lecture intentlecture intent position my scholarship within ideas and streams introduced in seminar...
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Implementation, Organizational Management & Leadership
Jodi SandfortAssociate Professor & Chair
University of Minnesota, Humphrey School of Public Affairs
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Lecture Intent
Position my scholarship within ideas and streams introduced in seminar to this point
Provide initial introduction to organizations as sites of implementation activity Share two analytical tools (worksheets)
Introduce understanding of individual agency / strategic action often attributed to “leadership”
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Strategic Action Fields(Fligstein & McAdams 2011; 2012)
Strategic action fields are mesolevel social orders with individual and collective actors that interact around “shared understandings about the purposes of the field, relationships to others in the field, and the rules governing legitimate action in the field” (9).
Coercion, competition, cooperation around specific issues.
Shared understanding of power distribution and dominants beliefs, even if contested.
Legitimacy is an important driver of strategic action.
“Social Skill” is the ability to induce cooperation by appealing to legitimate authority, creating shared meaning and collective identity.
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Core ComponentsImplementation takes place within…
• Multi-level implementation systems
• Policy field, organization and frontlines
• Organized around a core program technology
• Change occurring through strategic action bounded by legitimate authority
• Laws and regulation
• Market forces
• Associations & norms
• Beliefs & values
• Led and sustained by people with Social Skill within that context
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Assumptions
1. The starting point for implementation research is a core program
technology around which strategic action occurs at multiple levels
within the implementation system; WINTER (2012)
2. The core program technology adopted within a system is not
necessarily that most likely to lead to the desired change in the
behavior or conditions of the target population; REGIME PERSPECTIVE
3. The processes and practices integrated within an implementation system are those perceived of as legitimate by the actors within that system; ORGANIZATIIONAL MANAGEMENT
4. To change processes and practices within the implementation system, field actors utilize social skill to alter legitimate authority within the system, or to capitalize on exogenous shocks to create new authority for action. LEADERSHIP
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Simple, Multi-level Model
Policy FieldsProgram technology
OrganizationProgram technology
Front lineProgram technology
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Simple, Multi-level Model: Affordable Care Act
Policy FieldsProgram technology
OrganizationProgram technology
Front lineProgram technology
+ 25 groups, agencies, and companies engaged
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Change in the implementation system that leads to sustained, desired
change in the behaviors or conditions of the target group.
Indicators of Effectiveness
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Multi-level Analysis
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Multi-level Analysis
Policy Field
Organization
Frontlines
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Analysis of Organizations in Implementation
Systems
Authorizing Organizations Provide financial and legal authority in the field
Service Organizations Operationalize the program technology and create
offerings for target group
Different analysis than conventional org. science
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Executive DirectorOrganization A
Program Manager
A1
Program Manager
A2
Program Manager
A3
Org Funders Board of Directors
From the perspective of the executive director who has to manage the expectations of key stakeholders of the organization…
Executive DirectorOrganization B
Program Manager
B1
Program Manager
B2
Org Funders Board of Directors
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Program
Manager A1
Program Funders
…it’s a very different view from the perspective of the program manager! There lies a potential for tension.
Executive Director
Organization C
Program
Manager C1
Program
Manager C2
Executive Director
Organization A
Program
Manager A2
Org FundersBoard of Directors
Program Manager
A3
Executive Director
Organization B
Program Manage
r B1
Program Manage
r B2
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Analytical Tool: Organization-Program Integration Audit (OPIA)
Organization Program
Target Audience /Constituency
Core Program Technologies
Structure
Financial Resources
Culture & Power
External Environment
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Organizations’ Adaptations to Change
(Miles & Snow, 1977)
Entrepreneurial problem - identifying new or expanding existing lines of business. Domain
Engineering problem – transform inputs into outputs. Logic of change
Administrative problem – supervisory and coordination of activities. Coordination of activities
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Decisions about Domain within Organizations
What do we already know how to do? Programmatic Capacity Manuals and Materials Staff Knowledge from Experience Staff Professional Orientation and Beliefs
about Core Program Technology
What management infrastructure and skills do we already possess? Management Capacity Supervision Processes Information Technology systems
Path Dependency
Path Dependency
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Logic of Change: Program Process Flow
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Program Process Flow: One Service Providing Organization
Investigating Partnerships in Early Childhood Education study, Sandfort, Selden & Sowa
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Program Process Flow: Another Service Organization
Investigating Partnerships in Early Childhood Education study, Sandfort, Selden & Sowa
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Program Process Flow: Still Another Service Organization
Investigating Partnerships in Early Childhood Education study, Sandfort, Selden & Sowa
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Sandfort & Moulton (2015)
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Competing Sources of Legitimate Authority
• Laws and regulation
• Market forces
• Associations & norms
• Culture and values
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Levers Shaping Program Core
Professional Norms
Laws & Regulations Market Forces
OrganizationCore program technology
Beliefs and Values
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“Leadership”
Social Skill of Context, understanding these levers Focused on change that improve process and outcomes in
system operation that are aligned with change desired in target population
Knowledge relevant to Technical Challenges Gather and Assess evidence about public problem and
solutions Develop procedures to improve Efficiencies
Abilities to help others grapple with Adaptive Challenges Engage others and use emotional intelligence Work with “facilitative devices” as boundary objects to
communicate Deploy reflective practice and improvisation
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NPF
LPF MPFPolicy Fields
Program technology PF
BPF
NO1
LO1 MO1Organization
Program technology O1
BO1
NF1
LF1 MF1Front line
Program technology F1
BF1
NO2
LO2MO2Organization
Program technology O2
BO2
NF2
LF2MF2
Front lineProgram technology F2
BF2
A Model of a Complex System
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Building Systems Thinking Capacity
Source: Waters Foundation