Management Level  
Strategy Development
Strategy Management
Project Management
Performance
Management
Level of Attention
What it means
Time Frame
Regional / National
Ministry
Department / Districts /
Units
Individual / Citizen
TOOLS OF LEARNING ORGANIZATION / SEEKING SYSTEMIC GROWTH [REINFORCING LOOP]
MANAGING PATTERNS:

Healing the Patterns
Recurring Over Time /
Viciousness of circles of
causality / Treating the
ice-berg
 Dealing with recurrent
issues of national /
systemic significance

Focal Question:
What is causing the issue
to become resistant to
change despite increasing
levels of investments are
used to fight it?

Intended Outcome:
To solve the problem.  It
should not come back as a
result.  To deal with the
reason why the fire keeps
coming back.
 Behaviour
over time
(BOT)
graphs
spanning 20,
30, or 40
years.

Impact:  
Likely for the
same
duration.
 An integrated application of
the five disciplines will begin
after Module 3 for the nation
and the region (appearing in
the sequence of use):

Mental Models
Team Learning
Systemic Thinking
(externalized application)
Personal Mastery
Shared Vision
 Indicators of Progress on
the BOTs as presented in
the causal structure to
guide the joint (by the four
loops) and specific
ministries' action areas into
the future.
 Indicators of Progress on
the BOTs as presented in
the causal structure to
guide the unit's action
areas into the future.
 Indicators of Progress on
the BOTs as presented in
the causal structure to
guide the individual's
action areas into the future.

Once citizens see the
BOTs (historical) and the
causal structure, they will
usually participate without
requiring monitoring.

This is an individual who
has understood the
systemic consequences of
individual actions /
behaviours.
UNITS MANAGING:
     ?? ??
      
TYPICAL MANAGEMENT TOOLS / SEEKING CORRECTIONS OR STABILITY [BALANCING LOOP / REFORMS]
MANAGING EVENTS:

Reacting to Events /
symptoms / tips of the
ice-berg
 Seeing a change (e.g rise
in crime or HIV infection or
inflation, drop in crop
production or water table
levels) and believing the
event needs a correction
for 'tomorrow compared to
today'.

Focal Question:
What would we need to do
to bring it down (or up) (or
we jeopardize queries on
our mandate / reason for
existence at any of the
levels)?

Intended Outcome:
To reduce the problem or
the effects of it for the
upcoming defined /
forseeable period.  To put
the fire out for now.
 This year
compared
with the
previous
year.




Impact: 1-2
years and
increasingly
shorter
spans.
  • Integrated Results Based
    Management System
    (IRBMS)??
  • SWOT Analysis (at a
    point in time)
  • Mission Definition (to
    reduce / fight a crisis or
    potential crisis)
  • Mandate Definition
  • Strategy Definition (long,
    medium and short-term
    corrections to a situation)
  • Value Definition
  • Oversight functions (by
    Parliament) to ensure
    corrections
  • Balanced Scorecard
  • Project Management
  • Operations Management
  • Work Improvement
    Teams (WITs)
  • Lean Management
  • Six-Sigma
  • Performance
    Agreements (PAs)
  • Performance
    Management Systems
  • Maximum response
    times
  • Catalyst / Flex
  • Coaching
  • Mentoring
  • Counselling
  • Performance Bonus
    Rewards System
    (PBRS)
  • Performance Reviews
UNITS MANAGING:
     NDP Thematic Working Group
(TWG)
 Parliament
PICForce
 Ministerial PICs
Ministerial PMOs
NSO
 DPSM
ATTENTION OF THE USE OF MANAGEMENT TOOLS AND THE LEVELS OF THEIR USE