Level of Management Attention
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Regional / National /
Sectoral
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Department / Districts /
Units
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TOOLS OF LEARNING ORGANIZATION / SEEKING SYSTEMIC GROWTH OF THE WHOLE
[REINFORCING LOOP]
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MANAGING PATTERNS:
Healing persistent issues
/ Patterns / Viciousness
of Circles of Causality /
Treating the ice-berg
(systemic structures)
Treating the whole
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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 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.
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Behaviour
over time
(BOT)
graphs
spanning 20,
30, or 40
years.
Impact:
Likely for the
same
duration.
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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 | | | |
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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.
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Indicators of Progress on
the BOTs as presented in
the causal structure to
guide the unit's action
areas into the future.
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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.
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UNITS MANAGING:
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National Planning
Commissions
Participation of Citizens
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6 year
process
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Project on Learning Organization
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TYPICAL MANAGEMENT TOOLS / SEEKING CORRECTIONS OF A GOAL / STANDARD OR AVERTING OR STABILIZING A CRISIS
[BALANCING LOOP / REFORMS]
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MANAGING EVENTS:
Reacting to Events /
symptoms / tips of the
ice-berg
Reacting to events
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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.
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This year
compared
with the
previous
year.
Impact: 1-2
years and
increasingly
shorter
spans.
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- Integrated Results Based
Management System
(IRBMS)
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- 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
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- Balanced Scorecard
- Project Management
- Operations Management
- Work Improvement
Teams (WITs)
- Lean Management
- Six-Sigma
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- Performance
Agreements (PAs)
- Performance
Management Systems
- Maximum response
times
- Catalyst / Flex
- Coaching
- Mentoring
- Counselling
- Performance Bonus
Rewards System
(PBRS)
- Performance Reviews
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UNITS MANAGING:
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Reforms, Project
Management, Performance
Management
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1-2 years
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NDP Thematic Working Group
(TWG)
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Parliament
PICForce
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Ministerial PICs
Ministerial PMOs
NSO
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DPSM
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