abuser is released from jail;

• Prison service – Emma continued to receive threatening mail from Abuser whilst in prison.

KAFKABRIGADE

PHASE ONE - DIAGNOSIS

Step 3: Expert critique of the preliminary analysis

Examples of Agency Failures • Women’s Aid – offered a refuge in Barry – not an option with young children;

• Social services - After an incident, Emma telephoned Social Services from a friend’s house and was told to go home and phone the police; Fear of children being taken into care – reluctant to seek help;

• Housing - On transfer list for 4 years to move away from Abusers;

• Housing - Policy creates the need for the victim and her family to move rather than the Abuser.

KAFKABRIGADE

PHASE ONE - DIAGNOSIS

Step 3: Expert critique of the preliminary analysis

Examples of Agency Failures • Health - Disclosed abuse to GP who prescribed anti-inflammatory and anti depressants. Assaulted once in surgery – abuser banned from premises. No referrals to support services.

• Health - Attended A&E with Police on 2 occasions after incidents, but no referral made, handed a leaflet;

• Health - After an assault, Emma lost baby. Attended A&E. Handed a leaflet and letter for GP. No further contact with Midwife.

KAFKABRIGADE

PHASE TWO - GALVANISING CHANGE

•  Minister, Leaders, senior managers of agencies met Emma and listened;

•  Made commitments to change the way we respond to victims of domestic abuse;

•  Action Plan prepared and all senior executive and non-executives responsible for delivery;

•  Refocused CSP Domestic Abuse Forum to support and drive operational delivery of actions;

•  Limited additional cost to implement changes – making better use of what we have.

Step 4: Collective performance review

Examples of RCT Outputs

KAFKABRIGADE

PHASE TWO - GALVANISING CHANGE

•  Trained large numbers of health professionals to divert and support victims through care pathways;

•  Housing associations have introduced protocols to put victims housing need first, look to accommodate locally and support tenancy;

•  Police-training all frontline staff on how to respond to Domestic Violence incidents and undertake risk assessments;

•  Difficulties Emma experienced with criminal justice system addressed;

Step 5: Final recommendations & action plan

Examples of RCT Outputs

KAFKABRIGADE

Has anything changed?

•  Increased number of independent domestic violence advisors to handhold victims through services;

•  Key services such as A&E/Health Visitors/Midwifery now make referrals;

•  Examples similar to Emma’s Case now being referred and appropriate response provided;

•  Emma now working as a Domestic Abuse volunteer with Safety Unit.

KAFKABRIGADE

How has Kafka helped? •  By putting the Citizen First – realising how

difficult it can be to access the labyrinth of services;

•  Brought a wide range of professionals together to share good and poor practice, and solve the problems together;

•  Created discomfort for all professionals by dealing directly with a citizen who has received an ineffective service;

•  Informed and changed working practices and national policies.

KAFKABRIGADE

How has Kafka helped? •  Created a commitment for change from

executive and non-executive leaders – that has accelerated the pace of change;

•  Staff Energized, Excited & Inspired

Problems, Problems, Problems.

•  PROBLEM

•  Wicked

•  Tame

•  Crisis

•  RESPONSE

•  Leadership

•  Management

•  Command

"  METHOD

"  Trial & Error •  To make Progress

•  Research & Development •  To identify and design a Fix

•  Command & Control •  To restore normality (order)

-asking good questions

- Managing the best process

- Providing an answer

Leadership It is unpopular and dangerous

Leadership is the practise of getting the people to face

complex collective responsibilities

Adaptive leadership

MAINTAINS people within THEIR Productive Zone of Distress

It is about disappointing people at a rate they can absorb

Identify the Adaptive Challenge

Regulate the distress

Create the Holding Environment

The Seven Principles for Leading Adaptive Work

•  Create the heat •  Sequence & pace the work •  Regulate the distress

Protect the voices of Leadership from below

•  Resume responsibility •  Use their knowledge •  Support their efforts

Get on the Balcony

Give back the work

•  Work avoidance •  Use conflict positively •  Keep people focussed

•  Ensuring everyone's voice is heard is essential for willingness to experiment and learn •  Leaders have to provide cover to staff who point to the internal contradictions of the organisation

•  May be a physical space in which adaptive work can be done •  The relationship or wider social space in which adaptive work can be accomplished

•  A challenge for which there is no ready made technical answer •  A challenge which requires the gap between values, beliefs, attitudes and behaviours to be addressed

•  A place from which to observe the patterns in the wider environment as well as what is over the horizon (prerequisite for the following five principles)

Maintain Disciplined Attention

Irwin Turbitt +44 (0)7867 640926 irwin@kafkabrigade.org.uk

Public Value

•  No (concrete) bottom line –  Using Money & Authority to co-produce Goods, Services &

Obligations •  “often public managers are in the business of imposing

obligations not providing services.“

•  Unwilling & the Unable

•  You – The People -v- The Person

•  Is it administratively and operational possible?

•  Is it politically and legally possible?

•  Is the purpose publicly valuable?

•  Managing downward towards improving the operating capacity for achieving the desired purpose.

•  Managing upward, towards politics, to get or maintain legitimacy and support for that purpose

•  Judging the value of your imagined purpose

Three Key Activities

Three Key Questions

The Strategic Triangle – Mark Moore

"People are always blaming their circumstances for what they are. I don't believe in circumstances. The people who get on in this world are the people who get up and look

for the circumstances they want, and if they can't find them, make them"

George Bernard Shaw in “Mrs Warren's Profession”

Circumstances

Be Leaders

Will choose to practise

Who when faced with wicked problems:

And Will Create Public Value

So

Will

Adaptive Leadership

Will

Irwin Turbitt

+44 (0)7867 640926

irwin@kafkabrigade.org.uk