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TOWARDS CULTURAL CHANGE IN GOVERNMENT EMBEDDING HUMAN -CENTRED DESIGN IN THE PRACTICE OF PUBLIC POLICY

Dr. Jesper Christiansen, Senior Program Manager, Nesta

Email: jesper.christiansen@nesta.org.uk, Twitter: @JesperC_

1) Public policies are usually developed by few people that are not involved in their implementation (separating policy development and implementation as two different tasks)

2) Public policy often becomes a quest for clear-cut interventions that idealizes the theoretical (stability) over practice (changing reality)

3) When policies are considered as failures, they are more likely to be failed by wider networks of support and validation.

→ How do we avoid policies getting stuck on the wrong path in terms of creating impact? How do we enable governments to experiment with what works?

THE PROBLEMS WITH PUBLIC POLICY…

Transforming the processes, skills and culture of government

• Focus on transforming the way that government approaches innovation,

• Uses consultancy services and training, secondments and placements, to develop skills and mind-sets

• Educate and provide insights and knowledge needed to empower others inside government to innovate..

Achieving wider policy and systems change

• Focus on achieving wider policy and systems change and bringing about transformation,

• Look beyond specific interventions

• to the wider policy context and complex systems that need to change,

• Architects, creating the designs and blueprints that others can follow

Creating solutions to solve specific challenges

• Focus on solving high priority problems, and developing usable and scalable solutions, Collaborate with colleagues in government agencies.

• Developers and creators of innovations.

Engaging citizens, non-profits and businesses to find new ideas

• Focus on opening up government to voices and ideas from outside the system,

• Open innovation and challenge-led approaches

• Strong communications and engagement strategies.

• Create conditions for innovations from outside government to thrive.

• that others can follow 4 types of

1. The active involvement of users at all stages of development (co-creation)

2. Multiple partners from public, private, civic sectors

3. Bringing together different disciplines and approaches from design, social research, policy, technology, etc.

4. A dedicated space (real or virtual) for experimentation and developing new ideas.

PUBLIC INNOVATION LABS: A DEFINITION

Adapted from Europan Commission (2009): InnoGRIPS report #4

“My employees do not question the new insight gained by involving citizens and taking on a new process to development. But they question the consequences for our organization”

REDESIGNING PUBLIC POLICY IN THE DANISH MINISTRY OF EMPLOYMENT

REFORMING THE DANISH EMPLOYMENT SYSTEM • Citizen-centred • Rehabilitation • Focus on citizens assets and resources • Relational – working with citizens • ‘Employability’ • Cross-professional collaboration

NEW KIND OF INTELLIGENCE IN PUBLIC DECISION MAKING

– NOT JUST STATISTICAL DATA…

Purpose: to highlight and validate

Scope: generalizable

Focus: Societal problems at scale

Time: point-in-time

• making the abstract concrete (screendump)

NEW KIND OF INTELLIGENCE IN PUBLIC DECISION MAKING

– BUT ALSO QUALITATIVE AND ETHNOGRAPHIC DATA…

Purpose: to understand and to generate

Scope: contextual, complexity, causes

Focus: concrete everyday life and human-experience

Time: real-time, over time

MULTIPLE PARALLEL EXPERIMENTS

New role descriptions and professional

identification

New competences and skills – coaching and

stewardship

New organizational setup for rehabilitation

practice

Co-owned actions plans

Team-structured feedback mechanisms

Etc.

CO-CREATING PUBLIC POLICY Implementation as an experimental process Strategic focus on unintended outcomes and potentialities in order to learn, adapt and create intended outcomes = better dynamic between policy and practice Collaboration and shared ownership New relationships and conversations across silos and different levels of government.

Building new organizational capacity Reinventing the practice of policy making from human-centred design principles

Focus We assume… But really... Attention point Consequence

Policy and implementation

Frontline workers do not understand the policy

There are too many contradicting strategies and intentions

Building bottom-up constituencies for change

Implementation as experimental process: opportunity to learn and test new hypothesis

Theory of change Change is a product of a specific planned process

Change through a broad range of activities

Dynamic between policy and practice

Multiple parallel experiments/ ‘pipelines of intelligence’

Focus in support system

Rational understanding of what should be done

Focus on sense-making and local ownership

Creating the right energy in the system

Creating a mandate for change through dynamic feedback-loops

CHANGING THE APPROACH TO PUBLIC POLICY…

Thanks for having me!

jesper.christiansen@nesta.org.uk

JesperC_

www.nesta.org.uk