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Public Sector Reform Conference 2010. Questioning Insight: A Cure For Reglomania. Reglomania. Obsession with strict adherence to written rules, regulations and strategies Reglet Person afflicted with Reglomania. R-Factor or Q-Factor. THE Approach. Clarification - PowerPoint PPT Presentation
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Michael Boswell & Associates
PUBLIC SECTOR REFORM CONFERENCE 2010
QUESTIONING INSIGHT:A CURE FOR REGLOMANIA
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REGLOMANIAObsession with strict adherence to written rules, regulations and strategies
RegletPerson afflictedwith Reglomania
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R-FACTOR OR Q-FACTORR-factor Q-factor
Mind Regulation QuestioningActions What Why
Tasks ProblemsOutput/ outcome
Confused Understand
Organization Hierarchy WhateverMotivation Written Commonsense
and ValuesNovember 2010
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THE APPROACH1. Clarification2. Indicators – activity and
achievement3. Strategies4. Structures5. Control6. Leadership7. Assessment – problem solved?
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REGLET CHARACTERISTICSWritten instructions
– Common senseAccept
– ChallengeNarrow 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 contextand 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 PURPOSEClearly identify the client's
problemDo not mistake
what you do for why you do itConcentrate 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 structuresNovember 2010
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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 contain
monitoring 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 OUTCOMESOUTCOME
INDICATORSASSESS
PERFORMANCE
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/ TASKSTASKS ASSESS
PERFORMANCE
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 - LEADERSHIPAt every level
Encourage 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 - ASSESSMENTIs the problem solved?
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