Michael Boswell & Associates

PUBLIC SECTOR REFORM CONFERENCE 2010

QUESTIONING INSIGHT:A CURE FOR REGLOMANIA

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REGLOMANIA

Obsession with strict adherence to written rules, regulations and strategies

RegletPerson afflictedwith Reglomania

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R-FACTOR OR Q-FACTOR

R-factor Q-factor

Mind Regulation Questioning

Actions What Why

Tasks Problems

Output/ outcome

Confused Understand

Organization Hierarchy Whatever

Motivation Written Commonsense and Values

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THE APPROACH

1. Clarification2. Indicators – activity and

achievement3. Strategies4. Structures5. Control6. Leadership7. Assessment – problem solved?

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REGLET CHARACTERISTICS

Written instructions– Common sense

Accept – Challenge

Narrow minded - Flexible

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CLIENT NEEDSThe problem

Initial strategies inappropriate AND‘no need to change’

or Initial strategies appropriate BUT

not adapted to context

and so Management becomes defensive Staff focus on governing rules and regulations Lack of experimentation All effort to perfect existing tasks Reglomania sets in Client suffers

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1 – CLARIFY PURPOSE

Clearly identify the client's problem

Do not mistake what you do for why you do it

Concentrate on accountabilityConsider

resource allocation implications

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2 - OUTCOME AND TASK INDICATORSPerformance

extent to which the client's problem is solved

must be related to the ‘client’ in the mission

must help accountabilitymust be capable of being evaluatedare not workload indicators

Activityuse standard measurement categories

of time, cost, input/ output, qualityNovember 2010

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PERFORMANCE INDICATORS

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3 – RELEVANT STRATEGIES

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Define problem THEN the solution

Each outcome indicator- 1 strategy

Do not assume 'more of the same'

Learn to look throughdifferent sets of eyes

Do not becomeaddicted to dogma

Be well informed

Know when to strike Try thinking the opposite

Relate strategy to total picture

Pilot test ideas

Be aware of assumptions Involve clients and staff

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4 - STRUCTUREAlign organisation and program

structureProvide proper delegationsRegional does not always deliver

grass roots involvementLink program development with

operationsFormalise organisational integrationQuestion traditional HR practicesQuestion second guess structures

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STRUCTURE

Purpose Liaison Co-ordination

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ROCS – BROAD BASED DECISION MAKING

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5 – MANAGEMENT INFORMATION SYSTEM

Must containmonitoring andevaluation mechanisms.

Separateoutcomes fromtasks

Integrate both and guide strategic thinking Monitor regularly and evaluate annually MIS on Senior Executive meeting agenda

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MIS – DESIRED OUTCOMES

OUTCOME INDICATORS

ASSESS PERFORMAN

CE

BARRIERS TO

PERFORMANCE

COUNTER ACTIONS

Desired outcomes 1 2 3

Assess performance of each• Extent to

which the problem is being solved

Barriers to each• Human Financial System Technology Client etc

Counter action• Remove

barrier• Change

task• New task

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MIS – ACTIVITIES/ TASKS

TASKS ASSESS PERFORMAN

CE

BARRIERS TO

PERFORMANCE

COUNTER ACTIONS

• Add new• Remove

othersKeep ONLY working tasks

Against Time Cost Input/

output Quality per

task

List barriers against• At quantity• On time• At cost• At quality

Specifics for each task

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6 - LEADERSHIP

At every levelEncourage experimentation.Be 'up front'.Know your staff and your organisation.Subordinates as (critical) friends.Be aware of opponents' weak points.

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7 - ASSESSMENT

Is the problem solved?

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