Gary Bandy's presentation to the CIPFA Audit Conference 2013 considered performance challenges from the point of view of adaptive problems, ones that need to be addressed through leadership and collaboration rather than scientific management.
12. “The rational approach to
managing organizations always
competes with, and can be
dominated by, continually
changing, grounded, ad hoc,
trial-and-error approaches—that
is, by muddling through.”
—Jones and Pendlebury (2010: p28)
13. “Today’s problems come from
yesterday’s‘solutions’.”
—Peter Senge,The Fifth Discipline
“The easy way out usually leads
back in.”
“Dividing an elephant in half does
not produce two small elephants.”
16. “Some problems are so
complex that you have to be
highly intelligent and well-
informed just to be
undecided about them.”
—Laurence J.Peter
Adaptive problems
35. Public value scorecard
Measures of creating
public value
Org vision & mission
Strategic goals
Outputs that create
outcomes
Org outputs
Productivity
Efficiency
Financial integrity
Staff morale & capacity
Org learning &
innovation
Funder relations
Volunteer relations
Relations with govt &
regulators
Reputation
Credibility
Measures of expanding
support & authorisation
Measures of building
operational capacity
36. “When a measure becomes
a target, it ceases to be
a good measure.”
as re-stated by Marilyn Strathern
Goodhart’s Law
39. —Evans, 1999
“Governments try to avoid accountability
to the maximum extent, that is, they try to
avoid public exposure of their blunders
and misdeeds and rewards to friends,
because such exposure may erode public
support, or at least public acquiescence,
of their holding office.”